8.1 Cost Components & Investment Outlay
The model’s magic lies in its low capital intensity and high turnover velocity.
A full working unit—ready to vend juice from Day 1—costs around ₹70 000.
| Component | Approx Cost (₹) | Notes / Explanation |
| SNL Dual-variant Dispenser | 45 000 | Fully tested, warranty + IoT sensor enabled |
| Starter Pulp Inventory (30 kg) | 3 000 | Enough for 5 days; different fruit mixes |
| Cups & Consumables (Initial) | 2 000 | Paper cups, spoons, signage |
| Branding & Uniform Kit | 1 000 | Logo panel + apron + standee |
| Transport & Installation | 2 000 | City logistics + fitting |
| Digital Registration & Insurance | 2 000 | IoT activation + asset cover |
| Training + Working Capital | 15 000 | 10 days buffer for pulp replenishment |
| Advance | ≈ ₹70 000 | — |
Interpretation:
This is the smallest possible income-producing asset one can own legally, insured, and visible on an app.
A ₹70 000 outlay equals the price of a mid-range smartphone + scooter service — but here it pays back within months.
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8.2 Revenue Generation Model
| Parameter | Unit Economics | Interpretation |
| Avg Servings / day | 150 glasses (180 ml each) | Realistic street-side throughput 10 hrs/day |
| Retail Price / Glass | ₹14 avg (₹12 – ₹18 band) | Within India’s “comfort beverage” price zone |
| Gross Daily Revenue | ₹2 100 | 150 × ₹14 |
| Monthly Revenue (30 days) | ₹63 000 | Continuous operation |
| Cost of Goods (pulp + cups + power) | ₹30 000 (≈ 48 %) | Variable input costs |
| Gross Margin | ₹33 000 (52 %) | Split between operator & investor/company |
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8.3 Profit Sharing & Returns
A typical revenue distribution arrangement looks like this:
| Stakeholder | Share of Gross Margin | Approx Monthly Income | Comment |
| Operator (Vendor) | 45 % | ₹15 000 – ₹17 000 | Active income; livelihood focus |
| Investor (Asset Owner) | 25 % | ₹6 000 – ₹7 000 | Passive return; digitally tracked |
| Central Company | 30 % | ₹9 000 – ₹10 000 | Covers logistics + branding + support |
Interpretation:
The operator earns respectably above India’s urban-informal wage average (₹12 000).
The investor enjoys ~10 % monthly yield—6–8 × bank FD returns—without lending to relatives or speculative apps.
The company stays healthy enough to fund marketing and maintenance, ensuring system longevity.
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8.4 Payback & ROI Projection
| Metric | Value | Explanation |
| Break-even Period | 6 – 8 months | Achieved once cumulative net inflow ≈ ₹70 000 |
| Annual Return on Investment | 80 – 100 % | Conservative, excluding pulp price escalation |
| Net Cash Flow to Investor (Year 1) | ₹65 000 – ₹75 000 | After deducting maintenance fee |
| Operator Cumulative Earnings (Year 1) | ₹1.8 – ₹2 lakh | Assuming 270 working days |
| Company Net per Unit (Year 1) | ₹1.1 – ₹1.3 lakh | Margin supports expansion and tech stack |
Interpretation:
The engine pays for itself before its first anniversary — a rarity in F&B.
Because each dispenser’s life is > 4 years, Year 2 onward is pure profit with minimal maintenance (₹2 000/year).
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8.5 Cluster Economics Example – “Jaipur 50” Pilot
| Particulars | Value | Explanation |
| Dispensers Deployed | 50 | Mix of bus stops + canteens |
| Aggregate Revenue / Month | ₹31 – ₹33 lakh | 50 × ₹63 000 |
| Total Employment Created | 100 persons | 1 operator + 1 assistant per unit |
| Total Investor Payout / Month | ₹3 – ₹3.5 lakh | 10 % of pool revenue |
| Company Gross Surplus / Month | ₹4 – ₹5 lakh | Funds marketing & hub operations |
Interpretation:
One mid-city cluster equals a mini-factory without walls — ₹3 crore annual turnover, no land, no pollution, no idle machinery.
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8.6 Financing Pattern & Capital Sources
1. Investor Pool Model: Dispensers financed by individuals via digital contracts.
2. NBFC Tie-ups: Micro-lease finance for operators (EMI ₹2 500–₹3 000/month).
3. CSR / Impact Funds: For women vendors & green entrepreneurship.
4. Government Schemes: PMFME, PMEGP, Mudra loans for franchise partners.
5. Internal Accruals: Company retains portion of margin for fleet expansion.
Interpretation:
Capital requirement scales gracefully; each added dispenser brings its own micro-financier—no debt drag on the parent company.
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8.7 Sensitivity Analysis
| Scenario | Avg Sales (glasses/day) | Investor Return (₹/month) | Operator Income (₹/month) | Comment |
| Optimistic | 180 | 7 800 | 19 000 | Summer rush + events |
| Base Case | 150 | 6 000 | 15 000 | Average urban location |
| Low Case | 120 | 4 200 | 11 500 | Rainy season dip |
Interpretation:
Even the low case sustains positive cash flow — no loss scenario if operated continuously. Seasonality affects profits, not survival.
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8.8 Why Investors Prefer This to Conventional Options
| Option | Typical Return p.a. | Liquidity | Transparency | Social Value |
| Bank FD | 6 – 7 % | High | High | Low |
| Gold / Silver | 4 – 5 % | Moderate | None | None |
| Informal Loans | 12 – 20 % | Poor | Risky | Negative when default |
| Juice Dispenser Asset | 80 – 100 % | Moderate | App Tracked | High – Job Linked |
Interpretation:
It converts idle savings into active local production — safer than lending, nobler than hoarding.
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8.9 Long-Term Enterprise Viability
With 1 000 units:
• Retail turnover ≈ ₹60 crore/year.
• Direct livelihoods > 2 000.
• Gross value addition ~ ₹25 crore/year.
Scaling to 10 000 units over 5 years creates a ₹600 crore network with distributed ownership — no monopoly risk, pure co-prosperity.
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8.10 Interpretive Summary
Financially, this project flips the logic of modern business.
Instead of raising one big loan and hiring thousands, it invites thousands of micro-investors and vendors to co-own tiny profit engines.
Every dispenser is a “mini ATM of juice and joy” — earning, employing, and empowering simultaneously.
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