The Tamarind Tree
INTENTION
Turning a business around in one revolution of the sun
THE CANVAS
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A loss-making treasure
An old family home turned boutique wedding venue, The Tamarind Tree was a tasteful and aesthetic diamond in the rough.
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An hour from the city
Tucked away and forgotten in the suburbs of a busy city, the location posed a challenge for those that were considering it.
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Staff that called it home
As a family owned and homegrown business, The Tamarind Tree employed three small families entirely dependant on the business.
THE CHALLENGE
Breakeven in three years
With an ambitious task of breaking even in three years, the first step involved assessing the current predicament of The Tamarind Tree.
STRENGTHS
A unique aesthetic that speaks to discerning audiences.
Reputed and beloved by patrons. Nostalgic to old Bangaloreans.
The neighborhood is slated to be the next startup hub of the growing city.
OPPORTUNITIES
Premium pricing during peak wedding season and auspicious days.
Integrated planning and food & beverage services.
Music and corporate events in the non-wedding months.
WEAKNESSES
Far from the heart of the city, unknown to those who live nearby.
Not enough rooms to house a traditional sized wedding party in India.
No website or digital presence at all. Phone goes unanswered.
THREATS
Five star hotels in the city that offer end to end services and world class hospitality.
Locality, residents, and authorities may oppose after hours music and noise.
Copycat venues that have tried to emulate the same experience nearby.
PHASE ONE
Starting with a conservative strategy
Fixing the rooms
Training the staff
Hiring a property manager
Brand & Identity Design
Building a website
Creating a pricing strategy aligned to the seasonality of the wedding market allowed us to command a premium on auspicious days, and offer fair pricing on off-season dates.
Refining the pricing strategy
Through word of mouth and by inviting writers from select local publications to dine-in at the quaint restaurant on site, we were able to further visibility through curated storytelling.
Elevated communication
By partnering with local musicians that embodied the fusion of classical Indian roots and global sounds, we hosted budget friendly gatherings of select, aligned potential customers.
Creating a new market
From the city’s largest wedding planners to the neighborhood supplier of flowers, we fostered a community of industry partners who could influence the choice of venue for customers.
Immersing into the industry
From being hands on with weddings that couldn’t afford a planner to empowering the staff with better living and education for their families, we were able to grow consistently.
Hands on management
MILESTONE ONE
Beating our year one revenue goal by double
At the end of the first year of operations, we had surpassed our expectations. At this juncture, we could either grow in a linear or hyperbolical manner depending on the next step. Phase two involved switching hats from reality to dreaming, and crafting a strategy to get there.
PHASE TWO
Growing on a curve
A meeting with the stakeholders involved in the business, the owner of the property, and the investor to facilitate the co-creation of the dream for the venue, its longevity, and the brand we were hoping to build lead me to a series of strategic outcomes. The wish list included:
Better quality of life for staff
Brand experiences
Meeting international customers
New revenue streams
Making myself redundant
Hiring a director of brand and hospitality
With the surplus funds, the first course of action was to hire a partner in sharing the vision and the workload to actualize the more aggressive revenue goals.
Empowering the staff with better pay, new living quarters, improved health benefits, savings and investment plans, and english language and management training made our people thrive.
A better life for our staff
From signature bath essentials, commissioned music, and integrated wedding invitation services to seamless payment and invoicing, we refined the experience to international standards.
Bettering the brand experience
Networking with national and international advertising and film studios, we opened the venue up to become a destination for storytelling. We also engaged corporates for day retreats.
Thinking outside the wedding box
Most non-residential Indians come home to India to get married. By raveling to global Indian community events and offering them end-to-end services at a premium we grew rapidly.
Creating awareness internationally
MILESTONE TWO
Paying back the investors ahead of time
At the end of the second year of operations, we had paid back our capital investment on The Tamarind Tree. My role switched from the operating business manager to an advisory board member, allowing me to play a hands-off role in the success of the brand.
HANDING OVER A SUSTAINED FUTURE
India’s best standalone wedding venue
In its seven years of operations since my leadership, the venue has become a destination for more than weddings. The pathway to a sustained future was paved then, and has borne fruition for both customers and employees alike.
Accomodation for 100 guests
Wedding planning services
Staff with upward mobility
Luxury pricing
Beloved by everyone