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Rajeev Samant: On a different high

Rajeev Samant
Sula Wines

He may be facing his first slowdown as an entrepreneur, but Rajeev’s no stranger to adversity. He’s the “crazy guy” who gave up an MNC career abroad to grow grapes and make wine in India in 1997, when the country didn’t quite drink this alcoholic beverage. Well, not only did he make good wines that compete globally, he carved a new destination in tourism by throwing open Sula’s vineyard and winery in Nashik to the public. Wine lovers can taste their wines and even eat in a vineyard restaurant!

Here is how he plans to tackle the downturn:

Launch new products: Wine is a discretionary purchase, but to us, that simply means that instead of buying a Rs 800-bottle of wine, people will buy a Rs 150-bottle. So we’re looking at our product offerings and beefing up those in the lower-priced segment. In December, we launched a Rs 150-a-bottle wine, named Samara. It really saved us. We sold 5,000 cases in the first month. After seeing the response, we realised that we need more products in this segment. So, we’re launching a port wine soon and another product after that just before FY 2009-10.

Cut all flab: We were in a growth mode for the past few years, so we were spending and hiring according to that. This downturn is a blessing in the sense that only now have we realised how much flab there is to cut. We’re taking another look at the bloated contract workforce that comes in during the harvest season. We’ve eliminated some 60 positions there – this, in an organisation where the total permanent workforce is only 250. We have also done away with our sales and distributors’ meet, a huge event for us.

Freeze hiring: We’re not hiring any more people, except perhaps in sales. We’re taking another look at our hiring plans for the coming year, and will mostly make do with people we already have.

Increase diversification efforts: We’ve already diversified into hospitality within the broad sphere of wine-making. We’ve recently opened Little Italy, our vineyard restaurant. Our hospitality revenues in December exceeded our targets, so we will concentrate more on that. With the highway to Nashik on its way to completion, this is the right time to prepare "There’s a new level of energy as a result of the looming crisis. Complacency has been replaced with a sense of urgency."
ourselves for the future. We’re also diversifying in terms of geography and sales channels. We’re going to Orissa and our wines will now be sold in CSD canteens.

Get the energy back: The good part is that there is a new level of energy as a result of the looming crisis. Complacency has been replaced with a sense of urgency. In the last three months, we have begun working more as a team again.

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