Abstract
Vinod Ramanlal Didwaniya, son of a marginal farmer, had the only worries of sustenance of his family members after he was a postgraduate in commerce from a local college. He started a small retail shop named Vinod Provisions in July 1993 in a rented space of 7 × 11 sq. ft area with a meagre working capital of ₹17,800 only. It was run by his family members including his father and wife with a daily turnover of ₹1,000 approximately (annual turnover of ₹0.30 million). Vinod reared a distinguishing character of sense of ownership and drew immense pleasure out of everything, every decision that he owned. This drove his small family business to rise to Vinod Super Shop in about 20 years’ time which is run today in 3,000 sq. ft area with a working capital investment of ₹7 million besides ₹15 million invested on creating owned infrastructure for this supermarket. Its annual turnover has grown from ₹0.30 million to ₹15 million (50 times growth), and it has 18 employees today. By heart a poet, Vinod feels within him every stakeholder of his business in whose interest he has been taking decisions involving management fundamentals and ethical issues. The present case study attempts to capture this unique entrepreneurial saga amidst highly competitive retail sector that leaves a number of lessons to learn.
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