Clouds Kitchen Creator shared a honest account about their business trip to manage the cloud kitchens and managing 14,000 daily orders. The rise is a meteorite but rapid scale, investor pressure and the realities of dependence dependence have collapsed.
The Beginner, Social Media Captain Captain Captain Captain, shared their way on a grape captain captain with the username.
The humble start to a shameful movement
Six years ago, the founder Gurgianian's location began to sell outcomes from 180 sq. The movement was launched with 8 lakhs of savings, the business was $ 250 per month. The losses are inevitable, but customers were angry with fresh ingredients and perfect parts. Within six months, up to 200 dice ordered up to 200 dice and the economies of scale were collapsed.
By 2021, the movement of the plague has exploded. Demand for organizational stock orders and healthy food. 1.2 crores up to 1.2 mine. A round of $ 5 million funding vision to expand kitchenet kitchen 100 across India. In its peak, the company boasted 4,000 daily orders, daily income and 400 employees and 400 employees.
Hidden cost of scale
The dream began to expose because of a fast expansion. Raw materials, prices, top platform commissions and intense competition profits. Waste from 8% to 18%, trained costs rise, and increased to a marketing cost order ₹ 12-15. The dependence on platforms like algorim operations, sweege and somto, rises to 32% of the algorithm and commissions.
Investors demanded a growth of 32 years over the year, and the business pushed the business to burn 80 lakhs monthly. Today, the kitchen kitchen has been a loss of 30% and considers 40% operating shutdown by an opener.
Meditating on the trip, the creator shared valuable insight:
- Priority to priority to sustainable units above the growth of all costs.
- Avoid relying on third-party platforms that control customer data and visibility.
- It is a business that builds a business that is like your life, not consume.
“Look back, I should have stopped at 8-10 kitchens,” it was elected. “We were profitable, managed and happy. The food was good and we knew the names of our customers.”
A vine, grapes, react to the users who give the wine weeds, aids, advice, and appreciation. Construction of a direct ordering app to reduce stage fees. Another thing, “sometimes the best way to build a big thing is to stay smaller to survive.”