ITS A UNIQUE CHALLENGE ONE HAS TO LIVE UP TO AND I FAILED IT IN MY FIRST ATTEMPT.

IT TURNED OUT
TO BE A HUMBLING EXPERIENCE AND TAUGHT ME LESSONS THAT SHAPED MY LIFE FROM THERE
ON
-KISHORE BIYANI.
Presented by: Ekta Mohta.

FAMILY BACKGROUND
In the summer of 1935, Bansal Lal Biyani arrived in the city of Mumbai from Nimb
i, Rajasthan.
He started a business selling dhotis and saris.
As the
business started to pick up, he called his six sons to help him.
Later o
n , it was established as a family business.
In 1962 the family set up its s
econd business in synthetic furnishing.

THE RETAIL KING

Kishore was born as second son of Shri Laxmi Narayan Biyani on 9th August, 1961.
He was brought up in an extremely traditional family. He did his schooling from
Manav Mandir High School.

CHILDHOOD DAYS
Right from childhood he was rational and insisted on logical explanation to his
question.
Even while playing cricket he never gave up and he encouraged h
is team members to give their best, even if they were about to lose. And he did
everything to win it.
He strongly believed in himself. Anil Biyani says I sti
ll remember, while playing games as a kid he would say, you can be in Rams team I
will be in Ravans team.

JACK OF ALL TRADES

He joined H.R. college of Mumbai and did a commerce degree.
He learnt typin
g.
Did a course in import and export of garments.
Joined a progra
mme in running the silk manufacturers association.
Studied advertisements,
attended marketing seminars and did a course in marketing.

DANDIYA EVENT
First to introduce disco dandiya in South Mumbai. It tested his organizational s
kills and gave confidence in his own abilities and ideas. And a good experience
in managing crowd.

INITIAL DAYS
He refused to join the family business. He says my family, like many other entrep
reneurs, were preservers. I consider myself to be both creator and destroyer.
Entered into business by selling stone wash fabric to small shops and garment m
anufacturers.
Then tried his hand in multiple businesses, some failed, some w
ere moderately successful. But these contributed to his understanding of custome
rs and the foundation of the organization.

Launched a brand of fabric for mens trousers named WBB

In 1985, started his fi
rst retail shop selling ready made trousers, named Pantloon.
In 1986, they s
et up a small fancy-yarn plant at Tarapur, named Dhruv Synthetics. It had to be
shut down due to labour problems.
Meanwhile he handled the distribution o
f denims made by Arvind mills.

TURNING POINTS
Advent of denims and acceptance of ready made garments in India.
In 1987
, Manz Wear Pvt. Ltd was incorporated. This later changed to pantaloon fashion a
nd subsequently to pantaloon retail.
Launched their own jeans brand Bare Nece
ssities.
In1992, announced an Initial Public Offer (IPO)
In 1997
, they entered modern retail.
In 2001, first three big bazaar outlets were op
ened.

BUSINESS STRATEGIES
He had strong belief in Indias vast and diverse market
He registered his brand
with an American name John Miller with a tagline a shirt inspired by America.
He was first to introduce exchange offer.
Small store format- Goa and lar
ge store format Kolkata.
He learned the tricks of trade from internation
al business magnates and also from his own mistakes.

Manufacturing apparels either at their own factory or by business partners, this

helped in providing goods at lower prices.
He designed his outlets to suit
the needs of Indian customers. Customers were most important to him.
A numbe
r of people directly reported to him and he had control over the organization.

CHALLENGES FACED
Complaints from investors. Rolling out retail stores ate more money than it coul
d generate- at least, not immediately. The debt equity ratio shot upto 1.8 which
frightened new investors. Financial troubles.

INDIANISING FASHION
DESIGNING
KB was a firm believer in reaching out to the public. Its about touching maximum
number of people and making an emotional connection with them. Fashion according
to us belong in the streets. Everyone makes a statement in what he or she wears
and is evident in their day to day life,whether its bought from a large shop or
off the local bazar. And if fashion is for larger public, it has to be inspired
from the local context. Rather than following trends set outside our country, f
ashion needs to flow from within our indigenous culture, customs, and colors.

LEADERSHIP QUALITIES
A keen observer  Choosing right location  Choosing ideal people
Has his own vis
ion  Deliver everything, everywhere, to every customers in the most profitable ma
nner.  All under one proof
An innovative person  KBS wholesale market  Retail
media concept

KISHOREJIS KINGDOM
Pantaloons-40
Big bazaar-7
Food bazaar-90
Brand factory-6
Shoe factory-17
Electronics bazaar-90 Furniture bazzar-85 etc

SUCCESS STORY
2006 Ernst and young entrepreneur of the year award.
2006 Lakshmipat Singhan
ia IIM Lucknow young business leader award.
2006 CNBC first generation entr
epreneur of the year award.
Pantaloon retail awarded the international retai
ler 2007 by US based national retail Federation.
In the financial year 2
008-09 future group got 650 corer profit with highest margin in retail industry.

WHAT WE CAN LEARN FROM KB?

Simplicity in ideas
Speed is the essence of everything
Learning while
EXECUTION
Believe in customers
Core values of Indian-ness
Believe
in ourselves
Be an optimist
Building and nurturing relationship
Think in terms of the majority of people
Rewrite rules, retain values