Rajiv had to overcome three major obstacles along the Fresh World journey:

 Improving logistics, finding the correct operators, and stabilising cart design.
 The effectiveness of the distribution and the company's bottom line were directly influenced
by these difficulties.
 From beginning, Rajiv had to design and construct battery-powered carts, which was a
challenging and time-consuming task. Additionally, he needed to hire dependable people to
operate the carts and train them on how to sell vegetables and repair the carts.

Rajiv also had to effectively store and replenish the carts with fresh goods, plan the best routes for
the carts, and improve the operations of the company. These obstacles were difficult to overcome,
but Rajiv was able to launch Fresh World successfully do so with perseverance and diligence.

The founder of Fresh World, Rajiv, had difficulties creating battery-operated pushcarts for his
company. There were no models on the market that fulfilled his requirements, but he wanted the
carts to feature an open display so that people could see and touch the vegetables. He made the
choice to use battery-operated carts because of their affordability and environmental friendliness.
His idea called for a battery-operated chassis and an aluminium body with produce-display racks. He
obtained the chassis from a Coimbatore-based business and engaged a design studio to make the
body. The designer company developed the first version of the body, which was built of cast iron and
had a smaller range than the original, over the course of three months and several variations.

In order to make a second version in aluminium at a higher price while simultaneously extending the
cart's range and daily earnings, Rajiv engaged a bodybuilding business. Fresh World, however, was
still having problems with the carts, such as maintenance concerns and issues with suppliers
delivering faulty carts. Eventually, by the middle of 2017, a fourth vendor had been added, stabilising
the design.

 Battery-powered carts were introduced by Fresh World in India in 2014, however the
company ran into problems with local government rules and pushcart vendors who wouldn't
give up their independence to work in a salaried, semi-autonomous capacity. The company
tried to hire and train pushcart operators from rural areas, but it encountered significant
attrition rates since the potential employees believed that running a pushcart wouldn't offer
as much status, education, money, or room for career advancement as some of the other
professions available. The corporation raised the number of operators per cart to decrease
customer unhappiness and stabilise routes, which increased costs but eventually enhanced
the service by lowering attrition and guaranteeing that carts were always staffed and routes
were not disturbed In addition, Fresh World established a policy that required employees to
provide them their original mark certificates when they were hired, which also assisted in
lowering the attrition rate.
 Fresh World is a company that delivers fresh fruits and vegetables to customers using electric
pushcarts. Rao, the company's founder, first devised a decentralised model in which the
pushcarts would be parked overnight at various "pit stops" such as playschools, businesses,
and homes. However, due to issues such as carts not being charged and vegetables not being
properly stocked, this model proved difficult to manage and scale. Fresh World implemented
a "hub and spoke" model to improve efficiency and reduce shrinkage, with four hubs serving
as parking spaces for multiple carts. Two supervisors were assigned to each hub to handle
cart stocking, charging, and tracking. This model resulted in improvements such as reduced
shrinkage and variance, as well as simplified vegetable replenishment. However, the hubs
were not protected spaces, and rising rainwater levels damaged the motors of six carts in
 2017, necessitating additional costs to relocate the hub. Fresh World learned a lot about cart
design, people, and logistics during this process.

2nb question

Fresh World appears to be looking for ways to improve their sales per cart based on the information
provided. One strategy they could employ is to develop an online application that allows customers
to place orders ahead of time or in real time, thereby increasing demand and scalability. They could
also use technology to collect and develop data on customer purchase patterns, allowing them to
better predict and meet customer needs. Another strategy they could consider is encouraging
customers to refer Fresh World to their friends, which would aid in the acquisition of new customers.
They could also consider increasing the size of their alternate cart format to expand their secondary
channel of operations. Finally, they could think about switching to lithium-ion batteries. This would
broaden the carts' range and increase daily revenue.

Fresh world can increase sales per cart by implementing an online ordering system for customers.
Customers can place orders ahead of time or in real time, and connect with the nearest cart to check
inventory status and place an order for delivery within 2 hours. Furthermore, this could be linked to
new customer acquisition, as customers can be encouraged to refer Fresh world to their friends and
all customers can place orders online. Another idea is to try out different cart formats, such as a
stationary cart parked in large apartments on the city's outskirts. Fresh world should also consider
using lithium-ion batteries for their carts, as these batteries can be recharged within 2 hours and can
increase daily revenues of the cart by 1.5X with no additional expenditure on capital or operating
expenses.

 Developing a loyalty programme: Fresh World can develop a loyalty programme that rewards
customers for returning purchases and referring others. Customers may be encouraged to
buy more frequently as a result of this recommend the company to your friends and family.
 Targeting specific customer segments: Fresh World can identify specific customer segments,
such as busy working professionals, and tailor marketing and product offerings to meet their
needs using data on customer purchase patterns.
 Personalized recommendations: Fresh World can create personalised recommendations for
each customer based on their purchase history and preferences. This increases the likelihood
of the customer making a purchase.
 Offering a wider range of products: To better serve its customers, Fresh World can expand its
product line to include more fruits and vegetables, as well as other items such as dairy
products and bakery items.
 Fresh World can collaborate with local businesses such as gyms, cafes, and restaurants to
provide customers with healthy meal options.
 Implementing an online ordering system: By connecting with the nearest cart, Fresh World
can allow customers to place orders online, either in advance or in real time.
 Fresh World can use social media marketing platforms such as Instagram and Facebook to
showcase their products and generate buzz about their brand. Running promotions and
discounts-To attract customers and increase sales, Fresh World may run promotions and
discounts on specific products or during specific periods.

These strategies can assist Fresh World in increasing sales per cart by providing customers with a
more engaging and convenient shopping experience, reaching new audiences, and building customer
loyalty. It is critical to note that these strategies should be tested and evaluated to determine what
works best for Fresh World's specific situation, taking into account logistics challenges as well as the
company's goals and resources.