Born in a family of industrialists, Aastha is a true-born entrepreneur. She was a student of Economics from the prestigious Hindu College of Delhi University after which she studied PGDM in Fashion Marketing from Pearl Academy of Fashion to pursue her passion in retail and branding. She is also an alumni of Indian Institute of Management, Calcutta. She is a serial entrepreneur, who is always looking for solutions to simplify businesses – making them more productive and efficient. Prior to launching The New Shop, Aastha spearheaded a series of startups across diverse industries such as mobile gaming, online reputation management and consumer retail. While studying for a Bachelor’s, she joined her father’s stock broking firm making her one of the youngest certified stock-brokers from National Stock Exchange. She has lived an adventurous life and has amassed 12 years of diversified experience in entertainment, finance, branding, and retail. Her interests and pursuits are also reflected in her well-rounded personality. Aastha has the capability of turning everything she touches into a profitable venture. Much like the Virgin Group of UK, Aastha enters every domain afresh but quickly disrupts & evolves the landscape of the chosen industry.

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This collaboration leverages Wow! Momo’s culinary expertise and The New Shop’s extensive presence, creating a synergy expected to boost sales and enhance customer loyalty. As consumer preferences shift towards convenience and variety, this partnership aims to meet these evolving market demands by offering innovative and delicious food options.

Founded in March 2019, The New Shop operates through a franchise-owned and operated model, offering a diverse range of products including snacks, beverages, personal care items, home care products, pet care supplies, confectionery, hygiene needs, and ready-to-eat foods. The chain has more than 150 stores across 30 cities, with an average inventory of 2,000 SKUs. Recently, The New Shop updated its logo to ‘New Shop’ to better reflect its vision and values. The new logo emphasizes on innovation, modernity, and a customer-centric approach, as highlighted by Co-founder Aastha Almast.

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Following the substantial allocations to the health, education, and infrastructure sectors in the previous budget, there is a growing expectation from the retailer’s community to be the focal point. Despite the National Retail Policy still being in the drafting stage, retailers are hopeful for positive measures in the upcoming budget, such as higher sales targets, increased consumer footfalls, and improved profit margins facilitated by lower taxes and business-friendly initiatives.

In anticipation of the forthcoming budget, numerous retailers have articulated their expectations and ideas, aiming to foster a more vibrant and prosperous retail landscape in India.

What are the expectations of the retailers for the upcoming budget? 

Speaking to IMAGES Group, Aastha Almast, the Co-Founder of The New Shop highlighted some of the expectations that she seeks from the new budget that is coming in Feb. She points out that the retail sector in India is eagerly looking forward to more liberalized Foreign Direct Investment (FDI) norms, especially for Multi-Brand Outlets (MBOs) and retail franchises. There is a collective desire for enhanced accessibility to MSME loans under the Startup India/StandUp India Scheme, as retail store franchises play a pivotal role in fostering entrepreneurship, particularly in Tier 2 and Tier 3 cities. This expansion is expected to generate a substantial number of employment opportunities.

Furthermore, retailers are optimistic about the prospect of lower interest rates for borrowing, particularly for franchises associated with established retail brands. This financial facilitation is seen as a crucial factor in supporting the growth and sustainability of retail enterprises, contributing significantly to the economic development of the country. 

Adding to it, Kunaal Kumar, Director, of Modern Bazaar further gave some bullet points about the retailer’s expectations from the budget. 

1. Reduced GST Rates: Decreasing Goods and Services Tax (GST) rates on essential commodities and imported food products aims to enhance affordability for consumers, thereby stimulating increased sales. This reduction in GST rates is intended to make these goods more accessible to the general consumers, promoting sales and ensuring that essential items remain within reach for a wider segment of the population.

2. Better Import Policies: Streamlined, easier, and cost-effective processes for imported goods are vital for retailers like Modern Bazaar specializing in imported food products. The aim is to simplify and expedite the importation of goods, making it easier for businesses. By implementing more cost-effective import procedures, financial burden can be reduced from the shoulders of both retailers and consumers, while bringing in goods from other countries. These enhanced import policies can also benefit retailers dealing in imported food items by cutting through bureaucratic complexities and ensuring a smoother, more seamless importation experience.

3. Support for Infrastructure Development: Recognizing the pivotal role that infrastructure plays in the success of retail business, financial Incentives can be included in the budget for revitalizing retail spaces and enhancing logistics to boost supply chain efficiency. These incentives can address the evolving needs of the retail landscape, ensuring that businesses stay competitive in today’s dynamic market.

4. Promoting Sustainable Practices: The budget can also add incentives and subsidies for embracing eco-friendly practices in operations. This offers both encouragement and motivation for the adoption of environmentally conscious operations. The goal is to make this transition to sustainable ops more accessible and financially feasible for retailers who are committed to reducing their environmental footprint.

By embracing these ideas, there can be a positive impact on the overall competitiveness and sustainability of retail businesses

With the promotion of industrialization in Tier 2 and Tier 3 cities as well as villages advocating Vocal for Local, what initiatives are required from the govt to make the retail landscape smoother for retailers to expand in such cities, towns, and villages? 

Addressing the challenges of establishing retail outlets in Tier 1 and Tier 2 cities, Astha says, ‘‘The allocation of prime real estate in prominent public spaces, such as transit hubs and tourist spots, needs to be earmarked for Indian retail setup. This strategic allocation aims to provide retail businesses with optimal visibility and accessibility, fostering growth and success, especially when you are emerging or expanding to a particular area.’’

Expanding businesses to Tier 2 and Tier 3 cities not only serves commercial interests but also becomes a catalyst for significant socio-economic development. One crucial aspect is the generation of employment opportunities within these cities, contributing to their overall growth and progress. By creating job opportunities, businesses play a pivotal role in enhancing the standard of living for residents and fostering a more robust local economy. Additionally, as retailers establish their presence in these cities, it directly contributes to an increase in the purchasing capacity of households. This, in turn, ensures that a wider array of products and services becomes accessible to the local population, promoting economic inclusivity and contributing to the overall prosperity of these communities.

But for such development to take place, there needs to be easy access to the financial backing. Emphasizing the role of such financial support, Aastha said ‘‘Recognizing the catalytic role of retail store franchises in driving entrepreneurship, particularly in Tier 2 and Tier 3 cities and beyond, financial support is deemed essential. By extending loans and incentives, the budget has the potential to not only fuel economic activities but also create a substantial number of employment opportunities, contributing to the overall development of these regions.’’

Kunaal further adds that to facilitate retail expansion in these areas, the government could take several initiatives: 

• Improved Infrastructure: Development of roads, electricity, and internet connectivity to make these areas more accessible and business-friendly. 

• Local Talent Utilization: The govt can introduce programs to train the local populations for the retail sector that not only increase the employment ratio in the region but also create a skilled workforce. 
• Tax Incentives: Offering tax breaks or subsidies to retailers who set up stores in Tier 2, and Tier 3 cities, and villages can further promote the retail environment in the regions. 
• Ease of Doing Business: Simplifying the process of obtaining necessary permits and licenses can help retailers set up new stores in these areas in a shorter period, fast-tracking retail development in these regions.

• Enhancing safety measures: By recognizing safety concerns and enhancing protective measures in Tier 2 and Tier 3 Cities and villages can further aid the retailers in establishing their stores at these locations. 

What are your expectations in terms of incentives, regulations, and digitization from the upcoming budget?

The upcoming budget could aid the retail sector in many ways. Talking about the cumbersome process of obtaining permissions and licenses to establish retail operation, Aastha said, ‘‘ The government should promote a single-window clearance system for licenses, especially for franchisees. This streamlined approach aims to expedite the approval process, alleviating the challenges faced by local entrepreneurs who undergo financial setbacks during the gestation periods while awaiting license approvals.’’ 

By facilitating a more efficient and centralized system for obtaining necessary permissions, the government can significantly contribute to reducing business-related delays and fostering a more conducive environment for entrepreneurship, ultimately promoting economic growth.

Moreover, Kunaal says that strategic investments and incentives are crucial for fostering E-commerce and Digital Payment Systems. This facilitates the seamless integration of cutting-edge technologies into retail operations. In today’s rapidly evolving market, digital infrastructure plays an eminent role in harnessing the full potential of e-commerce and modern payment methods. To empower this transition towards a digital future, both financial investments and enticing incentives are necessary initiatives. 

In addition to it, tax advantage for digital transformation is another expectation from the room. Incentives for retailers investing in AI, IoT, and Big Data Analytics are another requirement for the retailers. Recognizing the pivotal role of these technologies in reshaping the retail landscape, these incentives can foster an environment where retailers of all sizes can embark on a journey of digital transformation. By tapping into these tax benefits, retailers can strategically leverage technology to stay ahead in an increasingly digital marketplace.

Financial Support for SMEs is another key factor to stimulate growth and expansion in the retail sector. Specialized funding options and lower-interest loans are designed to encourage the sustainable growth and expansion of SMEs within the retail sector. By offering funding avenues with reduced interest rates, the budget empowers small and medium-sized retailers to invest in their businesses, seize growth opportunities, and navigate the path to expansion.

The budget stands as an expansive opportunity for retailers to propel their businesses forward. It serves as a substantial financial landscape, offering the means for strategic investments, growth initiatives, and transformative endeavors.

Within this vast expanse of the budget, retailers have the potential to allocate resources judiciously, fostering innovation and competitiveness. It provides a canvas upon which businesses can paint their vision, whether it be the implementation of cutting-edge technologies, expansion into new markets, or the enhancement of customer experiences. As retailers delve into this expansive budgetary realm, they are encouraged to consider it not merely as an accounting exercise but as a strategic road map for success. It is an invitation to envision the future, allocate resources effectively, and embark on a journey of sustainable growth. In this vast expanse of possibilities, the budget becomes a catalyst for innovation, resilience, and the overall prosperity of retailers.

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Celebrating this triumph, TNS hosted its inaugural Entrepreneurship Conclave, spotlighting core growth pillars: hypercustomization, efficient setup, technological innovations, among others. Notably, TNS unveiled its global expansion plans and an impending IPO that will reserve 2% of shares for franchisee partners.

In the ever-changing world of India’s grocery retail, The NEW Shop (TNS) has crafted a story of resilience, innovation, and remarkable growth. The tale of Aastha Almast and her founding team at TNS is a shining example of how their visionary entrepreneurship has transformed challenges into opportunities.

After facing setbacks with two earlier start-up ventures, the TNS founding team sat down in 2018 to conceptualize The NEW Shop, culminating in the establishment of their omnichannel, 24/7 convenience retail store chain a year later in 2019.

The turning point for the founders had come during a pivotal meeting with Kevin Harrington, a luminary in the entrepreneurial realm and the Original shark and investor at Shark Tank (USA) “As Tech Founders, you guys often pursue ambitious dreams. However, it’s important to recognize that Tech serves as an enabler.

Instead of merely chasing dreams, why not utilize technology as a mechanism to bring about positive change in your country? The retail and FMCG sectors are incredibly powerful. By employing technology, you can revolutionize and bring order to the currently disorganized sector in your country, leading to something immensely powerful and rewarding.”

Harrington’s sage advice set the course ablaze for the three founders. With a renewed vision and determination, Aastha and her team came to view technology not merely as a tool but as a catalyst for positive change in the country. Fueled by Harrington’s inspirational guidance, the three-person entrepreneur team embarked on the audacious mission of redefining convenience commerce in India. The journey, as it has unfolded over the past four years, has seen The NEW Shop evolve from a nascent venture into a trailblazer of runaway growth in the grocery retail sector.

A story of transformative franchise-led growth

At the heart of their success lies a unique franchise model that has propelled TNS into a network of  over 150 sleek and modern convenience stores. Strategically positioned at major transit hubs, including railway stations, airports, highways, tourist attractions, and petrol stations, as well as dense residential clusters, TNS has embedded itself into the fabric of Indian daily life.

TNS operates through Franchise-owned and operated model, while it operates company-operated stores at some marquee locations. The stores, ranging from 600-800 sq.ft., boast an inventory of 2,000 SKUs on average. Impressively, the average monthly revenue per store stands at Rs. 15 lakh, with sales per sq.ft. reaching a remarkable Rs. 2000 — far surpassing industry standards.

The stellar business economics of TNS has created a magnetic pull, attracting a swarm of entrepreneurs eager to align themselves with the brand through franchise partnerships. In the matrix of aspirations and opportunities, The NEW Shop has emerged as an exemplar of  transformative entrepreneurship, a testament to the dynamic fusion of ambition and impact.

As The NEW Shop continues to redefine the grocery retail landscape, its story stands as

a beacon of inspiration, proving that with determination, technological innovation, and a commitment to positive change, one can transform setbacks into triumphs in the ever-evolving world of business.

In a celebration of their successful expedition into franchise-led retail, TNS recently organized its inaugural ‘TNS Entrepreneurship Conclave’ in the heart of Delhi. This event served as a rallying point, uniting current and prospective franchise partners in an immersive evening of camaraderie. Designed to cultivate an open exchange of ideas, the conclave provided a fertile ground for discussing and exchanging insights on optimizing shared objectives and mutual interests. With a vision to fortify the ties within the TNS franchise family, this initiative breathed life into a collaborative spirit, which will propel the brand towards new horizons.

TNS’s impact in creating entrepreneurs

For Aastha Almast, the visionary force behind driving this new-wave retail revolution, The NEW Shop is more than just a brand; it is a catalyst for empowerment, a conduit for dreams to metamorphose into reality.

“I’m super excited to be here today, as the conclave becomes the catalyst propelling the spirit of entrepreneurship among our cherished existing and potential franchise partners. It’s not just an event; it’s a cause that resonates deeply with me. My vision is to empower 10,000 entrepreneurs in India by 2030 through the The NEW Shop franchise network,” exclaimed Aastha with contagious fervor.

Explaining her zeal for encouraging and fostering entrepreneurship, Aastha reminisces about what her maternal grandfather used to hark at: “Become a job creator, not a job seeker.” The NEW Shop’s journey is an ode to this philosophy. “Our mission is clear – to create more kings and queens of their own lives, steering towards wealthiness and an elevated standard of living,” avers Aastha.

Having laid the foundation for entrepreneurship, The NEW Shop currently prides itself on a network of 150 entrepreneurs who own and operate TNS stores across various regions in India. What’s particularly noteworthy is that 10% of TNS franchise owners are women. A proud moment for Aastha, who recently encountered a female franchise owner from Allahabad (now Prayagraj), who said, “I’m the highest bread earner in my family now.” The resonance of empowerment reverberates, echoing the sentiment that lie at the heart of The NEW Shop’s mission – to make people sovereigns of their own destinies, architects of their wealth, and purveyors of a better standard of living.

Acknowledging India’s latent passion for entrepreneurship, Aastha says she was struck by a revelation some years ago when reading a report – a staggering 80%-83% of Indians harbored aspirations to be entrepreneurs, yet societal complexities and cultural mores often curtailed these dreams. Recognizing this untapped well of potential, The NEW Shop has set out to redefine the narrative, not aspiring to create unicorns but to empower individuals, to elevate lives, and foster prosperity.

“In the TNS franchise-led retail model,” Aastha says: “The NEW Shop has found a medium to weave people’s entrepreneurial dreams into the fabric of reality. Franchising, for many, is not a quest for creating unicorns; it’s a pursuit of wealth, a desire to elevate living standards. Through The NEW Shop, the brand has positioned itself as a solid ‘Made in India’ entity poised to impact the lives of people in the country. At its core, The NEW Shop is a movement, a grassroots initiative that breathes life into the entrepreneurial spirit, and aims to create

hundreds of success stories.”Aastha paints a vivid picture: “Here’s a fascinating nugget – all our entrepreneurs are under the age of 35. Many are college students or spirited young individuals who realize that while a corporate job may offer 30,000 40,000 or 50,000 rupees, TNS franchise ownership gives an opportunity to take home a lakh or 2 lakh rupees per month. Now, that’s a huge difference, isn’t it?”

Looking ahead to further expand its network of franchise stores, which is growing at the rate of 15-20 new stores per month, TNS has put a laser-like focus on two aspects of the business: Hyper-customization and Hyper-localization. As The NEW Shop continues to expand, it has recognized that franchising is the key to growing the brand. The reasoning behind this is simple: an entrepreneur in a specific region understands their customers far better than the TNS leadership team sitting in air-conditioned offices at their head office in Delhi. “This distinction became evident when comparing the company-operated stores with franchise-operated ones. While our company-operated stores are profitable and generate a certain amount of revenue, the real game-changer happened when we transitioned a store to a franchise-operated model. With our approval, the franchisee made about a 20% change in their product and service mix. The outcome was astonishing — a remarkable 40% increase in revenue. This hyper-local customization, where the person running the store directly engages with the customers, turned out to be immensely successful. They understand the local market better than we do,” admits Aastha.

In essence, TNS’s belief is that businesses empowering grassroots-level entrepreneurshold the key to understanding consumer needs. It’s impossible for them to know everything about every part of the country from their central offices. Even within a region like Delhi-NCR, TNS operates six stores in Meerut, each serving customers within a 1.5 to 2 km radius.

“Every customer to us is a franchise partner, and they unfold a unique narrative about what the local customers desire, even down to the specific spice levels in dishes like butter chicken or pasta. It’s incredibly diverse, and we realized that the answer to this complexity lies in letting the entrepreneur decide how to grow the business,” explains Aastha. Significantly, 47 out of the 150 TNS stores have originated from franchise referrals, showcasing the impactful role of recommendations in the network’s growth.

TNS expansion strategy: Hypercustomization and hyper-localization

However, to ensure that its franchise partners don’t incur losses, especially considering that most retailers in India operate at a loss, TNS is approaching its expansion strategy with caution. “We were hesitant about having someone invest their money and potentially face losses. Therefore, we decided to operate the store for them initially, adopting a kind of build-operate-transfer model. The idea was to assess whether we were providing the right technology, infrastructure, and products,” says Aastha.

To test-bed its approach, TNS took on itself to run its first store in Meerut, for the initial three months. Fortunately, it turned out to be profitable, reassuring the leadership team about the viability of their approach. “We analyzed the potential return on investment, estimating it to be between 18 to 24 months. This success story is unique to convenience retail in India, and perhaps globally, as this store continues to thrive, maintaining profitability and experiencing double-digit growth. The key lies in addressing the just-in-time needs of consumers,” avers Aastha.

Formula for sales increase and franchise prosperity

 Aastha’s articulate depiction of TNS’s triumph in the realm of franchise-led retail found an enthusiastic resonance among the myriad franchise partners gracing the TNS Entrepreneurship Conclave. Among them was Sachin Rana, owner of a TNS franchise store, who also doubles up as Operations Manager at TNS. Sharing his success story, Rana said that despite joining TNS during the challenging times of the pandemic, when retail operations faced industry-wide difficulties, TNS succeeded in adapting its operations to be Covid-proof. Remarkably, even during the pandemic, Rana’s store witnessed a significant 33% increase in sales, turning the crisis into an exclusive opportunity.

Expressing gratitude for the chance to own a TNS franchise under their “Employee to Entrepreneur” scheme, Rana emphasized how this experience has enriched his journey into entrepreneurship. He extended his thanks to TNS for the transformative opportunity. Continuing with his narrative, Rana highlighted TNS store operations, emphasizing the focus on sales figures, top-performing categories, brands, and products. He noted that the sales figure for TNS in November 2023 reached an impressive Rs. 11 crore 59 lakhs. Focusing on sales strategies, he emphasized key parameters, highlighting that 30% of sales come from three specific categories, with beverages leading the way. Notable brands and top-selling products like Amul milk, energy drinks, and burgers were discussed as key sales driver for TNS’s convenience retail model.

Addressing TNS franchise partners among the audience, Rana said: “What parameters can you check regularly to further improve your store sales? You all know that our store has multiple categories but do you know that 30% of our sales are generated from only 3 categories – where beverages are the topmost leading category, and we are selling 5,500 beverage bottles on daily basis.”Discussing the top-selling brands at TNS, Rana emphasized strategic brand focus as key to optimizing the performance and profitability of the store. “While our store features 500 brands, Amul stands out as the top seller, holding the #1 position. We are consistently generating sales of Rs. 10,000 every hour from Amul alone. By prioritizing and focusing on your top 3 selling brands, you have the potential to enhance foot traffic in your store and substantially increase overall sales.”

Next, Rana spoke about the fastest-moving products at the store. “Let me share with you the products that are flying off the shelves every minute. Once again, Amul milk takes the lead, with a remarkable rate of selling 3 packs of milk per minute. Following closely is our energy drink, where a jar can be sold out in just 1 minute, and then comes our high-margin item – burgers. To give you an idea, we’re proud to say that we sell 3 burgers every alternate minute. This trend is not just a momentary spike; it’s indicative of future success. In fact, we’ve already sold out 3 burgers even before we finished cooking up the recipe for Maggi. This highlights a consistently strong demand, making it an excellent sales proposition for us.”

Rana unveiled yet another insight: Operating 24/7, TNS achieves a substantial 40% of its sales within a concentrated three-hour timeframe – between 10 pm and 1 am, every day of the week. A relatable analogy is watching Netflix at night – if someone starts a series at midnight, by the time they finish, the store will likely have hit 40% of its sales. Recognizing this pattern is crucial for maximizing store sales, and cashing in on the trend could potentially lead to a 10 or 20% increase in sales. He emphasized the importance of understanding and leveraging these parameters as essential for maintaining a strategic focus on sales growth.

Impressive set-up time and cost efficiency

Addressing the franchise partners, Vivek Kant, who heads real estate projects for TNS, shared that the convenience retail chain stands out in the industry for its remarkable store set-up time and cost. This dual accomplishment shows TNS’s commitment to both aesthetic excellence and operational efficiency. “We’ve got an impressive network of 150 stores, and we have a set-up time of just 20 days against 60 days by other brands to set up this kind of store plan. We take pride in building a store at Rs. 15 lakh, a stark comparison to the Rs. 60-70 lakh expenditure seen with other brands. This commitment to cost-efficiency is a testament to our dedication to providing value without compromising on quality and aesthetics.”

Kant highlighted that TNS has received numerous awards for its premium store design, and this recognition is well-deserved. He explained, “Our success is rooted in the careful investment of time and effort into scientific research on elements like color palette and lighting, ensuring that our space stands out and has been recognized as the best store design in the industry. But it’s not just about design; we’re also proud to be recognized as the most cost-efficient store in the country.”

Reflecting on TNS’s commitment to smooth operations and the overall reliability of its services, Kant noted the importance of meeting deadlines amid rapid expansion and said that TNS vendors are now organized state-wise to streamline operations. Sharing concerns about machine breakdowns, he reassured that proactive measures, including training sessions and quarterly visits from equipment brand partners, would alleviate approximately 50% of such issues.

Additionally, he shared that TNS is actively working on finalizing annual maintenance contracts, aiming to manage unforeseen expenses more efficiently during machine breakdowns. To tackle machine challenges, Kant disclosed ongoing work with brands to introduce smart AI-equipped devices. These devices will offer outdoor temperature updates and fault notifications, streamlining maintenance processes at TNS stores.

“Our training team is here to walk you through the guidelines, and I can assure you that half of the issues at the store and with the machines can be resolved through troubleshooting. Often, the problem lies in your store staff not recognizing that certain issues can be troubleshooted, leading to an increase in complaints. Regarding our equipment partnerships, we’ve scheduled quarterly visits to service the machines, a crucial practice that we’ll be implementing starting next month. It’s a must for everyone – addressing machine issues promptly prevents them from escalating into major problems. Regular visits ensure most issues are nipped in the bud.”

Another TNS initiative involves innovative merchandising solutions, particularly addressing slow service in the cafe section. A smart equipment designed for ready-to-eat cafés will be displayed at the cash counter, ensuring efficient service. The café team will further discuss recipes and its implementation with all franchise partners.

Kant also unveiled TNS’s upcoming expansion plans across India and internationally, introducing the innovative “store in the box” concept. This portable store, foldable and easily installable within 5-6 hours, aims to simplify store deployment and international expansion. “We’re gearing up to introduce a groundbreaking concept where we pack the entire store into boxes and dispatch it in a 10-feet vehicle once we receive an order. This innovative approach includes making all our assets, like racks, gondolas, counters, etc., foldable and easy to assemble. It takes just 5-6 hours for anyone to set it up. Plus, it’s designed for flexibility – if you ever need to shift it to another store, we’ve got you covered.”

Technological innovations: POS, ticketing, and customer experience

Yogesh Mehta, TNS’s IT Manager and Trainer, remarked that the conclave serves as an opportunity for all franchise partners to look ahead into the possibilities of the future. “I am delighted to announce that TNS stands as the world’s first company to boast its own Point of Sale (POS) option. As a successful company, our prowess in Information Technology is unparalleled, evident in accolades like the 2023 Coca Cola Golden Spoon Award for technology implementation of the year.” Mehta shared some recent updates that TNS has implemented on the technology front.

The first challenge, he said, that franchise partners face is the issue of one-way communication. “It was unclear who to contact for assistance. To address this, a ticketing system has been implemented. Now, if assistance is needed from any department, a ticket can be raised, and the TNS IT team will promptly resolve the issue. While some problems can’t be resolved through the ticketing system, such as billing or issues with the Goods Received Log (GRL), a 24-hour helpline is in place. Customers can call anytime to get a swift solution to their problems.”

In a strategic move to amplify human interaction, TNS has designated a specialized team that is avaliable 24/7 to address technology and IT-related concerns specifically within franchise stores. This ensures personal and attentive service. With regard  to customer transactions, certain franchise member have encountered perplexity concerning the precise transparency amount to collect from customers. “A streamlined solution has been implemented — now, not only can payments be seamlessly processed at the TNS store,, but there is also the capability to maintain comprehensive record of each customer’s outstanding balance. This innovation eradicates any ambiguity regarding the exact amount owed,” shared Mehta.

When it comes to preparing fresh food, TNS has implemented a new approach that will contribute to transparency within the community. “The ingredients from our café used in burgers, sandwiches, and wraps, which were previously not subtracted from the inventory system, now have a solution. When a burger or sandwich is prepared, the system will automatically deduct the exact quantity of ham patties and filling in grams, ensuring accurate tracking of the ingredients used,” said Mehta

Talking about integrating TNS’s online orders with Zomato, Mehta said: “When a customer places an order at TNS, the current process involves our staff handling the delivery, impacting our workforce. However, in the near future, Zomato riders will take care of the delivery. This means that when a customer orders from TNS, there will be no need to deploy our own staff.”

He added that currently, managing orders from different platforms like Swiggy, Zomato, or Magicpin involves opening separate tabs in the system, making the process complex. However, on the TNS dashboard, all orders, regardless of the platform, are now efficiently logged and managed, simplifying inventory tracking. Referring to the accounting system, Mehta said that while it was initially a challenge, a solution has been found now. “We are actively working on a feature that will allow you to download any file related to your profit and loss, streamlining the accounting process. Additionally, you will have the capability to import files from any accounting feature, providing further flexibility and ease of use.”

Discussing the range of services offered by TNS stores, Mehta highlighted that features such as ticket booking and courier services will be seamlessly integrated. “This integration aims not only to enhance the foot traffic to your store but also to boost overall sales. In addition to making purchases, customers will have the convenience of booking various tickets — be it for buses or trains — directly at our store. Furthermore, if they need to send a courier, the process can also be completed efficiently from our shop.”

Food and beverage strategy: Trends, challenges, and innovations

Saurabh Bhattacharjee, Corporate Trainer at TNS, shared some crucial information about food and beverages. Leveraging insights from a recent survey of 30,000 consumers, he underscored a compelling trend: 28% of TNS customers, predominantly Millennials and Gen Z individuals, under the age of 35, purposefully visit the store for its exceptional food offerings, positioning this category as the highest-margin segment.

Bhattacharjee emphasized the uniqueness of their F&B offerings, pointing out the cost-effective setup of cafe stores and the swift return on investment within 2-3 months. Enumerating five challenges, Bhattacharjee discussed  the following issues:

-Data forecasting

-Quality maintenance during dispatch

-Adherence to SOPs for taste consistency

-Low F&B orders impacting fee charges

-Need for strategic implementation of processes across all stores

To address time constraints faced by customers, TNS has now introduced a new “on-the-go” food with a specific take-out cafe menu, featuring items like processed sandwiches and waffles. He revealed plans for a 24-hour experience center with professional chefs to train franchisee owners and staff, along with a do-it-yourself machine allowing customers to create products like smoothies and shakes. Bhattacharjee also detailed the work done by TNS on various robotic steps to streamline recipe generation, significantly reducing preparation time to 2 minutes and minimizing dependency. The audience was treated to a live demo showcasing the efficiency of the process.

Incentives and royalty payment

The interaction between TNS representatives and their franchise partners concluded on a positive note with TNS unveiling several incentive plans to reward franchise sales. The sales team will establish targets, and incentives will be granted upon achieving these goals.

Additionally, TNS is introducing a cash-back system for paying royalties.

A crucial development is the adjustment of the royalty date. Recognizing the initial workload in the first week, TNS is modifying the royalty date to alleviate any excessive burden during this period.

Next chapter: Global expansion, IPO ambitions, and stock ownership

As TNS basks in its current success, attracting eager entrepreneurs with its distinctive franchise model, Mani Dev Gyawali, Co-founder & Technology Head, The NEW Shop, brought a dose of reality. Reflecting on their journey, he acknowledged the trio of failed startups preceding The NEW Shop’s triumph, emphasizing the mental and physical toll entrepreneurship can exact, especially for first-timers. Gyawali stressed the unwavering determination needed to surmount challenges and thrive in the entrepreneurial landscape. However, despite the hardships, Gyawali urged franchise partners to seize the moment and approach the future with optimism. He unveiled TNS’s upcoming chapter, envisioning expansion beyond national borders into the international market.

Disclosing plans for The NEW Shop’s global presence, Gyawali said: “TNS will target South Asia initially, including countries like Nepal, Sri Lanka, Bangladesh, and eventually venture into Africa and Eastern Europe. Moreover, we have outlined an ambitious timeline, aiming for an IPO within four years, with a distinctive twist — allocating 2% of the shares for franchisee partners.”

Kevin Harrington, the inspirational force behind TNS’s journey into the world of 24/7 convenience retail and quick commerce, sent a heartfelt recorded message, extending his congratulations to the TNS team for their continuous triumph in the retail arena. “I want to share my experience and talk about our investment in a company called The NEW Shop. It became evident to me that shopping for everyday items in India poses unique challenges, especially when compared to the retail setup in developed countries. The scarcity of convenience stores in India is a notable concern. That’s why I decided to support TNS, the largest convenience shop pioneer in India, as it is actively working to bridge this gap.’’

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The awards ceremony spotlighted the significant milestones achieved by the sector through collaborative yet distinctive initiatives aimed at enhancing competencies when servicing customers. The evening acknowledged excellence of brands  in numerous dimensions ranging from marketing and promotions to employee practices.

Sharing his thoughts on the 16th Coca-Cola Golden Spoon Awards, Nikhil Behl, CEO — Food Business, IMAGES Group, shared “Indian retail and FMCG industry retailers are taking note of this shifting consumer landscape. The achievements of the evening stands as a testament to the collective drive of the industry towards further upliftment of operations and establishment of a  sector which reflects the elements of  trust, determination and adaptability.”

Winners List:

Nature’s Basket won big at the ceremony taking home 5 awards across categories while Reliance Retail too bagged big at the 16th Coca-Cola Golden Spoon Awards.

IMAGES Most Admired Store Launch Of The Year – QMart Convenio (Debut), Nature’s Basket (flagship store launch)  & Nature’s Basket (new store launch –  Defence Colony, New Delhi)

IMAGES Most Admired Retailer Of The Year (Innovation & Merchandising) – Honey Smart Cart

IMAGES Most Admired Retailer Of The Year (Market Expansion) – Fresh Signature

IMAGES Most Admired Retailer Of The Year (Marketing & Promotions) – Nature’s Basket #TastetheWorld

IMAGES Most Admired Retailer Of The Year (ESG Initiatives) – Lulu Hypermarket for CSR Initiatives &  Truly desi for Green Initiatives

IMAGES Most Admired Retailer Of The Year (Single Store with highest YoY growth) – Freshpik, Jio World Drive, Mumbai 

IMAGES Most Admired Retailer Of The Year (Customer experience/Service/Acquisition) – Nuts N Spices

IMAGES Most Admired Turnaround Success Story Of The Year – MagSon Gujarat

IMAGES Most Admired Category Performer Of The Year:

1. Prasoon Bharadwaj, Reliance Retail for Staples
2. Zubin B. Nowrojee, Reliance Retail for Processed Foods and Savouries
3. Hemant Mecwan, Reliance Retail for Beverages & Confectionery
4. Suresh Kolama, Nature’s Basket for Fresh Foods
5. Mrinal Kumar, More Retail for Dairy
6. Tanaya Mehta, Nature’s Basket for International Food

IMAGES Most Admired Convenience Store of The Year – The New Shop

IMAGES Most Admired Gourmet Retailer Of The Year – Nature’s Basket

IMAGES Most Admired Regional Supermarket Of The Year (South) – Ratnadeep 

IMAGES Most Admired Regional Supermarket Of The Year (East) – Arambagh’s Foodmart

IMAGES Most Admired Regional Supermarket Of The Year (West) – Sahakari Bhandar

IMAGES Most Admired Regional Supermarket Of The Year (North) – Le Marche

IMAGES Most Admired Supermarket Chain Of The Year – Fresh Signature

IMAGES Most Admired Big Box Retailer Of The Year – Smart Bazaar

IMAGES Most Admired Brand Retailer Partnership Of The Year (Market Expansion & Sales Growth)

1. Daawat & Smart Bazaar
2. Nabati & More Retail

IMAGES Most Admired Brand Retailer Partnership Of The Year (Brand Building) – Women’s Horlicks & Apollo Pharmacy

IMAGES Most Admired Brand Retailer Partnership Of The Year (Retail Promotions) – More Retail & Genteel

IMAGES Most Admired Brand Retailer Partnership Of The Year (Merchandise Differentiation) – Aashirvaad Ready To Cook Chapati & Jio Mart

IMAGES Most Admired Brand Retailer Partnership Of The Year (Launch) – Dabur Hommade Chutney & Smart Point

IMAGES Excellence Award – Spencer’s Retail for Quick Commerce Execution & Cinepolis for concession counter execution

IMAGES Spice Icon Awards:

1. Spice Icon of the Year –  Adesh Kumar, National Category Head –  Spices, Reliance Retail
2. Customer Service Excellence – Raja M, National Category Head – Branded Staples, Big Basket
3. Trade Excellence Award — Gunjot Singh Kochar, Associate Director- Grocery B2C, Flipkart
4. B2B Excellence – Rajiv Triptathi, Category Head – Spices, Metro Retail
5. Modern Trade Partnership — Khathing Luiram, Dy General Manager, Buying & Merchandising, and Saurabh Bansal, Chief Merchandising Officer, Spencer’s Retail
6. Quick Commerce Excellence — Anish Srivastava, SVP-Blinkit
7.  Emerging Business Excellence — Saurabh Maheshwari, Senior Vice President, Zepto
8. Category Dressing Excellence Award — Adesh Kumar, National Category Head –  Spices, Reliance Retail

 OTIF Excellence — Amit Gautam, National Category Head- Spices – Vishal Mega Mart

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