How “Indian QSRs are going social ? ” | by: Nusra | Restaurant India

Indian Quick Service Restaurant (QSR) segment has seen many New Brands making inroads into the market…Indian QSR market has remained largely unaffected by the economic slowdown and touched nearly around $50 billion from Rs $35 billion in 2013. The segment is growing at a very fast pace…!!

Brands on demand:

Indian fast food majors like Cafe Coffee Day, Yo! China, Haldiram’s, Nirulas, Sagar Ratna and Bikanervala have met all the global necessities to meet the demands of the local customers, who are becoming an adaptor of global QSR outlets. Not only this, the regional QSR chains like Shiv Sagar, Bangs and Ammi’s Biryani created a milestone in competing to their foreign counterparts, but have also adapted their strategies on how to target the over growing demands of their customers..

Meanwhile, we have seen that, global players have tweaked their menu keeping in mind the taste and preferences of Indian customers. We have seen that major global QSR chains, which are entering India, have to localise their offerings before establishing themselves here..

Indian chains have now realised that people here are rushing towards convenience and value that these QSR chains offer and there is a wide gap in the market in terms of authentic Indian Cuisine being served in a quick service format and thus, they ventured into Indian QSR segment to address the local customers with its Innovative concept.

“The Usp of Hello Curry is ‘Indian Food with western quick service efficiency’, many of the QSRs present nationwide today are catering a niche with western products. Hello Curry will be unique with its positioning as the first QSR with complete range of Indian cuisine,” says P Sandeep, Co-Founder, Hello Curry..

Placing it Right :

Quick service is one of the challenges Indian QSR players are facing with Indian food, as the main preparation itself takes 15 to 20 minutes for preparing a dish. The restaurants have to innovate on processes and technology to develop ways to serve a customer flat in 2 minutes across the counter or 30 minutes in case of a home delivery.

After years of learning from global players, Indian QSRs are now quick to adapt to social media. They are now trying their hands at cracking the social recipe to success by posting new recipes on Facebook and Twitter or promoting it through Instagram and they are becoming quite close to cracking the code of the social marketing strategy which entered India via global route.

“As we are all young entrepreneurs, we are from the tech world of today. Hence, social media is one of the biggest assets of marketing. We are available on Facebook, Instagram, Zomato and we are connecting our consumers through WhatsApp. We are also doing PR and media activities, but I am not in the mainline PR advertising because I believe that word-of mouth is the best tool for advertising, where food works as a marketing tool itself,” says Sachet Shah, Go Panda (one of the partner).

While many international chains have set its footprint across the country, the Indian home grown chains have fought bravely to catch up with them. Cafe Coffe Day, Yo! China and Haldiram’s have set the traditional scene in India and are also leveraging social media by rightly placing themselves in the social gathering.

“There are many reasons for the success of our restaurant. But the major reason is that we operate in the Chinese food segment, which is the most desired cuisine among youth as they are the main consumers today. When we talk about eating out trend, I think we are operating in a segment which is massively catering to the youth. We create fun at our restaurant, we are value for money restaurant, our restaurants are trendy, we offer innovation and are present at the right location. The strategies help us gain an edge over others. We are here for 11 years building brand because brand brings consistency and the ability to stay requires time,” shares Ashish, MD & Co-Founder, Yo! China.

Thus, we can say that the growing trend in the QSR segment is becoming more of a social engagement rather than restaurants coming up with new products and keeping it to their specific target group…!! 

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“Mall Management” – The “New Success Mantra” for Malls In India | Realty Plus

The Indian #RetailMarket, has gone through a prolonged (and sometimes painful) process of transformation…With rapid development across the country, India has witnessed the emergence of a well-entrenched mall culture over the past decade….However, there are several malls in the country which are faring less than well…

Failing Malls – A Growing Problem :

The not insignificant number of under-performing malls in the country definitely gives rise to concern…There is no dearth of instances where #MallDevelopers, have scrapped the entire blueprint and business model and converted their malls into office spaces. The reasons for the lack of success of these malls vary..

Some of the challenges that the developers of these malls have not been able to address are providing for adequate parking and scientific people movement within the malls, coming up with a dynamic plan for upgrading facilities, attracting a suitable tenant mix and proper positioning..

Success Ingredients : 

There is now a distinct need for mall developers to introspect on the factors that contribute to either the success or failure of a mall. For instance, there is an increasing awareness among mall developers that leasing mall spaces as opposed to selling them is the way to go. Malls in which spaces are individually sold (or ‘strata sold’) tend to suffer from the absence of proper mall management – which is now the acknowledged fulcrum for success, regardless of how large or well-conceived the mall is.

There are basic parameters that mall developers must keep in mind at the very conception and design stage of their malls. Location is, of course, a vital ingredient for the success of any mall. Approach and accessibility, especially in terms of proximity to the key centres and ingress and egress of the mall, are equally important..

The mall must have adequate facilities and provide retailers with good accessibility to their stores, space for storage and staff utilities. Very importantly, it must get the parking equation right…

Untangling the Parking Knot :

A mall that does not provide sufficient and properly planned parking in India is headed for disaster. In India, the issue of parking is a challenge to both mall owners and customers. Creating parking facilities when the cost of land is high is a very capital-intensive decision for a mall developer. This is especially true if such measures are attempted to be enhanced in retrospect. As a general guideline, developer must provide parking while keeping the size of the mall in mind. The decision on how much is needed and how much is sufficient is a critical one.

Rotation of parking slots is another important function, as malls experience more footfalls on weekends, during which customers spend more time in malls. Parking must not become an issue in high traffic periods. If a mall cannot provide enough conventional parking, it must have innovative parking facilities such as multi-level and/or automated parking systems.

Since convenience is of prime importance in a mall, the access and exits to car parking is yet another factor besides the parking area itself. The more successful malls even provide valet service to attract more patrons by providing them with more ease of access.

While the future may bring malls that have public transport connectivity, we are not quite there yet. Metros and buses connecting directly to malls can bring down the usage of personal cars, and play a major role in be dealing with challenges such as parking and increased traffic. Until then, mall developers are constrained upon to make the most of existing infrastructure.

The Mall Management Solution :

The baseline philosophy behind the creation of any mall is that it must be a place that continually attracts people into its premises, keeping them engaged and tempting them to stay for longer periods. This cannot be done just by providing a massive number of shops. Today, Indian mall visitors expect various entertainment options and engagement mechanisms, as well. Malls cannot be just shopping complexes – they must be one-stop family destinations. If they fail at this, they invariably fail completely..

With these and other reasons why malls can potentially become under-productive and sub-optimal, mall developers are now discovering that professional mall management can be a catch-all solution. In fact, one of the most common causes for the failure of malls is that they were are not professionally managed and promoted. High-grade mall management is the single-most reason why some malls have managed to perform well even during the worst periods of economic distress..

Professional mall management is about a lot more than just keeping up the facilities in a #ShoppingCentre…It is about strategizing and implementing success formulae that have been specifically tailored to the mall. Often, a professional mall management firm can undo a significant amount of ‘done damage’ by reinventing the mall’s positioning, facilities and operations almost from the ground up..

Significantly, a mall management agency can result in operating costs reducing by between 5-7% in an up-and-running mall, and by up to 10% if it is engaged at the very inception stage. However, the cost-saving element is just one side of the story. With the implementation of professional mall management, even a languishing mall can be realigned into a destination that provides the needed success ingredients – and an overall ‘experience’ for customer..

A #MallManagement Agency can Re-engineer the shopping complex’ parking arrangements, tenant mix and internal customer traffic, and also assume the responsibility of promotional activities. Simultaneously, such an agency will ensure optimal staffing solutions and keep all facilities within the mall running flawlessly..

Not surprisingly, more and more Indian mall developers are now adopting the mall management mantra as a one-stop solution to ensure that their investments reap the best possible returns for them…!!

“Hotel Brands” : the “Devil Is in the Delivery” | BCG

Two Big Trends in the Hotel / Lodging industry are colliding…Whether Hotel-Companies get caught in the Pile-up or Steer-clear of the wreckage will have a big impact on their profitability…?

One trend is the industry’s increasing use of #Franchising, as a means of achieving more “Asset Light” #BusinessModels…For the past decade or longer, #HotelCompanies, have been divesting physical properties and becoming Pure #BrandOwners, and orchestrators because this model receives higher share-price multiples from public equity markets. One key consequence is that hotel companies increasingly must rely on individual franchisees to deliver the customer service experience that they have spent millions of dollars developing and educating consumers to expect—and that substantially defines their brands..

The other trend which is, the rise of information transparency and perpetual connectivity in the digital, and increasingly mobile, age…Online opinions affect more and more #Consumers, travel decisions…Our research shows that the two most trusted channels are personal recommendations (not surprisingly, 90 percent of people rely on these) and the opinions of other consumers they find online (70 percent trust those)…Our research also indicates that the average consumer spends 42 hours online—the equivalent of a full workweek—dreaming about, researching, planning, and making reservations for a four-day leisure trip, and then sharing the experience. Dreaming and researching take up 75 percent of the 42 hours—ample time to be influenced by what others have to say. This time is having an increasing impact on how people book and where they choose to stay, and this impact is showing up in hotel companies’ average daily rates (ADRs)…

Recent research by BCG involving more than a Dozen #HotelBrands, in several-categories shows a strong correlation between companies’ ratings on travel sites and their ADRs. Perhaps even more significant, we found a strong correlation between the consistency of those ratings and hotels’ ADRs…Companies that deliver Higher #CustomerSatisfaction, have the opportunity to charge more; conversely, consumers recognize those brands with inconsistent delivery—from both their own experiences and those of others—and discount the amount they are willing to pay...Within a network of multiple #PropertyOwners, the worst offenders can drag down the best performers and undercut brand ADRs across the board…In today’s #DigitallyDriven World…generating higher ADRs means delivering on the brand promise—and delivering consistently.

Many, if not most, hotel companies have come to grips with this #Operating-Disconnect, they understand that they are giving up direct control of brand delivery at precisely the time when consistency of that delivery has never been more important. They have taken steps to develop New #Strategies, Systems, and Processes for ensuring that their #FranchisePartners, deliver the #BrandExperience, that customers expect. (See Exhibit 2.) Those that successfully master the clear articulation of their brands and consistently execute the #BrandPromise, are rewarded—with Higher Revenues, a Bigger Pool of Potential Owner-Franchisees, and a product that achieves a premium in the marketplace...Those that do not increasingly pay the price…!!

Standards and Sticks:

With hotel networks today often spanning multiple brands, hundreds of owners, and thousands of properties, ensuring consistency of execution is a complex task. Companies undertaking brand renovation efforts face an even more daunting challenge as they must rely on owner-operators to deliver a new, different, enhanced experience, and to do so within the tight economic constraints of a highly competitive industry. Inconsistent execution can kill a brand renewal before it has a chance to prove itself.

The default approach on brand delivery for many hotel companies has been to develop a system of “brand standards” that they require franchisees and other operators to follow. These typically involve lengthy, highly detailed brand-standards manuals, providing instruction for everything from the number and content of information cards displayed in each guest room to rules for employee computer access. We regularly see manuals that run hundreds of pages and refer users to other manuals in the company’s collection for more detailed instruction on particular issues. Most make no attempt to prioritize or differentiate among standards or the impact they have on customer satisfaction. Very often, standards that directly affect what customers see and feel—cleanliness, for example—are given the same weight as specifications for things that are completely invisible to them…

This type of approach often ends up in companies resorting to sticks over carrots, punishing transgressions rather than offering incentives for good behavior. It adds stress to the relationship between franchiser and franchisee, and it can lead to corners being cut and inconsistent experiences for the customer from one property to the next. It also encourages owner-operators to put their efforts into avoiding transgressions rather than seeking to deliver the customer experience that the brand has promised. Most important, it does little to encourage better service, especially the kind of individualized service that customers tend to remember and post online about..

It Pays to Take a Better Approach:

Our experience, and that of many hotel companies, show that taking a more comprehensive approach to working with franchise partners on brand delivery can achieve a better result for travelers—and higher ADRs as a result. There are seven levers to pull; companies looking for the best execution will combine all of them..

Optimize the owner base. Each hotel company or brand has its own mix of property owners composed of large institutional franchisees with hundreds of properties or small, often family-run, operators—or a mix of both. Each requires a different style of engagement, and companies should think through how their mix of franchisees affects their brand delivery. They may want to favor one type of owner over the other, and gear the other components of brand delivery accordingly..

Define the franchisee relationship. Contracts define the relationship between franchiser and franchisee, of course, including the obligations of each party with respect to brand delivery—often in extensive detail. Companies need to approach these negotiations looking through a brand delivery lens. Smart negotiators seek to place an appropriate level of burden on the property owner to comply with brand-related requirements while leaving the company room to act as the ultimate brand steward when it needs to. Contracts today typically define undesired behavior on the part of the franchisee but much more rarely include incentives for providing better service or meeting customer satisfaction metrics. These agreements should be reviewed from the perspective of how they shape the customer experience as well as the business relationship between the franchiser and the franchisee…

Encourage owner engagement. Brand delivery is a tango: it takes two parties to do it effectively. Problems occur when companies do not appreciate the economic (or operational) impact of what they are asking their owners to do. Smart companies find the right balance between consultation and evaluation in their relationships with operators. For example, they can establish or update quality control processes that are based on customer expectations (see below) and establish clear rewards (and penalties) for operator performance…They can also build a business case that reinforces the value proposition for owners of meeting system wide service and #Customer-ExpectationMetrics…The interests of hotel companies and property owners may conflict at times, but both can find common ground over actions that lead to more satisfied guests who are willing to pay higher rates…

Build and motivate the team…Delivering on the brand promise is a function of countless day-to-day behaviors and habits within operators’ organizations. The very best strategy can fail if it is not appropriately distilled into necessary actions and capabilities. Few endeavors can have a bigger impact than working with owner-operators to help them recruit and train staff capable of delivering on the brand promise and building a team-focused organization. Many brand teams take an evaluative, rather than consultative, approach. They perform audits of compliance with the established standards, rather than helping the operator’s team provide a better product and service by, for example, defining the measures of success and putting in place processes, such as training and incentive programs, to help achieve them.

By instituting a more consultative approach, hotel companies can help their franchisees do the following :

  • Select employees on the basis of fit with the customer service culture.
  • Structure training programs to support excellent performance.
  • Encourage staff to put themselves in the customer’s shoes.
  • Pay according to performance.
  • Provide non-monetary incentives when pay is not directly linked to behavior.
  • Communicate effectively, providing employees with the information they need to do their jobs better.
  • Give employees autonomy and the authority to solve problems within certain standards.
  • Enforce standards and metrics.
  • Monitor feedback to drive continuous improvement.

Update quality control processes. Ensuring consistency across multiple properties with many owners requires updating existing processes and establishing new ones to replicate best practices and maintain focus on the critical factors that affect the customer experience. Most operators do lots of things well. The key for others is to identify best-in-class performers, analyze what makes their approach successful, and leverage this expertise by documenting processes to provide step-by-step guidelines for others. We have worked with multiple hotel chains to create a “process blueprint” that provides detailed information on best-in-class practices by department, standardizes opportunities across properties to provide similar customer experiences, reduces gaps and loopholes, serves as training material, and creates a framework for continuous improvement..

Prioritize standards. Standards do have an important place, of course. The focus should be on applying and enforcing standards when they have an impact on service and customer experience rather than developing an exhaustive, all-encompassing system that is doomed by its own weight and complexity. Again, incentives and rewards, as well as an appropriate means of correcting transgressions, are essential. Priorities are important. Research shows, for example, that customers care more about the quality of the bedding than the size of the TV. The goal should be a simple set of standards that are easy to comply with. They should give franchisees the ability to improve the experience but prevent them from cutting corners or taking shortcuts that could harm the brand…

Enforce the standards and metrics. Finally, hotel companies need to hold owner-managers accountable to documented standards and metrics that reflect the brand promise and customer experience. They need to establish a clear set of evaluation criteria to assess performance and understand where changes are needed, as well as a well-understood—and enforced—set of rewards and consequences for performance. Time limits should be set for implementing improvements or corrections. Carrots almost always work better than sticks, but both are necessary in most franchiser-franchisee relationships…

The global lodging industry is expected to approach $500 billion in revenues by 2015…Competition in established markets is intensifying, and #CustomerExpectations, are rising as companies seek to gain share and increase RevPAR (revenue per available room) through more amenities and better service…The devil, however, is in the delivery…Those companies that can work most effectively with their owner-manager partners to provide a high-quality—and consistent—brand experience will win the battle for more customers and higher rates…!!

“Inside the Club” : The “Importance of Core-Competency” | by: Tyler Montgomery | Club Solutions

At Club Solutions, we’ve been reading the book titled “ Traction : Get a Grip on Your Business ”….!!

In the first four-chapters. it examines #CoreValues, #OperatingSystems and How you EvaluatePeople…What chapter FOUR, teaches is that not everyone is suited for every role in your club….!!

This brings me back to an article I read not too long ago that suggested that Everyone in the Club “should be able to sell” — from Front-desk Attendants to Group X directors..

I believe the Actual point of the article was to say that “everyone should Sell the Club in their Attitude & Position”, but it took more of a literal sales tone…Traction is quick to explain that people have skills, companies have needs and certain roles must be filled….!!

Not everyone will be suited to be a CFO. For example, if I was to be promoted to the CFO of Club Solutions, there is no telling what might happen to the company…Not that I’m extremely horrible at math, but it’s not in my core-competency…!!

Additionally, “we don’t utilize our editorial team to create sales”…..They haven’t been trained to sell, and they don’t spend hours perfecting the ability. Nor do we ask our salespeople to write articles for the magazine — it’s not their Core-competency either…!!

For your company to grow and thrive, it’s vital that you have the right people in the proper seats….Don’t expect your Group X director to sell memberships…

He or she is ” Great at designing Group-X programs” that “make members want to stay and enjoy the club”…Don’t waste time teaching them to #Sell-Memberships and take away from their #CoreCompetency…!!

Additionally, with #FrontDeskStaff, they typically possess an entry-level role in the company…However, that doesn’t mean that they don’t have desires or skill-sets…. At the Front-desk they should present the club with the best Foot-forward… But, they shouldn’t be asked to literally sell the club…!!

If you want front-desk staff to grow and excel at your facility, discover what they may want out of the job…Do they want to sell ? That’s a possibility….But, do they want to be a #PersonalTrainer ??  That is also a possibility…In addition, if they transition to the role of personal training, then you can help walk them through the Steps of selling Personal Training, but not typical memberships — that’s a role all in itself…!!

By designing certain roles & expectations from people in those roles, you will build a core group that can help the company succeed…

Remember, you need a Team to Grow — not just a bunch of people scrambling to do a lot of different jobs…!! 

“How Sports & Fitness, Health-Club operators” can “Maximize” their “Equipment Investment” | Resourcebeat

“One of the biggest-expenses for a Sports / #Health-club / #FitnessFacility is “Equipment”...!! Maximizing the value of that investment is key to making sure it is money well spent—for the facility operators, for the members and for the facility’s overall image”….

With just a Few Simple-steps and a few minutes spent each day, #FacilityOwners & Operators can make sure that they are getting the most out of every piece of equipment in their Sports/Health-club/Fitness-center…!! When a New piece of equipment is installed in a fitness-facility, “it is bound to generate some excitement and buzz”

But do you take the time to properly introduce everyone to the new equipment ??

“Everyone” includes the members, club staff, personal trainers, maintenance team and anyone that walks through the club’s doors…Most manufacturers will send someone from their organization, either a sales representative, service technician or master trainer, to introduce club staff to the ins and outs of the product….They should be excited to show you all of the great features of the product. Some even offer product training videos on YouTube or their own website. Make sure to ask what resources are available to you…

Plus, the more in tune your staff is with the features of a product, the better they can engage members and get them excited about the new workout options. This offers personal trainers a chance to meet more members, and it shows your members that their well-being and fitness achievements matter to you…

Safety also is a consideration….To be inviting, equipment should not be too complex. But do you really want everyone hitting “quick start” on the innovative new product you just purchased ? Teach them how to use it properly and show them the vast options available to them…Members will get better workouts, try the different programs and see better results…

Daily Check-list :

You have a daily checklist of tasks to complete when you close for the night and open in the morning, right? Does that list include simple steps such as wiping down equipment, vacuuming underneath treadmills, testing Cardio-console buttons, or checking Strength-equipment cables & upholstery ? It should.

Just a few extra seconds spent at each piece of equipment might save you money in the long run with better maintenance, improved equipment function and limited liability because you will be ahead of any issues that might arise..

Regular Check-ups:

You take your car in for service. And I hope you schedule an annual physical for yourself…So why not do the same with your fitness equipment ?

Although all manufacturers require minimum maintenance to be done to qualify for their warranties, sometimes embarking on a comprehensive preventive maintenance program can seem daunting, especially if you have a large facility or multiple facilities to maintain..

If you are not sure where to start, check the equipment owner’s manual. And if you can’t find that, check the manufacturer’s website because most manuals are housed on their service pages. You can always check with your service technician, as most offer preventive maintenance programs so that operators can focus on the business side of their club. And, of course, you can check with the sales rep who sold you the equipment.

When daily, weekly, monthly and annual tasks are completed, you maintain the integrity of the club and the equipment. You limit club liability because you are ahead of issues. And the overall cost of ownership decreases because equipment repairs are done under warranty and parts are replaced before they do damage to the overall product.

Take a few extra minutes each day to inspect your equipment. It is well worth the time to protect your financial investment….

Repair vs. Replace :

Even if you are diligent about your preventive maintenance, even if your staff is keeping an eye on the equipment performance and you are up-to-date on your warranty work, all fitness equipment still has a finite lifetime. Although it varies by facility—depending on the amount of use, the condition of the equipment at the start and the overall quality of the equipment—group cycles last five to seven years, cardio equipment lasts seven to 10 years and strength equipment lasts 10 years or more…

But how do club operators know when they must stop with the preventive maintenance and repair and instead replace equipment ? It is a judgment call. Clearly, when it becomes a safety concern, it is time to replace. If you spend more time placing an out-of-order sign on equipment and more money fixing it than actually using it, it is time. If you have the money in your budget to replace it, then it is time…

A good preventive-maintenance program will provide the numbers that will tell you how much it costs to repair each piece of equipment, how often a piece needs attention and how often it takes to fix the product….!!

Keeping an eye on equipment means you can replace pieces as they need to be replaced, ensuring the club is current and members are happy. If you do a full replacement of all products at one time, keep your members in mind. Offer them an alternate club to work out in during the installation process or schedule new equipment to arrive after hours when it will not affect members…

In short, if it makes sense for your facility—for safety, member needs and your budget—replace your equipment. Then, follow the steps above to make sure that members and staff know how to get the most out of the investment…

A little knowledge will go a long way in making sure that “each equipment purchase” is “maximized to its fullest potential” for every Sports OR Health-club operator(s), providing them the best ROI…!!

“TWO-Pathways to Success”: takes both “Hindsight & Foresight to operate a Good, Profitable Club-chain / Business” | Club Solutions

” It’s so easy to get caught up in the day-to-day issues of  operating a club-chain / business”… Many Club-Owners and Managers that I speak with tell me the ” majority of their time” is “spent dealing with daily club / business issues and putting out fires “…

For example : the “Sauna” keeps breaking down, the “Paper-Towel Dispenser” is out of paper-towels, the club’s “staff opener” quit without notice, the “air-conditioning” is not working, members are “stealing” other members’ “spots” in their Group X class — the list goes on….!!

There are ” TWO Ways” you can Re-Focus to help get yourself out of this rut and start growing your business again, ” Hindsight & Foresight”…

Merriam-Webster.com defines hindsight as “the knowledge and understanding that you have about an event only after it has happened.” Foresight is “the ability to see what will or might happen in the future.” Hindsight is more reactive, while foresight is more proactive, and both are important.

An example, of hindsight might be when you look at your sales numbers at the end of the month and determine you didn’t hit your goal. There is no way you can influence what has already happened, but there is great value in determining what did happen and figuring out why it happened…??

Your Management – software (CMS) is your most important tool in looking at hindsight and foresight information. A few hindsight reports you should be able to get from your software are: cancelled members, usage statistics, product profit margins, sales analysis and top spenders. All of these reports give you great information on what’s happened in your club, what the trends are, if your revenue is up or down compared to last month or last year, and if there is a reason for the change. A good business operator learns from their mistakes and from their successes.

A good example, of Foresight would be staying proactive with your sales goals. You have a sales goal for the month and you worked backwards from the goal to find out how many tours, appointments, calls and leads you need to reach it. Halfway through the month you find that you’re behind pace with your number of leads. Foresight tells you that if things don’t change, you may not hit your goal. By using the contact manager in your software you can predict what may happen and make adjustments so it does not become reality..

Another example of Foresight could be running renewal and credit card expiration reports one to two months early, pulling a low usage report to identify members at risk of quitting, or a low series report to boost personal training sales proactively. Even most of the hindsight reports can be used proactively if used at different intervals during the month, and not just after the month has ended…

Being accessible to staff and members is important, but you also need to block off time when you can focus, be more productive and not experience interruptions…Studies show that when you are interrupted, it takes a few minutes to focus on the new issue, and it takes another few minutes to switch back to what you were originally working on. It takes foresight to see that wasting all this time becomes a problem.

It may detract from your productivity, so don’t let it happen…In order to make yourself available to the most members and staff possible, use your hourly usage report to gauge when the best time would be for you to schedule your uninterrupted block of time.

It takes both Hindsight & Foresight to operate a good, profitable business…Analyze past information for trends and insights. Learn from what has worked and what hasn’t…??

 Look to the ” future, be proactive and make the necessary adjustments” as your month unfolds to enjoy more success.

“UAE investors” seek “exposure in India real-estate” | by: Cleofe Maceda | Gulf News

” Property funds generate growing interest from affluent clients in a market with growth potential “…

Investors from the UAE are increasingly looking to put their money in India’s real estate in view of the country’s positive environment and long-term growth potential, a financial services company told Gulf News.

ASK Group, which earlier launched funds that are focused on residential real estate in India, has received encouraging response and is bullish to attract a large interest from investors, especially high networth clients, in the UAE.

The company focuses on institutional investments, such as fund of funds, sovereign funds, endowment funds and family offices, which are advisory firms that serve affluent households. It currently seeks to raise $200 million (Dh735 million) offshore fund to be able to invest in housing developments in India…

“Family offices currently are more proactive in participating in India growth story and we hope the process of institutional investors has begun. [We’ve] got encouraging response from family offices and could able to close more than 50 % of the fund from UAE currently,” said Managing Director and CEO of ASK Group.

Rohokale said both non-resident Indians and citizens in the UAE, including institutions and ultra high-net worth residents, are looking for diversification and are actively seeking India’s real estate as a “de-risking strategy”.

He said the introduction of Real Estate Investment Trusts (REITs) in India and regulations such as the Land Acquisition Bill and Real Estate Regulatory Bill, coupled with a stable currency and “ healthy macro-financial numbers”, have helped renewed investor confidence…!!

“ Of late, we have seen many [Indian] developers coming to Dubai, setting up their offices and doing road shows to which investors have reacted positively because of currency gains. The property prices in India have bottomed out and in the past, many investors have made money in Indian real estate and hence are more comfortable,” Rohokale added.

ASK Group is a diversified financial services company that has been operating in India for over 30 years. Its asset management business covers equity, private equity and real estate private equity. The company considers UAE as a “very strategic market”…

Investors from the UAE are not just focused on real estate funds. Private wealth is spread across a wide range of vehicles, including mutual funds, traditional savings and long-term investment plans, among others.

A new survey commissioned by Standard Life suggested that investment flows from the UAE are likely to increase, with two thirds of NRIs saying they are optimistic that India will be more investor-friendly after the general elections…

In its report on private equity (PE) investments in real estate, it said the healthy increase was due to increasing investments in leased office assets by both foreign and domestic funds, given the potential for stable yields and attractive capital values.

Residential assets also witnessed stable investments as developers are increasingly using private equity funds to raise capital. Despite stagnant sales, the high coupon rates offered by developers is attracting capital. Fund houses have tried to mitigate some of these risks by investing through structured mezzanine deals guaranteeing fixed returns.

Executive Managing Director South Asia, Cushman & Wakefield, in a statement said, “A number of funds have committed funds towards investment in Indian real estate. This is expected to translate into increasing transactions in the sector, especially in income-yielding assets. With expected growth in capital requirements, we see a number of fund houses raising additional capital to invest in the sector.”

He said, “Investments in real estate by domestic companies have witnessed a significant increase during the first quarter of the year. This was due to companies acquiring land and office assets required to execute growth strategies ahead of the anticipated recovery of the economy in the second half of the year.”

The office and residential segments recorded Rs1,435 crore and Rs1,065 crore investments respectively; contributing close to 51% and 38 % respectively to the total private equity investments in the real estate sector in India during the quarter.

One transaction in the retail segment in Bangalore was worth Rs300 crore. Investor interest in the commercial office sector has been steadily increasing, with investments doubling in Q1 2014 from the first quarter of 2013 (Rs700 crore).

Healthy valuation of commercial developments, stable yields and the potential for rising capital values has led to investors actively evaluating and investing in prime office assets across the top cities.

The total number of deals in the first quarter of 2014 was recorded at 18, one deal lower than the previous quarter, thus indicating an increase in average deal size by nearly 35 % to Rs.156 crore.

Bangalore topped with investments of Rs1,905 crore, an increase of 45 % compared to the previous quarter. The transaction volume in Mumbai was up 22 %  over the previous quarter at Rs470 crore. NCR and Pune registered investments of Rs345 crore and Rs80 crore respectively…