WELCOME

TO THE LAND OF

BACKWATERS
FESTIVALS
& HISTORY

INTRODUCTION
The story of Kerala is bound to its
culture, diversity, heritage, villages,
traditions and the people.
With naturally blessed resources,
attractions and climate, Kerala is
deemed as a tourist haven.

KNOW
KERALA

To bring about the best of Kerala

through a startup venture, KNOW
KERALA puts forward a customizable
package based campaign which will
showcase the best of Keralas rural
atmosphere in its most pristine form to
the tourists.
Thus, in simple words, we are a
premium rural tourism provider with an
edge for quality, culture and delivery of
experiences.

PRIMARY SERVICES
Most tourism providers focus on the
backwaters or the hill stations or
beaches.
Our
business
venture
capitalizes on the existence of villages
and their potential.
The business is a service-oriented
establishment
that
shall
provide
tourism packages in and around Vaikom
taluk in Kerala.
The major service will be customized
rural packages for the customers. These
packages
shall
include
their

Secondary Services
The secondary range of services include the facility for
the customers to participate in the local cottage industries,
training them to make local dishes, helping them to find
other attractions within the state/country, provision of
extended packages, ticketing andinteraction
pick up services,
with the natives,
promotion of eco-tourism along
with village tourism etc.
Above all, the company wishes
to generate more jobs for the
local people who can act as
guides,
drivers,
homestay
providers, cooks, translators etc.
We consider this as a mutually
beneficial scheme between the
society and the company.

Service Life Cycle

The life cycle shall show gradual
development in the first two years for brand
establishment, market orientation etc.
The third year shall show growth from the
established brand base and this will be seen
to be faster, both in terms of monetary
benefits and company development. Once
this growth starts, then more and more rural
areas will be identified and innovatively
designed programs shall be undertaken to
diversify the business.
The services rendered will have entered
into a more mature stage and constant
diversification and development shall keep
the service from saturation.

The Market

1. Market Size and Structure:

The market size will be a portion of the
Non-Keralites visiting Kerala. This portion
will depend entirely on the marketing
efforts of the company. The market
structure in tourism will be an oligopsonic
structure with many providers serving
lesser number of customers. But within the
selected niche and destination, the
structure can be seen as oligopolistic.
2. Target Markets:
The target markets will consist of NonKeralites customer base who are
interested extensively in the cultural
heritage and knowing the real essence of
the Kerala countryside.
3. Market Channels:
The market channel will be direct to
customer technique as we are direct
service providers. This direct service will

SWOT Analysis
STRENGTHS:
1. The company will have strong
industry tie-ups.
2.
Strong
and
experienced
workforce will be used.
3. State-of-the-art packages and
services.
WEAKNESSES:
1. Late mover in the tourism industry.
2. Already established companies may have put
forward entry barriers.
3. Lack of developed infrastructure in the state
and region.
4. Marketing needs to be done outside the region.

SWOT Analysis
OPPORTUNITIES:
1. Vaikom is a strategically located
tourist destination where the tourism
business is bound to reap success.
2. New providers of different services are
emerging
which
implies
more
opportunities and package possibilities
to tourism providers.

THREATS:
1.
Legal
Risks
for
establishment.
2.Competition can become
stronger
and
maybe
positioned
economically
which may reduce our

MARKET POSITIONING AND

FUTURE GROWTH PROSPECTS
1. MARKET POSITIONING:
The business shall position itself in the quality-providing sector,
and above the economy range of services. The service shall
render the best in class in services with a demanded premium.
Hence the image of the company shall be on a higher scale
than the average tourism providers.
2. FUTURE GROWTH PROSPECTS:
Growth of the business will refer to geographic expansion,
expansion in services and offerings. Within the second year of
running, the company shall look forward to anchor itself in the
current market and shortlist other prospective rural tourism
locations where we can capitalize upon the opportunities
available.

Competition and
Competitive Risk Analysis
EXISTING COMPETITION ARE OF THREE KINDS:
o 1. Hotel Chains/Home stays providing services: The competition from
such providers are of a higher concern because, they are already
established and will have support from the local community. This
endangers our position as a new entrant into the field.
o 2. Tourism Providers: These will act as direct competitors to us. By
designing and delivering similar services to ours, they will give a high
competition in marketing and establishing.
o 3. KTDC & Allies: The State owned KTDC has the deepest reach in the
tourism business. Although not extremely aggressive, their capital
investment and resources are of high importance. Moreover they own
several properties, monuments etc. managed by the state such as the
Bolghatty Palace at Cochin. Hence, they are parallel providers who are
not direct competitors to us, but by providing certain services, they can
be viewed as our competitors.

BUSINESS DEVELOPMENT
A. Strategy for identifying and marketing market segments:
The enterprise shall identify customers who are in need of a customizable,
need based, quality, entertaining and educational travel packages with an
assured level of satisfaction. The venture focuses primarily on a middle
upper class to higher level tourists who are willing to pay a premium for
quality service. The assurance is very well maintained and served as
promised.
B. Market Penetration and development strategy:
Tourism market develops through the increase in identified spots,
governmental norms and innovation in services. We would focus on
identification of destinations where we can do business. Since it is village
based tourism, locals of the identified areas will be associated with our
company. As the business markets itself within the village, a locally
established support can be gained.

This will avert competition to an extent as the first mover in the

destination being us. The other strategy is marketing the ethnic culture to
the outside world and exposure of the countryside to outsiders. These
unique services and other package-based services will help establish
ourselves in the market. Moreover, well establish tie-ups with hotels and

BUSINESS EXPANSION
a. Location Expansion
Our company has projected extending our services to destinations
other than Vaikom. Further number of villages/areas will be
researched upon and will be tapped after a feasibility study.
b. Services Expansion
The business shall increase the number of services it provides after
every financial quarter based on the current trends. The company
will take experience based previews and innovate new packages,
services and facilities accordingly priced, to its valued customers.
c. Increase in Capital Investment/Asset Buying
The inception stage of our business will work with most secondary
activities being outsourced to external parties based on contracts.
As time passes and the company establishes itself in the market,
validating its brand image, we shall look forward to buying up
assets such as home-stays and vehicles so as to become a self
sustained tourism provider in the region.

Marketing Strategy
Our core activity being marketing, a good percentage of our capital shall be
employed for the same. Marketing shall be four folded:
i. Internet marketing : Through Social networks, Through web pages and travel
sites such as tripadvisor.com.
ii. Travel Magazines: Established and branded magazines published monthly
will publish our name and brand in their pages.
iii. Word of mouth : The locals and taxi/auto drivers will be canvassed so as to
direct their customers to us. Satisfied customers recommendations are also a
way of marketing.
iv. Hotel tie-ups : The company shall establish tie-ups with leading hotel chains
and resorts (non-competitors) where a fee shall be given to them for marketing
us to their customers.

Business Promotion
Strategy
As discussed before, the business shall be promoted
extensively through the internet, travel magazines,
natives/local providers and with a strategic tie-up with hotel
chains.

During the inception, we shall provide packages with free

add-ons giving more benefit for the customers money. We
do not position ourselves by giving discounts, instead, we
wish to create a value added service image to the customer
base. Moreover, we work on the principle of A satisfied
customer is a silent advertisement. With extensive
marketing and assured support to all customers, our
promotion is expected to be highly effective.

Sales Strategy
Sales will be preceded, accompanied and succeeded by
our marketing efforts. The brand shall try to establish
itself in the market well in advance of the product
launch assuring customers from the very beginning.
Sales shall follow the philosophy of money for quality
and assurance. Each and every package delivery will be
made sure to address every tiny need of the customer
giving them ultimate satisfaction at every step.
The customer oriented business philosophy shall result
in the sales directed for a longer period of time.

Niche Area &

Revenue Model

Class and quality sets us apart from any other tourism brand
available in the market. Our packages are set in the most
innovative, time saving manner so that customers reap the best for
their money spent. A fully responsible management of tourists is
our benchmark. The companies that we outsource to are always in
check by our own professionals and hence make sure that the
tourists are assured of safety and comfort.

REVENUE MODEL:

The company will establish a price relationship with 50% advance

from its customers and 50% on arrival. The packages designed will
have at least 25% margin per package. The revenue generated
shall be used to meet the costs incurred first. The payment of dues
shall work on the basis of 30 days-60 days credit payment in the
case of credit. The revenue generation shall also happen in case of
alliances formed with hotels or home stays. A premium price will be
charged and the margin shall be divided in a ratio between the

Market Alliances
MARKET ALLIANCES &ASSOCIATIONS:
Our business extensively uses outsourcing for its operations.
Thus, we expect alliances to be formed between:
a. Transport providers/taxi agencies/pickup services etc.
b. Home stays for accommodation of tourists.
c. Authentic cuisine providers such as restaurants, toddy
based
restaurants etc.
d. Hotel Chains so as to assure customers for both parties.
e. Local support by employing after training the natives.
f. Cottage industries
g. Performing Arts clubs/associations/developing boards.

Competition/Substitute Strategy &

Quality Accreditations

Based on the analysis of the competition in the niche, the

strategies adopted for meeting the competitive barriers will
be different. Since we would have established long term
contract based relationships with hotels and other entities in
the industry, we will have an advantage of established
industry linkages. Every alliance will be contract based and
will include clauses defining the relationships.

QUALITY ACCREDITATIONS:

After establishing ourselves in the market and commencing

our operations, we wish to introduce a unique package service
termed as Know Kerala Campaign which will be an extensive
package based on experiencing the very best Kerala has to
offer. This will act as a flagship service of the business and will
be trademarked/registered after its introduction. Moreover,
after expanding ourselves into another region, we wish to look
into ISI accreditation for quality which will reinforce our brand

Risks in the Business

Entry barriers established by competition

Cost based competition
Operational Risk
Environmental Risk
Financial Risk
Legal Risk
Outsourcing Risk
Knowledge Based Risk

Human Resources
Board Of Directors (Equally Sharing 25% of Capital, Debt, Profit &
Loss)
Abhay Singh Parihar
Augustin Dsouza
Bidhu Mishra
Jeshin P
Advisory Panel :
Legal Advisor: We will appoint an official legal advisor who can assist us
in the legal formation, general legal activities & guide us through the
routine legal proceedings & establishment.
Industry advisor & Mentor: Mr.Roopesh (Vaikom Tourism Promotion
Council). As an experienced professional in the tourism industry,
particularly in the Vaikom area our mentor will guide us through the
different phases of our organizations establishment & its business
process design.

BOARD OF DIRECTORS
CMO
Marketing Manager
Advertisment & Promotion Executives
Sales Executives
Customer Care Executives

CFO
Budgeting Officer
Acoounts Assiststant
Accounts Manager
Payroll
Treasurer
Purchasing executives

COO
Security & Safety Officer
Food & Safety Officer
Transport & Resources Manager
Programme & Services Managers(x3)

HR Director
HR Manager
Trainers,
Guides,
Drivers,
Other working Personnel

FINANCE
1. MEANS OF FINANCE:
The financing of the company shall primarily be based on
personal funds. The capital will be equally shared among
the four directors with 25% stake in the business for each of
the investors. There shall be a loan availed for the purchase
of a vehicle in the first year.
2. CAPITAL STRUCTURE:
The company shall function based on the owned funds.
Total Owned Funds: Rs.1200000
Percentage of share per investor: 25% ( Rs. 300000)
Percentage of profit/loss share: 25% per investor.
A company vehicle shall be acquired using a loan from a
nationalized bank.
Total borrowed funds: Rs. 500000
Total Interest for 5 years: Rs. 100000

BALANCE SHEET PROJECTION FOR 5

YEARS

Exit Plan
If in the future, there comes a scenario wherein the
company cannot sustain itself due to extreme competition,
lack of funds, lack of returns, employee turnover or threats
in the market, the following exit plan will be adopted:
Following initial retrenchment plans by cutting costs and
reducing the number of non-critical employees, the
company shall resort to either a merger agreement or be
acquired by another provider. The exit plan will be executed
only if the company is assured that by no feasible means
can the business be carried forward profitably.
The company will negotiate for the best mutual benefits in
the case of a merger. The established contract will put down
the essential requirements by the firm such as maintaining
its flagship campaign under the brand name etc.

THANK YOU