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Chapter I Introduction To Industry
Introduction to Retail sector Retail sector growth in India Corporate Retail sector E-Retailing SWOT Analysis
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Conclusion
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CHAPTER-I
I NTRODUCTION T O I NDUSTRY
Introduction To Retail Sector Retail Sectors Growth In India Corporate Retail Sector E-Retailing Top Companies In Retail Sector
SWOT Analysis
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The size of retail industry in an economy depends on many factors and the level of consumer spending is the most important among these factors. The retail sector in India has grown by leaps and bounds in the last five years. The reason behind this growth has been the synergy of many propellants. However the growth is not always genuine as there are exaggerations as well. But these exaggerations also have benefits since they given a feel of growing competition all around. Secondly the present situation is just a depiction of nascent stage. The future of the trajectory may not be as steep as it is now or may be even slope downward. 'What will be the future size of the retail industry' is the mind boggling question. Another moot point that will gain importance in due time concerns the future of the unorganized retail market which constitute a significant proportion of the whole industry. The retail stores have proved to be a vantage point for the customers. This implies that the small farmers who used to sell their product in the sabji-mandis and on roadsides are going to lose a significant market share as they can't employ the two profit maximizers-economies of scale and economies of scope.
Country
10 10 8 6
Source: CII-AT Kearney Retail Study As can be clearly seen, retailing in India is superior to those of its contenders. Retail sector is a sunrise industry in India and the prospect for growth is simply huge. There are many factors that have stimulated the rise of the shopping centers and multiplex-malls in a jiffy. Some of them can be listed as follows: Rise in the purchasing power of Indians- the rise in the per capita income in the last few years has been magnificent. This has led to the generation of insatiable wants of the upper and middle class. The demand of new as well as second hand durables has risen throughout the country thus providing the incentive for taking up retailing.
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Country
22 10 3.8
The above table reinforces our view that India has done a great job in retailing. One noteworthy point here is that Japan in spite of being one of the most densely populated countries has fared poorly than India. But this euphoria loses its charm if we compare the percentage of organized retail in the total value generated by the retailing sector. According to international standards, a retail store is nominated as organized only when it features more than 10 employees. The above chart clearly portrays the miserable condition of India's organized retail A forecast of 40% annual growth in Page 8
Conclusion:
There are many hurdles in the path of smooth growth of the retail sector but a burgeoning and aware middle class and cultural and ethnic diversifications surely wait a revolution in the retail sector.
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Source: P.G.Chengappa, Lalith Achoth, Arpita Mukherjee, B.M.Ramachandra Reddy and P.C.Ravi, Evolution of Food Retail Chains: The Indian Context, 5-6th Nov. 2003, www.ficci.com from the above table it is quite evident that there is a rising trend in the total retail outlets in India. The non-food retail outlets contribute more to this rise. The trend in the retail sector as compared to other sectors may be represented in the following graph. We can see that as compared to the clothing and the food and beverages industry the retailk industry has witnessed a sharp rise especially from 2002. Before that it was following a slow and steady pace.
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Growth of FMCG
The report produced by HSBC shows that the FMCG retail sector is expected to grow by 60 % by 2010. Leaving aside the packaging sectors, the other sectors that have registered rapid growth are hair care, household care, confectionery, chocolates etc.
Scope of growth:
The scope of the Indian retail market is immense for this sector is poised for the highest growth in the next 5 years. The India retail industry contributes 10% of the countries GDP and its current growth rate is 8.5%. In the Indian retail market the scope for growth can be seen from the fact that it is expected to rise to US$ 608.9 billion in 2009 from US$ 394 billion in 2005. Page 13
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been lenient in granting permission commercial use of land whereas the local authorities in remote place have shown narrowmindedness. However according to economists, this roadblock can be overcome by franchising. The mega retail players can surely explore the opportunity of strategic partnership with domestic retailers. Let's now come to another debate that has generated much heat in the recent past but failed to ameliorate the situation. It is a well-known fact that agricultural growth rate is lagging at less than 4 percent (average annual growth rate for 2002-07 was 2.3 percent)and this rate must be increased to a stable 6 percent in order to attain the accolade of the fastest growing nation. According to the Ernst & Young report, the Food and Groceries comprises of 41 percent of private consumption expenditure and account for about 77 percent of total retail sales. So far so good, the pie diagram below shows the share of the sector in organized retailing. This diagram demonstrates that footwear has a whopping share in the organized retail market. But food and groceries, the leader in private consumption expenditure has a modest share of 1 percent in organized retailing. This is the channel that must be bettered. Organized retailing in the agricultural sector can do miracles in improving the revenue from it. Organized retailers face the Page 17
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While the government is continuing its plans to liberalise FDI in the retail sector in India, foreign companies like Wal-Mart are waiting on the threshold. They basically wish to enter into partnership with various multinational chains. FDI would bring about modern infrastructure that would help to boost the productivity of the organised retail sector in India. Malls have mushroomed in various locations. They are the centres of entertainment for the new generation. FDI is not allowed in the retail sector and this is the reason why many prominent global players like Dominos, Levis, Lee, Nike, Adidas, TGIF, Benetton, Swarovski, Sony, Sharp, Kodak etc are entering the retail market via licensee or franchisee. The opening up of the economy to FDI in the retail sector is also expected to generate employment. FDI can be a blessing instead of curse only if it produces backward linkages relating to production and manufacturing. It may also, in the process help to push up domestic production as well as exports. In the present scenario, 51% Foreign Direct Investment is permitted in India only through single brand retailing. The international retailers are entering the matket through licensees just as Wal-Mart has entered through the franchisee, Bharti Enterprises.
is a common knowledge that the Union government has to face a number of hurdles both from it's opponents as well as it's allies before it could announce the final verdict. There have been demands from all corners regarding framing of rules to safeguard interests of the so-called small traders. Simultaneously economists have the consensus that industrialization is imperative for the growth of the economy and foreign investment has to play an inevitable role in it. With Lok Sabha elections to come in 2009, the Union government too seems a bit confused regarding decision in who's favor can provide it a political edge. So in this study let us compare the views for and against liberalization as is held by Indian Bureaucrats.
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Retail operations:
How does Information Technology hel India has seen a retail boom in the last five years. This has helped the sector grow to a size of Rs. 8,10,000 crores. IT can and has to play a substantial role in this flourishing industry to keep up the vigour as well as to make it globally competitive. It can happen in many ways: Retailing in a large country like India is basically a multi-plant and multi-market activity. It is almost if not actually impossible to handle the diversified operations. Introduction of IT can make things easier and the node can be immensely useful in managing the complexities. Advanced planning and scheduling and inventory management are inevitable to any growing retail sector. Besides, merchandising and seasonality management systems can drastically change the fortune of retail sector in India. To improve penetration and enhance quality of services, data mining and top-class forecasting has no substitutes. Understanding consumer needs and collaborating with suppliers are essential parts of merchandising activities. A logical interpretation of data is fundamentally important to make decision, specially when one is looking forward to establish a new retail chain. These help in modifying revenues and cutting down costs, the two dimensions of an upward-moving profit curve. Data-cleansing and re-architecture also help in making effective decisions. It is fully justified that all the retail institutions as well as the manufacturer and all distribution centers be linked Online to ensure EDI of the server installed in the market with the EPOS (Electronic Point Of Sale). However the retailers should carefully choose the IT service provider as global researches have shown that global IT expenditure in the retail sector is growing at 13 percent whereas the revenues has grown at a mere rate of 2 percent. The maintenance costs are also quite high owing to the different technology platforms for fragmented point solutions. Page 25
the retail market of countries that still have untapped potential of expansion. India happens to be one of them. AT Kearney has constructed the Global Retail Development Index which has helped the western retailers to identify the countries in which investments could be made. Opportunities in India have attracted the western retailers like Wal-Mart, Euroset, Supervalu who have plans to enter as single branded retailers . In gauging whether to enter, the companies keep into account the timing factor, that is whether the consumers are ready to accept the products that are offered by them. It is highly possible that there are potentials in the market but the consumer preferences are skewed against the products that are offered. Certain parameters have been included in the construction of the Global Retail Development Index and given weightage which have been shown in the following figure. Table1: Parameters in the Construction of GRDI Parameters Country Risk Market Attractiveness Market Saturation Time Pressure Each of the parameters may be explained as under. Weightage 25% 25% 30% 20%
Country Risk:
Country risk arises from political risk, poor debt management, low credit ratings and access to bank finance. Country risk also have their origin from business risk arising from terrorism, corruption and violence.
Attractiveness of Market
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Market Saturation
To understand the market saturation level, importance is to be given to the share of modern retailing, number of international retailers, the sale of retail per urban inhabitant and the market share of the top retailers.
Time Factor
The time factor as measured by CAGR has a weightage of 20% in the construction of GRDI.
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E-RETAILING IN INDIA
E-retailing, most commonly known as eInternet and other media forms. There are maintain a relationship with the suppliers. Bottlenecks Faced By E-Retailing in India
tailing is nothing but shopping through the many things that are common between direct
retail stores and online retail stores. Both have the process of billing of the customers and have to
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Language Problem
Most internet retail shops use English as their mode of communication. English may not be comprehensible to the majority of the Indian population . To increase the customer base, content in the online retail shops should be provided in local language. Another reason why the concept of e- retailing or online retailing has not gained prominence in India is that the Indians prefer to touch the products physically before buying them. This facility is provided through the multi-brand outlets, not available online. Studies have revealed the preferences of the customers towards the traditional shopping methods. Hence the retailer online should first make it a point to spot the potential customers and accordingly plan out the product. If the customers are more open to online shopping, then nothing can be more beneficial. They save the time and effort to visit, departmental stores, shopping malls, etc. products can be delivered by a click of the mouse. Another problem is that the retail industry is standing on its point of inflexion and considering its infant stage, it would take time for the new concept of e-retailing to take off.
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TOP COMPANIES IN THE RETAIL SECTOR The India retail industry: who's who
The Indian retail sector has been a euphoria over the last five years. India topped the A.T. Kearney's Global Retail Development Index for two consecutive years and this has infatuated Indian as well as foreign retail players to go gaga on the merchandising track. According to geographical expansion, Delhi/NCR and Mumbai are the felicitated regions as the top companies have rated the spending potential of consumers in the vicinity of the national capital and the financial capital as excellent. Other metros such as Kolkata, Chennai, Hyderabad and Bangalore have caught the sight of investors but their fortunes are yet to be illuminated. Companies like The Future Group, Reliance, Bharti-Walmart, DLF etc. have shown the way for other to enter. The country is expecting a surge in the growth sprint and let's hope for the best.
Top Companies: An analysis Big Bazaar - Big Bazaar is a chain of department stores owned by the Pantaloon Group
(Future Group)and headed by Kishore Biyani and headquartered at Mumbai. It offers all types of household items such as home furnishing, utensils, fashion products etc. It has a grocery department and vegetable section known as the Food Bazaar and its online shopping site is known as FutureBazaar.com. The real estate fund management company promoted by the Future Group expects to develop more than 50 projects across India covering a combined area of more than 16 million sq. ft. On April 1 2007, Big Bazaar had to shut its outlets in Mumbai as the 120 retrenched employees called a strike with the support of Bhartiya Kamgar Sena (the trade Union wing of Shiv Sena). Later the management agreed to reinstate the sacked workers. Page 31
Bharti Retail - A wholly owned subsidiary of Bharti Enterprises. has announced two joint
ventures (JV)with the international retailing behemoth, Wal-Mart. The first JV ensures cash and carry business, in which 100 percent FDI is permitted and it can sell only to retailers and distributors. The second JV concerns the franchise arrangement. Sunil Mittal, Chairman of the Bharti Group assured that the ventures will use low prices every day and best practices for the satisfaction of the customer. Processed foods and vegetables will be delivered by Bharti Field Fresh, Bharti's JV with Rothschild. Bharti Retail aims to foray every city with a population exceeding 1 million. It has plans to come up with an investment of more than $2 billion in convenience stores, supermarkets and hypermarkets spread over an aggregate 10 million sq. ft. The expansion drive looks ambitious but analysts are worried that Bharti may face stiff competition from Pantaloon and Reliance as they too have sanguine plans to flood the markets with thousands of retail outlets in the coming five years. Bharti Telecom also has plans to offer all its fixed and mobile telecom products and services from a single window to the SMB (Small and Medium Business) enterprises under the Bharti Infotel division.
Reliance Retail - Reliance claimed last year to start a retail chain that will be unique in size
and spread, will lead to the welfare of one and all ranging from Indian farmers, manufacturers and ultimately consumers. It is known as Reliance Retail Ltd.(RRL) and is a 100 percent subsidiary of Reliance industries Ltd.(RIL). Soon after the Bharti-Wal Mart tie up, there was the news that RIL (Reliance Industries Ltd.) Chairman Mukesh Ambani met Commerce Minister Kamal Nath to discuss the apprehension of cheap imports from China. Reliance Retail has plans to open 4,000 outlets across 1,500 towns for an investment of $5.6 billion. Reliance is not away from agro-business. According to Buddhadeb Bhattacharjee, Chief Minister of West Bengal, Reliance will hold demonstration farming, produce good quality seeds and give inputs to farmers. Its most significant participation has been in the food procurement business in Madhya Pradesh and Punjab. This has in fact compelled the government to import wheat this year. Page 32
DLF Shopping Malls - DLF Retail Developers Ltd. is one of the troikas of the DLF Group.
Besides being India's largest real estate developer, DLF is also of the leaders in innovating shopping malls in India. It caught public eye when it launched the 2,50,000 sq ft. shopping mall in Gurgaon. It has brought a dramatic change in the lifestyles and entertainment with its City Centres and DT Cinemas. DLF has plans to invest Rs. 2000-3000 crore in all the emerging areas from metros to A class cities in the next two years. Till last year the company was involved in building 18 malls out of which 10 were in the NCR region. Future plans of DLF involve opening up of 100 malls (speciality malls, big box retailing and integrated malls) across 60 cities in next 8-10 years. They are slowly transforming into 'lease' and 'revenue share' models. Local players like ITC, the A.V. Birla Group and Tatas have given the hints to enter organised retail. Frances Carrefour SA and Britains Tesco too were recently in news for their future plans to explore the Indian retail market.
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Strength
Demographic favor Rising disposable income Increase in number of people in earner category. Urbanization Shopping convenience Low labor cost of skilled ones. Changing consumer habits and lifestyles. Plastic card revolution.
Greater availability of quality retail space.
Weakness
Policy related issues lack of industry status for retail. numerous licence,permits and registration requirement. -farmer and retailer unfriendly APMC act. -lack of detailed region specific customer data. -less data on spending pattern. lack of trained personnel at all level. stringent employment and industry laws. Page 34
Oppurtunity
Potential for investment. Locational advantage. Sectors with high growth potential. Fastest growing formats. Rural retail. Wholesale trading. Falling real estate cost E-retailing Retail franchising
Threat
Political issues. Social issues. Inflation. Nostalgia Lack of differentiation among the malls that are coming. Page 35
CHAPTER-II
C OMPANY P ROFILES
History of the Company Founders Profile Companys Profile Organisation Structure Product Profile Marketing Strategies Present Market Share Future Strategies Financial Information Achievements and Recognition
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FUTURE GROUP
uture Group (India) Limited, is Indias leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai (Bombay), the company operates over 12 million square feet of retail space, has over 1000 stores across 71 cities in India and employs
over 30,000 people. The companys leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and Central, a chain of seamless destination malls. Some of its other formats include Brand Factory, Blue Sky, ALL, Top 10 and Star and Sitara. The company also operates an online portal, www.futurebazaar.com. A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a largeformat home solutions store, Collection i, selling home furniture products and eZone focussed on catering to the consumer electronics segment. Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by the USbased National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007 at the World Retail Congress held in Barcelona. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space.
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Group Mission
We share the vision and belief that our customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments for classes and for masses. We shall infuse Indian brands with confidence and renewed ambition. We shall be efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful.
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Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the Group Chief Executive Officer of Future Group.
Gopikishan Biyani, is a commerce graduate and has more than twenty years of experience in the textile business.
Rakesh Biyani, is a commerce graduate and has been actively involved in category management; retail stores operations, IT and exports. He has been instrumental in the implementation of the various new retail formats.
V.K.Chopra is a fellow member of The Institute of Chartered Accountants of India (ICAI) by profession and is a Certified Associate of Indian Institute of Bankers (CAIIB). His banking career spans over 31 years and he has served senior management positions in Central Bank of India, Oriental Bank of Commerce, SIDBI, Corporation Bank and SEBI.
Shri Shailesh Haribhakti, is a Chartered Accountant, Cost Accountant, and a Certified Internal Auditor. He is the Deputy Managing Partner of Haribhakti & Co., Chartered Accountants and past president of Indian merchant Chambers. He is on the Board of several Public Limited Companies, including Indian Petrochemicals Corporation Ltd., Ambuja Cement Eastern Ltd. Page 42
S. Doreswamy, is a former Chairman and Managing Director of Central Bank of India and serves on the board of DSP Merrill Lynch Trustee Co and Ceat Limited among others.
D. O. Koshy, holds a doctorate from IIT, Delhi and is the Director of National Institute of Design (NID), Ahmedabad. He has over 24 years of rich experience in the textiles and garment industry and was instrumental in the setting up of NIFT centres in Delhi, Chennai and Bangalore. He is a renowned consultant specializing in international marketing and apparel retail management.
Bala Deshpande, is Independent Director, Pantaloon Retail (India) Ltd. and also serves on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India and Indus League Clothing Ltd, among others.
Home Solutions Retail (India) Limited Future Brands Limited Future Media (India) Limited Future Logistic Solutions Limited Future Axiom Telecom Limited Pantaloon Food Product (India) Limited Future Knowledge Services Limited Future Capital Holdings Limited Page 43
Future Generali India Insurance Company Limited Future bazaar India Limited Staples Future Office Products Private Limited
Big Bazaar is not just another hypermarket. It caters to every need of your family. Where Big Bazaar scores over other stores is its value for money proposition for the Indian customers. At Big Bazaar, you will definitely get the best products at the best prices - thats what we guarantee. With the ever increasing array of private labels, it has opened the doors into the world of fashion and general merchandise including home furnishings, utensils, crockery, cutlery, sports goods and much more at prices that will surprise you. And this is just the beginning. Big Bazaar plans to add much more to complete your shopping expereince.
MARKETING 4 Ps
Product:
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Pricing:
Value Pricing (EDLP) Promotional Pricing Low Interest Pricing Page 45
Bundling
BUNDLING
TIME PRICING
PSYCHOLOGICAL
PRICING
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Place:
Place means the location of the business. Big Bazaar has always worked on low-cost locations. It targets semi-urban population with its placement. Its strategy is to find a cheap location and it never goes for hot spots in the city. The talk with the manager revealed that the Teghoria store was opened when it was scarcely populated. Even in Gurgaon, Big Bazaar chose Sahara Mall instead of Metropolitan or City Centre, which are more popular than Sahara Mall. It relied on promotional activities to make up for unattractive locations. The channel of place is company owned stores to have complete control. Another strategy used by Big Bazaar to overcome location disadvantage is use of internet. It has launched a merchandise retailing website www.futurebazaar.com which targets high-end customers ready to use credit cards. Therefore Big Bazaar has made headway into a potentially high-yielding sector of online trade. Internet as place has put them in a profitable position because there is minimal expense of maintaining a website. The promotion of this website is done through advertisement on Google. The website is put as sponsored link.
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PROMOTION
SAAL KE SABSE SASTE 3 DIN FUTURE CARD (Discount Upto 3%) SHAKTI CARD JUNK SWAP OFFER BRAND AMBASSADOR: M.S. DHONI ADVERTISMENT (Print Ads, T.V., Radio) POINT OF PURCHASE PROMOTION GIFT TO EVEY 100th CUSTOMER (Seasonal) 32 TELEVISION--Rs. 22990/- (EXCHANGE OFFER) PORTABLE METAL BED Rs. 3199/ BUY 21 TELEVISION FLAT Rs. 4999/- AND GET DISH TV SET TOP BOX FREE. BUY RED LABELTEA 950 GM Rs. 258/- AND 2 Kg SUGAR FREE. BUY 2 MENS JEAN FOR Rs. 599/- only.
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Jun ' 08 Income : Operating Income Expenses Material Consumed Manufacturing Expenses Personnel Expenses Selling Expenses Adminstrative Expenses Expenses Capitalised Cost Of Sales Operating Profit Other Recurring Income Adjusted PBDIT Financial Expenses Depreciation Other Write offs Adjusted PBT Tax Charges Adjusted PAT Non Recurring Items Other Non Cash adjustments Reported Net Profit Earnigs Before Appropriation Equity Dividend Preference Dividend Dividend Tax 5,295.88 3,556.21 100.66 275.78 372.54 527.28 0.00 4,832.47 463.41 30.93 494.34 201.45 83.39 0.00 209.50 69.68 139.82 -13.88 0.03 125.97 341.73 10.67 0.00 1.81
Jun ' 07 3,393.47 2,239.53 78.15 207.74 291.72 358.38 0.00 3,175.52 217.95 4.36 222.31 95.93 36.86 0.00 89.52 60.96 28.56 91.49 -0.06 119.99 236.58 7.54 0.00 1.28
Jun ' 06 1,960.86 1,268.15 58.96 112.72 170.07 198.69 0.00 1,808.58 152.28 3.93 156.21 43.22 20.82 0.00 92.18 27.67 64.52 -0.25 -0.11 64.16 130.66 6.72 0.00 0.94
Jun ' 05 1,084.11 716.49 37.48 50.75 90.71 104.20 0.00 999.63 84.48 3.31 87.78 26.08 13.33 0.12 48.24 14.54 33.71 4.79 0.05 38.55 76.63 5.50 0.00 0.77
Jun ' 04 655.00 445.67 19.19 27.61 52.09 57.30 0.00 601.86 53.14 1.44 54.58 20.03 8.79 0.13 25.63 4.56 21.07 -0.73 -0.56 19.78 54.03 2.87 0.00 0.38
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Balance Sheet
(Rs in crore)
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(PRIL- Most Admired Retailer of the Year) (Food Bazaar- Retailer of the Year(Food and Grocery) (Big Bazaar-Retailer of the Year-Value Retailing) (Central-Retail Launch of the Year)
Reid & Taylor and DLF Awards
(PRIL - Retailer of the year) 2005 Images Retail Awards 2005 (PRIL- Most Admired Retailer of the Year ) (Food Bazaar- Retailer of the Year(Food and Grocery) (Big Bazaar-Retailer of the Year(Value Retailing) (Central-Retail Launch of the Year)
Voted by Business Today magazine as one of the (Top 20 Companies in India to watch in 2005) (Indias most investor-friendly companies in the top 75) (Indias Biggest wealth creators in the top 100) Page 54
2006
Retail Asia Pacific Top 500 Awards
(Asia Pacific Best of the Best Retailers Pantaloon Retail (India) Ltd) (Best Retailer in India Pantaloon Retail (India) Ltd)
Asiamoney Awards
(Best Value Retail Store Big Bazaar) (Best Retail Destination Big Bazaar) (Best Food & Grocery Store Food Bazaar) (Retail Face of the Year Kishore Biyani)
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(Most Admired Retail Face of the Year: Kishore Biyani) (Most admired retailer of the year: Large format, multi product store: Big Bazaar) (Most admired retailer of the year: Food and Grocery: Food Bazaar) (Most admired retailer of the year: Home & office improvement: HomeTown) (Most admired Retail Company of the year: Pantaloon Retail (India) Ltd.)
National Retail Federation Awards
(International Retailer for the Year 2007 Pantaloon Retail (India) Ltd)
(Emerging Market Retailer of the Year 2007 Pantaloon Retail (India) Ltd)
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(Most Admired Retail Company of the year - Future Group) (Retail Face of the Year - Kishore Biyani) (Best Retailer Of The Year ( Hypermarket) - Big Bazaar)
The INDIASTAR Award 2008
(Most Admired Food & Grocery Retail Visionary of the Year: Kishore Biyani) (Most Admired Food & Grocery Retailer of the Year Supermarkets: Food Bazaar) (Most Admired Food & Grocery Retailer of the Year - Hypermarkets: Big Bazaar) (Most Admired Retailer of the Year - Dynamic Growth in Network Expansion across Food, Beverages & Grocery: Future Group) (Most Admired Food & Grocery Retailer of the Year - Consumer's Choice: Big Bazaar)
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(Retail Leadership Award: Kishore Biyani) (Retail Best Employer of the Year: Future Group) (Retailer of The Year: Home Products and Office Improvements: HomeTown) 2009 Images Fashion Forum 2009 (Most Admired Fashion Group Of The Year - Future Group) (Most Admired Private Label - Pantaloons, the lifestyle format) (Critics Choice For Pioneering Effort In Retail Concept Creation Central)
Coca-Cola Golden Spoon Awards 2009
(Most Admired Food & Grocery Retailer Of The Year) (Most Admired Food Court) (Most Admired Food Professional)
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Competitors The major players in the market are Wal Mart : Wal-Mart Stores, Inc. (branded as Walmart) is an American public corporation
that runs a chain of large, discount department stores. It is the world's largest public corporation by revenue, according to the 2008 Fortune Global 500. The company was founded by Sam Walton in 1962, incorporated on October 31, 1969, and listed on the New York Stock Exchange in 1972. Wal-Mart is the largest private employer and the largest grocery retailer in the United States. It also owns and operates the Sam's Club retail warehouses in North America. Walmart operates in Mexico as Walmex, in the United Kingdom as Asda, and in Japan as Seiyu. It has wholly owned operations in Argentina, Brazil, Canada, and Puerto Rico. Wal-Mart's investments outside North America have had mixed results: its operations in South America and China are highly successful,
Reliance Retail- Reliance claimed last year to start a retail chain that will be unique in size
and spread, will lead to the welfare of one and all ranging from Indian farmers, manufacturers and ultimately consumers. It is known as Reliance Retail Ltd.(RRL) and is a 100 percent subsidiary of Reliance industries Ltd.(RIL).
DLF Shopping Malls- DLF Retail Developers Ltd. is one of the troikas of the DLF Group.
Besides being India's largest real estate developer, DLF is also of the leaders in innovating shopping malls in India. It caught public eye when it launched the 2,50,000 sq ft. shopping mall in Gurgaon. It has brought a dramatic change in the lifestyles and entertainment with its City Centres and DT Cinemas. DLF has plans to invest Rs. 2000-3000 crore in all the emerging areas from metros to A class cities in the next two years.
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Marks & Spencer- Marks & Spencer (M&S) is a major British retailer, with over 885
stores in more than 40 territories around the world, over 600 domestic and 285 international.[1][2] It is the largest clothing retailer in the United Kingdom, as well as being a food retailer, and as of 2008, the 43rd largest retailer in the world.[3] Most of its domestic stores sell both clothing and food, and since the turn of the century it has started expanding into other ranges such as homewares, furniture and technology. In 1998 it became the first British retailer to make a pre-tax profit of over 1 billion,[4] though a few years later it plunged into a crisis which lasted for several years. It is listed on the London Stock Exchange and is a constituent of the FTSE 100 Index.
Shoppers Stop- Shoppers Stop is an Indian department stores promoted by the K Raheja
Corp Group (Chandru L Raheja Group), started in the year 1991 with its first store in Andheri, Mumbai [2] Shoppers Stop Ltd has been awarded "the Hall of Fame" and won "the Emerging Market Retailer of the Year Award", by World Retail Congress at Barcelona, on April 10, 2008.
[3]
Shoppers Stop is listed on the BSE. [4] With the launch of the Navi Mumbai departmental store,
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The above graph shows that the Big bazaar is still at its Growth stage, theres a lot of time for Big Bazaar go to the next stage that is Maturity and Decline stage.
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Customer oriented
1. Attracting and retaining customers 2. Uses non-traditional marketing strategy 3. Behavioral psychology 4. Moving demo-trolley 5. Used young population as strategic blessings 6. Movie centric promotions 7. Regular interesting offers/discounts 8. Spot discounts 9. Night shopping culture 10. Occasions based services 11. Babys day out promo 12. More organized floors
Employee oriented
1. Consider biggest assets 2. Employee welfare trust 3. Employee growth /training programs 4. PRERNA the employee suggestion plan 5. Standardization of staff room 6. Up gradation for education 7. Internal publications- Pragati Page 62
Future Strategies
Are in the process of constant evolution and firmly believe in creating the present, with the future in mind.Have only one vision-to capture the highest share of the consumers wallet. This is what has led us to believe that apart from our core strengths in fashion, food and general merchandise, we will operate through various formats in other lines of businesses; complete home solutions, leisure & entertainment, wellness, communications and financial products. They also have two AMCs. One that specializes in Property and the other is a Consumer India Fund. The property fund aims at sourcing high quality property at the lowest possible rates, while the consumer fund will look at providing our retail pipeline and expertise to national and regional brands, thereby enabling them with a wider coverage. 1. The Kishore Biyani-led Future Group is all set to foray into real estate business for building ready-to-move-in houses. The company has informed that it has signed 50:50 joint venture with Kolkata-based developer Sumit Dabriwal, to incorporate FH Residencies, for 'branded apartments' that would be available at an 'affordable' cost. The latest move was considered as a part of the company's strategy to achieve a turnover of Rs 13,000 crore by July 2011. Beside this, Future Ventures, is reportedly in the final stages of announcing its initial public offering (IPO) within the next 30 days. Earlier the company had deferred the IPO due to global slowdown and economical crisis. The company also plans to raise additional long term funds up to Rs 1,000 crore in one or more tranches through issuance of securities to various investors
2. For one, the Future Group's retail chain Big Bazaar is itself is planning to have 300
hypermarkets in the country by 2010-11 . The company may also increase its annual turnover to Rs 13,000 crore by 2010-11 , up from Page 63
3. Big Bazaar, the largest retail chain of Future Group, is eyeing a turnover of Rs 8,000 crore by the next financial year. The company hopes to achieve this mark by mutliplying the number of stores and implementing cost-cutting measures. Speaking on the sidelines of Images Fashion Forum in Mumbai, Kishore Biyani, CEO, Future Group, said, We want to introduce new value culture, manage operating costs better and boost profitability of Big Bazaar. Hence, we have hived off the business. However, to fund our expansion, we are not looking at listing Big Bazaar. Recently, Pantaloon Retail, the groups listed entity, decided to hive off four business divisions, including Big Bazaar and Food Bazaar, into separate companies. The company is now looking at openining a total of 300 Big Bazaar stores and has introduced the neighbourhood concept of retail, opening stores in residential areas. It will also introduce new business segments such as health and wellness in its stores. Biyani further stated that Big Bazaar would focus on kanjussi culture, a term he used to explain the companys focus on identifying areas to cut costs. The organisation has adopted a new philosophy garv se kaho hum kanjus hain, he said, explaining the idea. The concept focuses on cutting intermediate layers and passing the benefit to customers. Big Bazaar is estimated to end this financial year with a turnover of Rs 4,000 crore and expects to double it over the next year. The company was also looking to create more buying occasions, he said. For example, on Republic Day, Big Bazaar achieved a sales of Rs 240 crore compared with Rs 150 crore in the Page 64
company may also increase its annual turnover to Rs. 13,000 crore by 2010-11, up from Rs. 3,600 crore last fiscal on the back of its expansion. The company has also gone on record saying that it would have another 35 stores by the end of its fiscal in June 2009 to take the total number to 135. To achieve this they are targeting a turnover of Rs. 5,000 crore in the current fiscal year and have formulated plans for reaching a figure of Rs. 13,000 crore by 2010-11 fiscal. For the expansion, the company would be looking at both the metros and Tier I cities, besides Tier II cities & smaller cities. The marketing strategy seems to be perfectly on track as the Big Bazaar hypermarkets had a footfall of 11 crore last fiscal and the company is aiming for an increase in the numbers up to 14 crore this year. The average size of a Big Bazaar hypermarket is 30,000 sq ft to one lakh sq ft.
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History
Early years
The company was founded by Michael Marks, a Polish immigrant from Slonim, in 1884 as a single market stall in Leeds. After Thomas Spencer joined the company in 1894 it was known as 'Marks and Spencer'. The site of the first stall is marked with a green and gold commemorative clock in Leeds Kirkgate Market. One of the original Penny Bazaars - in the Grainger Market, Newcastle upon Tyne - remains open to this day, and is now the smallest M&S store in operation. Marks and Spencer, known colloquially as "Marks and Sparks", "Markses", or "M&S", made its reputation in the 20th century on a policy of only selling British-made goods. It entered into long term relationships with British manufacturers, and sold clothes and food under the "St Michael" brand (trademark registered in 1928), a name which honours its co-founder Michael Marks. It also accepted the return of unwanted items, giving a full cash refund if the receipt was shown, no matter how long ago the product was purchased. It adopted a 90-day returns policy in 2005 but on the 12th of April 2009 the refund policy changed once again to 35 days. This is still the most generous refund period on the British high street.
The company put its main emphasis on quality, but for most of its history, it also had a reputation for offering fair value for money. When this reputation began to waver, it encountered serious difficulties. Arguably, M&S has historically been an iconic retailer of 'British Quality Goods'. Its business model required suppliers to commit to long term contracts solely with M&S. This approach often led to over-reliance by manufacturers on the portion of trade they did with M&S. Accordingly, when the M&S fashion buyers changed suppliers on some aspects of the company's retail clothing offering, manufacturers were left dangerously exposed: many became insolvent. This has resulted in a change of climate, and no longer is a contract to supply M&S held up as the panacea it once was.
In 1988 the company acquired Brooks Brothers, an American clothing company and Kings Super Markets, a US food chain. They were subsequently sold off, in 2001 and 2006 respectively. All international stores are operated under franchise, with the exception of the stores in the Republic of Ireland and Hong Kong which remain in company ownership. The first M&S store in central Asia was built in Kabul, Afghanistan in the 1960s. The store was later shut down. M&S expanded into Canada in 1973, and at one point had 47 stores across Canada. Despite various efforts to improve its image, the chain was never able to move beyond its reputation there as a stodgy retailer, one that catered primarily to senior citizens and expatriate Britons. The stores in Canada were smaller than British outlets, and did not carry the same selection. In the late 1990s, further efforts were made to modernize the stores and expand the customer base, and
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1997 onwards
M&S's profits peaked in financial year 1997/1998. At the time it was seen as a continuing success story, but with hindsight it is considered that during Sir Richard Greenbury's tenure as head of the company, profit margins were pushed to untenable levels, and the loyalty of its customers was seriously eroded. The rising cost of using British suppliers was also a burden, as rival retailers increasingly imported their goods from low-cost countries, but M&S's belated switch to overseas suppliers undermined a core part of its appeal to the public. Another factor was the company's refusal until 2000 to accept any credit cards except its own store card. In addition, as an ageing and famously bureaucratic company, it was losing touch with potential younger customers, who were reluctant to shop with it. At the same time Greenbury, who had dominated the company, had his attention diverted by the Prime Minister's committee on directors' pay.
These factors combined to plunge M&S into a sudden slump, which took the company, its shareholders, who included hundreds of thousands of small investors, and nearly all retail analysts and business journalists, by surprise. The company's share price fell by more than two thirds, and its profits fell from more than a billion pounds in 1997 and 1998 to 145 million in the year ended 31 March 2001. Since the late 1990s M&S has experienced serious boardroom instability and has made a number of attempts to revive its business, with only partial success. By 1999, Online Shopping was brought in, and the company grew with new sales of fashion clothing. In 2001, with changes in its business focus such as accepting credit cards, the introduction of the "per una" clothing range Page 68
In 2004, M&S was in the throes of an attempted takeover by Arcadia Group & Bhs boss, Philip Green. On 12 July a recovery plan was announced which would involve selling off the financial services business to HSBC Bank plc, buying control of the per una range, closing the Gateshead Lifestore and stopping the expansion of its Simply Food line of stores. Philip Green withdrew his takeover bid after failing to get sufficient backing from shareholders. M&S was ranked 17 in The Times' "Top 100 Graduate Employers 2008". In February 2007, M&S announced the opening of the worlds largest M&S store outside the UK at Dubai Festival City. On 2 October 2008, M&S opened its first mainland China store in Shanghai. Problems with the supply chain for the first few months of opening led Stuart Rose, M&S chairman, to describe failures in basic shopkeeping.
In United Kingdom.
We have over 600 stores located throughout the UK, ranging from large out-of-town and flagship stores of over 100,000 sq ft, to Simply Food stores of around 7,000 sq ft. Our largest store is located at Marble Arch on London's Oxford Street and has around 170,000 sq ft of selling space
International
We have over 285 stores in 40 territories. Going forward we plan to expand our international business through both our franchised operations and partnerships in some of the worlds most dynamic emerging economies.
Details of M&S
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Board of members
Marks & Spencers Board
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Financial Information
Chairman
Appointed in May 2004. Stuart was appointed Executive Chairman in June 2008. He is a nonexecutive director of Land Securities plc and Chairman of Business in the Community. Stuart began his career in retail at Marks & Spencer in 1972, before going on to the Burton Group in 1989, becoming Chief Executive of the Multiples Division in 1994. He left the Group following the demerger in 1997. Stuart was Chief Executive of Argos plc in 1998 and later became Chief Executive of Booker plc. Before re-joining Marks & Spencer as Chief Executive in 2004 he was Chief Executive of Arcadia Group plc from 2000 until 2002. Stuart was knighted in 2008 for services to the retail industry and corporate social responsibility. Member of Nomination Committee Print page close
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Ian Dyson
Group Finance and Operations Director
Appointed in June 2005. Ian joined Marks & Spencer as Group Finance Director, becoming Group Finance and Operations Director in March 2008. Ian was formerly Finance Director of The Rank Group plc. Prior to this he was Group Financial Controller of Hilton Group plc. He Page 74
Kate Bostock
Executive Director, General Merchandise
Appointed in March 2008. Kate joined Marks & Spencer in October 2004. Previously, Kate was Product Director for Childrenswear at Next from 1994, before joining Asda in 2001 as Product Director for the George Global Brand. She was responsible for the launch of the standalone George concept and the launch of the George brand globally. Print page close
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Jeremy Darroch
Non-Executive Director
Appointed in February 2006. Jeremy is Chairman of the Audit Committee. He was appointed the Chief Executive of British Sky Broadcasting Plc in December 2007 having been the companys Chief Financial Officer since 2004. Jeremy was previously Group Finance Director and Retail Finance Director at Dixons Group plc. He spent 12 years at Procter & Gamble in a variety of roles, becoming European Finance Director for their Healthcare division. He qualified as a chartered accountant with Deloitte Haskins and Sells.
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Louise Patten
Non-Executive Director
Appointed in February 2006. Louise was appointed Chairman of the Remuneration Committee in January 2007. She is non-executive Chairman of Brixton plc, a non-executive director of Bradford & Bingley plc and a senior adviser to Bain & Co. Louise began her career at Citibank and remained in financial services until 1993 when she joined Bain & Co as a Partner. She was formerly a non-executive director of Hilton Group plc, GUS plc, Somerfield plc and Harveys Furnishings plc. Page 78
Graham Oakley
Group Secretary and Head of Corporate Governance
Appointed in August 1997. Graham is Secretary of the Audit, Remuneration and Nomination Committees. In 1985, he joined Marks & Spencers Legal Department. He was appointed Head of Legal in 1990, Company Secretary and Chief Legal Adviser in 1997 and Head of the Corporate Governance Group in June 2002. On 8 July 2009 he will retire and will be succeeded by Amanda Mellor, current Head of Investor Relations. Print page close
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Until 1999 M&S's financial year ended on 31 March. Since then, the company has changed to reporting for 52 or 53 week periods, ending on variable dates.
Year ended
Profit before tax ( M) 706.2 1,129.1 936.7 745.7 505.1 781.6 677.5
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Basic eps (p) 32.3 49.2 39.1 36.4 29.1 24.2 20.7
28 March, 2009 29 March, 2008 31 March, 2007 1 April, 2006 2 April, 2005 3 April, 2004 29 March,
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Britain's clothing and food retailer Marks & Spencer will set up of a joint venture firm with Mukesh Ambani-led Reliance Retail at an investment of 29 million pounds (around Rs 230 crore) to mark its foray into India. The British company will hold a 51 per cent stake in the JV, to be named Marks and Spencer Reliance India Pvt Ltd, while the remaining will be with Reliance Retail. "India is a very exciting opportunity for Marks & Spencer and a market where there is the potential for M&S to become a major retail brand. Reliance Retail is the ideal partner for us to Page 83
Plan A
On 15 January 2007, M&S launched an initiative, known as 'Plan A', to dramatically increase the environmental sustainability of the business within 5 years and expected to cost 200 million. The plan covers "100 commitments over 5 years to address the key social and environmental challenges facing M&S today and in the future" with the tag-line "Because there is no Plan B". The commitments span five themes: climate change, waste, sustainable raw materials, 'fair partnership' and health,with the aim that, by 2012, it will: Become carbon neutral Send no waste to landfill Extend sustainable sourcing Help improve the lives of people in their supply chain Help customers and employees live a healthier life-style
Despite an 18% fall in the share price in January 2008, following publication of their latest trading statement, the company confirmed that they would be continuing with the plan, saying that there were 'compelling commercial - as well as moral - reasons to do so'.
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Marketing
During the height of the company's troubles at the beginning of the 21st century, the St Michael brand used as the selling label for all M&S products was discontinued in favour of Marks & Spencer and a new logo in the Optima typeface was introduced and began to appear in place of St Michael on product packaging. The same logo was also rolled out across store fascias and carrier bags. The St Michael name was subsequently adopted as a 'quality guarantee' and appeared as the St Michael Quality Promise on the back of food products, on the side of delivery vehicles and on in-store ordering receipts. This has since been phased out, although the storeordering receipts given to customers still feature this 'seal of approval' on the bottom. When Steve Sharp joined as marketing director in 2004, after being hired by new Chief Executive Sir Stuart Rose, he introduced a new promotional brand under the Your M&S banner, with a corresponding logo. This has now become the company's main brand in its advertising, online presence and in-store merchandising. The clean fonts and modern colours of the new image are somewhat incongruous alongside the traditional M&S signage and associated fittings Page 86
A new store format designed by Urban Salon Architects, has won much praise and is in the process of being rolled out across all stores, with most stores being completed by the end of 2008. The full new look makeover is a reworking of store design, including the gutting of old stores, and installation of a brighter, more spacious, modern and contemporary design, replacing carpets and laminate floors with white tile throughout (black tile in Foods) thus opening the floor instead of having pathways, having new contemporary white mannequins in new designs and poses, new Page 87
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MARKET SHARE
High street retailer Marks & Spencer lost market share in the clothing sector during the period of January of 2008 and January of 2009, the Daily Telegraph newspaper reported, citing industry figures. Data seen by the newspaper from Fashion Trak, the market research company, showed that M&S lost 12 basis points of market share during the month, taking its share of the clothing market from 10.78 percent to 10.66 percent, according to a draft of the Telegraph's business front page. It said the chain's core womenswear ranges lost the highest amount of market share, dropping 21 basis points. Menswear fell by eight basis points and childrenswear by one basis point. Over the 24 weeks to March 1, M&S lost 49 basis points of share, according to the figures. The report said that M&S's fierce rival Next broadly held its share over February, as did department store Debenhams.
Market share information on the UK clothing retail market is summarised below: Market share information on the UK clothing retail market is summarized below: Position 1 2 3 4 5 Brand M&S Next Arcadia Debenhams Asda Sales( in ml) 2,743 1,708 1,609 1,076 963 Market Share 10.2% 6.3% 5.9% 4.6% 3.6% Number of Outlets 315 333 1,603 97 215
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Enrolment
Our enrolment very simple. All you join Your M&S Club is a bill of Rs. 2500. This programme is valid in India only.
process
process is need to
Reward system
Shopping could not have been more fun. For every purchase that you make at Marks & Spencer you earn special reward points. This holds true even for purchases made on discounted items. The reward points you earn reflect within a short span of 7 days and can be redeemed against further purchases at our stores. You can start redeeming your points once you have accumulated a minimum of 50 points, after which you can redeem them in denominations of Rs.50. Now doesnt that make for a simply rewarding shopping experience!
Benefits
Your M&S Club loyalty card is a ticket to a world of special privileges. Asour loyalty member you can look forward to:
Birthday/anniversary offers:
Your special days become even more special as our Club member. You can look forward to treating yourself with a special 10% discount on all Marks & Spencer merchandise on these days. This does not include the Sale merchandise.
Special Invitations:
As a part of the extended Marks & Spencer family you can look forward to some special invites.
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Customer support
Refund Policy
Our exchange and refund policy... We're happy to exchange or refund items returned to us in a saleable condition, with a receipt, within 60 days. If you don't have the receipt we'll offer you a credit voucher for the current or last selling price. Does not include the following items: 1. Products which have been worn or used. 2. Garments which have been altered. 3. Pillows or duvets, where the packaging has been opened. 4. Toiletries.
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2. Quality
We earned our reputation for quality by establishing strict criteria that we continue to follow today. In 1926 we adopted the revolutionary policy of buying directly from our manufacturers, which enabled us to get involved in the production process and more closely influence price, quality, and design.
3. Value
Dont Ask the Price its a Penny was our first value slogan, propped up on Michael Marks Penny Bazaar stall in the Kirkgate Market in Leeds. We have continued to offer value for every purse good, at the opening price point, through to better and best at the more luxurious end of our ranges.
4. Service
Our broad customer demographic gives us a unique position in the UK. We have never been complacent about this and strive to offer great customer service, so we can meet the nations Page 93
5. Innovation
From crease-free linen and machine washable silk, to selling the UKs first Iceberg lettuce in 1980 where M&S leads, others follow. In 1968 we began selling avocado pears. The name caused confusion though, with customers serving them as a dessert with custard. We quickly dropped the pear and issued instruction on how to prepare the avocados as part of a salad. Today we continue to innovate, with new ranges such as Cook Asian 1234.
6. Trust
At M&S we have always nurtured the belief that business conducted ethically and responsibly can deliver benefits. For example in 1975 Marcus Sieff, then Chairman, wrote to The Times detailing how we had reduced energy consumption by 500,000. Over the years customers have come to rely on us to do the right thing, a responsibility we do not take lightly. Plan A builds on this heritage and goes back to the belief that being responsible can also be profitable.
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Corporate Governance
The governance rules which apply to UK companies listed on the London Stock Exchange are found in the Combined Code on Corporate Governance (the Code) which was updated by the Financial Reporting Council in June 2008. Responsibility is a core part of governance for us in two respects. The Board must meet its accountabilities to wider stakeholders. Our employees must also play their part by acting responsibly at all times. The Board has a clear view of its accountabilities. As part of our active debates around succession and leadership development, we have established that our primary role as directors is to ensure that: our investors are rewarded with profitable returns; our customers experience Quality, Value, Service, Innovation and Trust every time they visit M&S; our employees are proud to work at M&S ; our suppliers are engaged in profitable partnerships; and our communities and the environment benefit from our sustainable business.
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Products
1. Womenswear
The Company markets its womenswear under the following brand names: Autograph Autograph Weekend Autograph lingerie Plus Collection Petite Collection Limited Collection (larger stores only) Limited Collection Maternity (larger stores only) Perfect - High end clothes Per una - designer fashion garments Per una petite (only available online) Portfolio (for 55 & over, headed by Marie Helvin) Classic Collection Bridal (only available online) Long & Tall (only available online) Footglove Floor 1 discount brands Ceriso underwear. Holiday - Beachwear.
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per una
per una is a range of female clothing sold at M&S stores, launched on September 28, 2001 as a joint venture between M&S and Next founder George Davies. The brand name means for one (woman) in Italian. All per una items include the three hearts logo, inspired by a postcard seen by Davies while on holiday in Italy. Per Una has been a major success for the company, and in October 2004, Marks & Spencer bought the brand in a 125 million, two-year service contract with George Davies.Mr Davies will stay on for at least two years to run the company, with 12 months notice required if he wishes to leave. 1.
Childrens wear
Sleep - Kids' night clothes. Bridal and Conformation. School - school uniform. Themed - Kids' character clothing and cartoon merchandise ware. Casual - Kids' casual clothes and shoes. Limited - Girls' designer clothes. Baby wear - Baby clothes, Blanket sleepers, baby's bibs and cot linen. Page 98
The Company markets its childrens wear under the following brand names:
1. Menswear
The Company markets its menswear under the following brand names: Blue Harbor - Britain's largest men's casual brand, includes the sub-brands Heritage and Luxury North Coast - Cool, easy and relaxed casuals. Autograph - Smart-casual clothing exclusively designed for M&S by designers such as Nigel Hall and Jeffery West. Includes accessories, footwear, underwear, and nightwear. Collezione - Formal, Italian inspired clothing. Stormwear - Water-repellent clothing, includes denim, shorts, chinos, coats, footwear and suits. Big & Tall - Larger sized clothing only available from marksandspencer.com. Ultimate - High end suites, trousers, shirts, ties and blazers. Tailoring - Formal Shirts, Ties, and Formal Accessories. The Sartorial Collection - Sartorial suits. Cool & Fresh - Keeps you cool and fresh by absorbing excess moisture on the skin. Climate Control - Keeps you cool in the summer and warm in the winter using technology from NASA.
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1. Footwear
Footglove-All shoes. Per Una- Women's' shoes. Fresh feet- Silver technology sports socks. Climate control- Men's' sports socks. Fresh and cool- Men's socks. Ceriso- Women's tights, suspender stockings, stockings, pantyhose and socks. Lambswool- Men's' high end wool socks. Junior- Kids' socks. Formal- Men's formal socks.
1. Homeware
Furniture - Sofas, Bedroom suites, Bathroom furniture, Dining suites. Kitchens - Crockery, Kitchen Electrical, Utensils, Pans. Bathrooms - Towels, Linen baskets, Accessories. Bedding and pillows. Soft Furnishings - Cushions, Throws, Curtains. Hard Furnishings - Vases, Candles, Ornaments, Lamp stands. Technology T04- T.V.s, Clocks, Radios.
1. Technology
In 2006 the Company launched a range of technology products. A total of 36 stores now offer this range. Additional services offered include television installation and technical help. The service has been very successful for the company and many customers have commented on the professionalism and helpfulness of members of staff.
2. Wine
In 2006 and 2007, M&S entered over 100 of its own wines into two wine competitions, The Decanter World Wine Awards and The International Wine Challenge. Both years, almost every Page 101
Stores
M&S have over 600 stores throughout the United Kingdom, with nearly 1.2 million square metres (12.5 million square feet) of selling space. This includes the flagship, and largest, store, Marble Arch, London, on Oxford Street, which has around 16,000 square metres (170,000 square feet) of sales floor. The second largest store is in Warrington, although the forthcoming M&S Megastore in Leeds will take over as the largest outside London. The third largest store is at the Sprucefield Centre in Lisburn, Northern Ireland. In 1999 M&S opened its store in Manchester's Exchange Square, which was rebuilt following the 1996 Manchester bombing when the store was destroyed. When it reopened it was the largest M&S store with 250,000 sq ft (23,000 m2) of retail space. Before Christmas 2006, a total of 22 M&S stores were open for 24-hour trading including the recently opened new retail park stores at Bolton Middlebrook and at the Abbey Centre, Newtownabbey, Northern Ireland.
International stores
There are currently stores located in the following countries: Bahrain, Bermuda, Bulgaria, China, Croatia, Cyprus, Czech Republic, Estonia, Gibraltar, Greece, Guernsey, Hong Kong, Hungary, India, Ireland, Indonesia, Jersey, Kuwait, Latvia, Libya, Lithuania, Malaysia, Malta, Montenegro, Oman, Philippines, Poland, Qatar, Romania, Russia, Saudi Arabia, Singapore, Serbia, Slovakia, Slovenia, South Korea, Switzerland, Thailand, Turkey, Ukraine and The United Arab Emirates.
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Shoppers Stop is an Indian department stores promoted by the K Raheja Corp Group (Chandru L Raheja Group), started in the year 1991 with its first store in
SAndheri, SMumbai
Shoppers Stop Ltd has been awarded "the Hall of Fame" and won "the Emerging Market Retailer of the Year Award", by
Location: Mumbai, Navi Mumbai, Delhi, Chennai, Bangalore, Hyderabad, Pune Opening date: 1991 Developer: K. Raheja Management B.S. Nagesh (Customer Care Associate & MD) Govind Shrikhande (Customer Care Associate, Executive Director & CEO) No. of stores and services :27 Parking :Valet Old logo.
STORE
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Products
Shoppers Stop retails products of domestic and international brands such as Louis Philippe, Pepe, Arrow, BIBA, Gini & Jony, Carbon, Corelle, Magppie, Nike, Reebok, LEGO, and Mattel. Shoppers Stop retails merchandise under its own labels, such as STOP, Kashish, LIFE and Vettorio Fratini, Elliza Donatein, Acropolis etc. The company also licensees for Austin Reed (London), an international brand, whos mens and womens outerwear are retailed in India exclusively through the chain.
Loyalty program
Shoppers Stops has a loyalty program called First Citizen. They also offer a co-branded credit card with Citibank for their members.
HomeStop
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Brio
Brio makes Shoppers Stop Ltd.'s foray into Food and Beverage which was a step towards franchised coffee bars. Brio the caf bistro is designed provides customers a place to relax, revive and reflect. It has a classic yet sophisticated ambiance. Brio has 20 outlets in select cities. Cafe Coffee Day (CCD), the retail division of Amalgamated Bean Coffee Trading (ABCTL), has signed an MoU with Shoppers Stop to run its BRIO outlets.
Desi Cafe
Desi Caf and their operations have been taken over by Cafe Coffee Day (CCD), the retail division of Amalgamated Bean Coffee Trading (ABCTL), has signed an MoU with Shoppers Stop to run its Desi Cafe outlets.
HyperCity
HyperCity provides customers a wide variety of range of products for shopping in a large and modern retail environment. It offers a contemporary range of products, sourced from both local and international markets. The product range covers: Foods and Grocery, Homeware, Home Entertainment, Hi-Tech, Appliances, Furniture, Sports, Toys & Fashion.
M.A.C.
M.A.C. and Shoppers Stop Ltd. entered into a non exclusive retail agreement with cosmetics major Estee Lauder to open up M.A.C. Cosmetics stores in India. M.A.C. Makeup-Art Cosmetics - the professional brand of choice, is the first brand under the Estee lauder Group of Companies portfolio to enter the Indian retail market. Currently there are 9 M.A.C. stores operating.
Arcelia
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MotherCare
Mother Care and Shoppers Stop come together to introduce products for infant and toddler care which stocks a variety of products for mother and babies, toddlers and children till eight years of age with the focus being on style, function and safety.
Nuance Group
Nuance Group with Shoppers Stop makes an entry into airport retailing. The alliance is marked with a joint venture with The Nuance Group AG of Switzerland, the worlds leading airport retailer. Shopper's Stop Ltd. is handling the retail operations at the duty free zones in international terminals. The joint venture company, called Nuance Group (India) Private Limited. is operating outlets at the International airports at Bengaluru and Hyderabad.
HyperCity-Argos
HyperCity-Argos and Shoppers Stop, the two retail ventures of K Raheja group had signed a memorandum of understanding with UKs leading retail chain Home Retail group to develop the Argos (retailer) retail format stores in India. Two years later, Shoppers Stop Ltd has informed Bombay Stock Exchange shall wind down and discontinue its catalogue retail operations under the Hypercity-Argos brand.
Timezone
Shoppers Stop forayed into the Entertainment sector by acquiring 45% stake in Timezone Entertainment Private Limited which is in the business of setting up and operating Family Entertainment Centers (FECs). It has 5 outlets in Ahmedabad, Hyderabad, Kolkata and Mumbai.
SHIPPING POLICY
We are committed to delivering your order accurately, in good condition, and always on Page 107
Shipping charges per unit Shipping Code Regular - (for most items upto Rs. 2000 per unit) High value - (for items above Rs. 2000 per unit) Oversized - (if indicated in product details page) Gift Vouchers Note: Shipping Charges(Rs. per item) 50 60 100 10
1. Service tax @ 10.3% shall be charged on the shipping charges above 2. We do not charge additionally for octroi where this is applicable 3. For deliveries across india , the maximum shipping charge per order shall be limited to Rs. 300
Vision:
To be a Global Retailer in India and Maintain No.1 position in the Indian Market in the Department Store Category. Page 109
Customer Profile
Shoppers Stops core customers represent a strong SEC A skew. They fall between the age group of 16 years to 35 years, the majority of them being families and young couples with a monthly household income above Rs. 20000 and an annual spend of Rs.15000. A large number of Non - Resident Indians visit the shop for ethnic clothes in the international environment they are accustomed to.
Range of merchandise
The stores offer a complete range of apparel and lifestyle accessories for the entire family. From apparel brands like Provogue, Color Plus, Arrow, Levis, Scullers, Zodiac to cosmetic brands like Lakme, Chambor, Le Teint Ricci etc., Shoppers Stop caters to every lifestyle need. Page 110
Their motto:
We are responsible for the goods we sell.
International Affiliations
Shoppers Stop is the only retailer from India to become a member of the prestigious Intercontinental Group of Departmental Stores (IGDS). The IGDS consists of 29 experienced retailers from all over the world, which include established stores like Selfridges (England), Karstadt (Germany), Shanghai No. 1 (China), Matahari (Indonesia), Takashimaya (Japan), C K Tang (Singapore), Manor (Switzerland) and Lamcy Plaza (Dubai). This membership is restricted to one member organization per country/region.
Acquisitions
The Organisation, in 2000, along with ICICI ventures also acquired the reputed bookstore, Crossword, which offers the widest range of books along with CD-ROM, music, stationery and toys. Services like Dial-a-book, Fax-a-book and Email-a-book enable customers to shop from their homes. Crossword currently has 18 Stores.
The IT Backbone
Realising the role of IT way back in 1991, Shoppers Stop was among the first few retailers to use scanners and barcodes and completely computerise its operations. Today it is one of the few stores in India to have retail ERP in place, which is now being integrated with Oracle Financials Page 111
Future Plans
Shoppers Stop aims to position itself as a global retailer. The company intends to bring the worlds best retail technology, retail practices and sales to India. Currently, they are adding 4 to 5 new stores every year
EXECUTIVE PROFILE*
Chandru L. Raheja is a Promoter of Shoppers Stop Limited. Mr. Raheja has extensive experience with the real estate, hospitality and retail industries across India. Mr. Raheja serves as Chairman of K Raheja Corp. of Inorbit Mall (India) Private Ltd
Financial Performance
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Particulars Retail Sales (Net of taxes) Other Operating Income Other Income Total Revenues
31 March, 2007 8463.05 145.03 132.55 8740 63 743.40 256.27 487.13 225.18 261.95 296.83 61.12 13.10 484.56
Profit before Depreciation & Tax Less: Depreciation Profit before Tax Less: Provision for Tax Profit after Tax Add/(Less): Balance brought forward from previous year Proposed Dividend (incl. Dividend Distribution Tax) Transfer to General Reserve Balance carried forward
Performance Review
Your Company has opened five department stores i.e one at Noida, one at Kolkata and three at New Delhi during the year, taking its chain of department stores to 27 stores spread across India. The revenue has touched Rs. 11,602 million (previous year Rs.8,741 million), registering a
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Dividend
Your directors are pleased to recommend a dividend of Rs.1.50 (previous year Rs.1.50) per equity share of Rs.10 each. The dividend, once approved by the members in the ensuing Annual General Meeting will be paid out of the profits of the Company for the year and will sum up to a total of Rs. 61.17 million, including dividend distribution tax, as compared to Rs. 61.12 million in the previous year.
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As you are aware, your Company had made its initial public offerings (IPO) through 100% book building process in the year 2005 and raised Rs. 1653.16 million by issuing 6,946,033 Equity Shares of Rs.10 at a price of Rs. 238 per share inter-alia with the Object of the Issue for setting of 11 new stores, renovating and expanding some of our existing stores. As there was considerable delay in delivery of certain store premises which were forming part of the Object of the Issue, the Company has modified the aforesaid Object of the Issue with the approval of members at the last Annual General Meeting. Further, the renovation of Andheri store as envisaged was also replaced with renovation of Malad store. Out of the Rs. 1,653.16 million so raised, Rs. 1,578.50 million were utilized towards the objects of the IPO. The unutilized balance have been utilized in temporarily reducing exposure to working capital borrowings.
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Share Capital
During the year under review, the paid up equity share capital of the Company has increased by Rs. 0.35 million on account of allotment of equity shares pursuant to exercise of stock options under various ESOP Schemes. The Company has filed draft Letter of Offer with Securities & Exchange Board of India (SEBI) for issue of equity shares and detachable warrants thereto for raising a sum upto Rs. 5000 million by way of Right Issue to its existing equity shareholders.
Credit Rating
Fitch Ratings India Private Limited has continued its rating of F1 + (ind) [F one plus ind] for short term debt/commercial paper programme which is now increased to Rs. 800 million, indicating highest credit quality with strongest capacity for timely payment of financial commitments. We have also got rated by CRISIL for short term and long term borrowings for a sum of Rs.500 million each. For short term, CRISIL has assigned us a rating of P1 + whereas for long term, a rating of A+ has been assigned.
Finance
Your Company continues with various initiatives for bringing down short term instruments so as to have an increase in cash flow, reducing interest cost and improving working capital management.
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Fixed Deposits
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Subsidiary Companies
As required under section 212 of the Companies Act, 1956, the Audited Balance Sheet and Profit & Loss Account along with respective Reports of the Board of Directors and Auditors thereon of the following subsidiary companies for the year ended March 31, 2008 are attached:
a) Crossword Bookstores Ltd. b) Upasna Trading Ltd. c) Shoppers Stop.Com (India) Ltd. d) Shoppers Stop Services (India) Ltd. e) Gateway Multichannel Retail (India) Ltd. In compliance with Clause 32 of the Listing Agreement, and Accounting Standard AS 21, prescribed by the Institute of Chartered Accountants of India, audited consolidated financial statements forms part of this Annual Report.
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Human Resources
As an organization we are committed towards achieving exponential growth in our quest to become the leader in the department store category, delivering higher levels of sensory experience touching the hearts and minds of our consumers, stakeholders and employees. In continuation of our belief that people are the primary source of sustainable competitive advantage, your Company has worked continuously towards ensuring that its people practices are in line with being an employer of choice. As on date of the Balance Sheet, the Company had a total of 3,754 Customer Care Associates.
Auditors Your Companys Statutory Auditors, Deloitte Haskins & Sells, Chartered Accountants, Mumbai, retire at the conclusion of the forthcoming Annual General Meeting. Deloitte Haskins & Sells have sought the re-appointment and have confirmed that their re-appointment, if made, shall be within the limits laid down under Section 224(1 B) of the Companies Act, 1956. The Audit Committee and the Board of Directors recommends the re-appointment of Deloitte Haskins & Sells, Chartered Accountants, as the Statutory Auditors of the Company.
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Corporate Governance
The Company has been pro-active in following the principles and practices of good Corporate Governance. The Company has taken adequate steps to ensure that the conditions of Corporate Governance as stipulated in clause 49 of the listing agreement with the Stock Exchanges are complied with. A separate section on Corporate Governance and Auditors Certificate is annexed here to and forms part of this Report.
Mumbai Business tycoon Nusli Wadia has moved the Bombay High Court against K Raheja Corps Chandru Raheja and his sons Ravi C Raheja and Neel C Raheja and nephews Rahul S Raheja and Ashish S Raheja for violating the agreement between him and the Rahejas on developing nearly 200 acres of land in Malad. The land is owned by late Eduljee Framroze Dinshaw and Wadia is the sole administrator. The agreement required the developer to sell or lease the land or any structure built by him on it only to genuine third parties. Wadia has alleged that CL Raheja group has fraudulently sold or leased it to their "own sister concerns and shell companies created for the purposes of purchase of these properties. Wadia has alleged fraud by Rahejas and demanded damages worth Rs 350 crore from them. Wadia has terminated the agreement with Ivory Properties and Hotels owned by Rahejas (dated January 2, 1995) with effect from February 1, 2008, and two powers of attorney on the same date executed by Wadia in favour of Ravi C Raheja and Neel C Raheja, Wadias advocates said in a public notice. Wadia has alleged that nearly ten properties have been illegally built by the Rahejas inlcuding Hypercity Mall, Inorbit Malls, Infinity Towers, Intelnet on the Malad land and asked the court to order Rahejas to demolish the structures on the land. He has also asked the court to stop all further renewals of shop leases and any further creation of third party rights. The next hearing is scheduled on February 16. Page 123
Images Retail Awards - Sep 2007 Most admired Retailer - Technology Application - Shoppers Stop Most Admired Retailer - Leisure Category - CROSSWORD Most Admired Retailer - Retail design & Visual merchandising HYPERCITY
CMAI APEX Awards - Nov 2007 Received the following awards from the "Clothing Manufacturers Association of India"(CMAI) for the year 2006-07: - Retail Professional of the Year- Mr. B.S. Nagesh. - Advertising Campaign of the year - Shoppers Stop.
Star Retailer Awards - Dec 2007 "Department Store of the year" - Shoppers Stop "Value Retailer of the Year" - HyperCITY
Star Retailer Awards - Nov 2008 - "Department Store of the Year" - Shoppers Stop - "Debutant Retailer of the Year" ? GourmetCITY
WESTSIDE HISTORY
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ata Group (is a multinational conglomerate based in Mumbai, India. In terms of market capitalization and revenues, Tata Group is the largest private corporate group in India and has been recognized as one of the most respected companies in the world.
It has interests in steel, automobiles, information technology, communication, power, tea and hospitality. The Tata Group has operations in more than 85 countries across six continents and its companies export products and services to 80 nations. The Tata Group comprises 114 companies and subsidiaries in seven business sectors, 27 of which are publicly listed. 65.8% of the ownership of Tata Group is held in charitable trusts Companies which form a major part of the group include Tata Steel, Corus Steel, Tata Motors, Tata Consultancy Services, Tata Technologies, Tata Tea, Titan Industries, Tata Power, Tata Communications, Tata Teleservices, Tata Auto Comp Systems Limited and the Taj Hotels Trent is the retail arm of the Tata group. Started in 1998, Trent operates Westside, one of the many growing retail chains in India. In 1998 Tata sold of their 50% stake in the cosmetic products company Lakm to HLL for Rs 200 Crore (approx. 45 million US$), and created Trent from the money it made through the sale. All shareholders of Lakm were given different shares in Trent. Simone Tata, the chairperson of Lakm, went on to head Trent. The reason behind the sale was that Simone Tata saw a greater growth potential in retail, and believed that it would be much more difficult for an Indian company to release new cosmetic products in a market that had opened up to global companies which could invest more in research.At West side their aim is to regard customer as a most relevant retailer in the world. This story began circa 1998 when The Tatas acquired Littlewoods a London based retail chain. This acquisition was followed by the establishment of Trent Ltd (a Tata enterprise that presently operates Westside). Littlewoods was subsequently renamed Westside. In a rapidly evolving retail scenario, Westside has carved a niche for its brand of merchandise creating a loyal following. Currently, the company has 36 Westside stores measuring 15,00030,000 square feet each across 20 cities. With a variety of designs and styles, everything at Westside is exclusively designed and the merchandise ranges from stylized clothes, footwear and accessories for men, women and children to well-co-coordinated table linens, artifacts, home Page 125
FOUNDERS PROFILE
Simone Tata, currently the Chairperson of the Trent Limited, is an Indian businesswoman. French by birth and educated in Switzerland, she came to India in 1955, and joined Lakm as Managing Director in 1961, rising to become its Chairperson in 1982. The small subsidiary of Page 126
MISSION
At Westside the mission is to be regarded by their customers as the most relevant retailer in the country. In order to achieve this goal, they shall develop a comprehensive understanding of their needs, strive to win their confidence, and offer them best-in-class products and services at affordable prices. They shall always be in the forefront of fashion and services by anticipating and exceeding the expectations of their customers. Their leadership will be the product of their styling, quality and service consciousness.hey will continue to scale new heights of excellence through teamwork, in an atmosphere that encourages creativity and innovativeness. It is their policy to satisfy their customers with the range, quality and value of the products we offer. However, if they are dissatisfied with any item that they might have purchased they would take the necessary measures to assist them. They expect their customers to return unused merchandise along with its receipt within 30 days; they would exchange the returned items or give the customers a complete refund. In the event that the customers do not have the receipt they would offer them an exchange or provide them a gift voucher to the current or last known selling price.
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PRODUCT PROFILE
Style, affordable prices, quality: these are the factors that have shaped Westsides success story in the retail fashion stores business. Launched in 1998 in Bangalore, the Westside chain has, ever since, been setting the standards for other fashion retailers to follow.Westside stands out from the competition for a variety of reasons. One is that a majority of the brands the chain stocks and sells are its own, unlike retailers who store multiple labels. About 90 per cent of Westsides offerings are home-grown, and they cater to different customer segments. The other 10 per cent includes toys, cosmetics and lingerie. Westside has recently expanded its range of merchandise by offering outfits from some of Indias best-known fashion designers, among them Wendell Rodericks, Anita Dongre, Krishna Mehta and Mona Pali. This is an interesting marketing shift, since it means moving away from the chains only-our-own-brands concept. Westside is a departmental store having several product line & according to ET 500 list out of top four retail companies Trent ranked 3rd as
ARRANGEMENT
1. Ground Floor Cosmetics Page 128
To irrigate the space better Westside have the entrance on the ground floor and exit on the first floor. In case of visual merchandising all the category of clothes of all sizes and varieties are displayed and hence the consumption of space for shelves is reduced. And it is convenient for customers to choose and for the attendants to support buying. Profitability of Westside Delhi is Page 129
It provides post purchase service including shipping & delivery, gift wrapping, adjustments & returns, alteration & tailoring It also provides ancillary services including general information, check cashing, parking, restaurants, repairs, interior decorating, credit etc.
The Westside stores wear a bright, festive look and, in keep with the mood of the season, hosting a festival bright. With the sole objective of rewarding its loyal customers for their patronage, Westside has lined up a bonanza of surprise gifts. Every shopper gets a scratch-and-win card which entitles them entry into a contest. Those making purchases above Rs 1,500 are also entitled to receive other pleasant surprises.
MARKETING MIX
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2. PRICE
Menswear: For men at work and at play, Westsides menswear range extends from
formal to casual to sporty. There is also a wide price range starting from value and extending into premium.
Womens wear: For women there are western casual, western formals & very classy
ethnic wear with a look unique to Westside. The range does not end with clothes but extends right into accessories with a great range of jewelry, scarves & other accessories. Also available are comfortable lingerie at affordable prices.
Kidswear has a huge range to select from. Catering to a wide age band starting from infants to early teens the garments sport a look that is hip, trendy and very international.
Footwear: The range encapsulates footwear for the entire family with a wide
variety of choice, great styles and colours to charm everyone. Cosmetic, Perfumes and Handbags: The Westside store has a separate section for cosmetics and perfumes in some stores. The handbags are tastefully crafted and range from casual to formal wear.
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translates into a Household section that caters to every taste. This section is one ofthe most contemporary with every item being exclusive & unique. The merchandise is well coordinated & allows customers to mix & match and to create their own look. The range extends from bed linen, towels, table linens to coordinated crockery, a cook shop, glassware and much more to set up an entire home. The range also includes high quality home accessories and dcor product.
Gifts : A wonderful gift section with the trendiest of collections that will leave one
spoilt for choice. This section matches every requirement and suits every occasion. Westsides gift section is vast and includes gifts ranging from photo frames, candle stands, candles, vases, ceramic mugs, lanterns, lamps and more. 1. PLACE The company has 36 Westside departmental stores up till now (measuring 15,000 30,000 square feet each) in Mumbai, Bangalore, Hyderabad, Jaipur, Chennai, Pune, Delhi, Noida, Gurgaon, Ghaziabad, Kolkata, Nagpur, Indore, Ahmedabad, Lucknow, Ludhiana, Surat, Mysore & Rajkot. The company hopes to expand rapidly with similar format stores that offer a fine balance between style and price retailing.
2. PROMOTION
Westside does its regular brand building through advertisement in the mediawith brand ambassador Yuvraj Singh and other young models. More importants its inhouse promotions which peak during main festive seasons, summer, diwali and Christmas. The promotion are mostly them based, with decorations to match, live bands and other attractions.
CUSTOMERS
MEN
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While guys tend to prioritize fashion to a lesser degree than girls, right-look and the dude image is still important to them. Boys tend to spend more money on electronic gadgets, food, sports goods and music.
WOMEN
Teen girls represent a lucrative opportunity for retailers. They are going to become the future buyers. Teen girls are more trend savvy. Its not just the clothes and accessories, but the whole look that the teen girls aspire to define. Post teen girls spend more on jewellery and household items and thus they contribute a lot more in terms of revenue.
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PROMOTIONS
1. CLUB WEST CARD PROGRAM An assured return-and-exchange policy reinforces customer confidence in the chain. Another winning Westside idea is Club West, a customer loyalty programme launched in May 2001. The 30,000- plus members of this club get rebates at restaurants and on holiday packages from the Taj Group of Hotels, home delivery of alterations, and best of all, special shopping hours on the first day of any discount sales event organized by the chain. Important benefits of club west card Most attractive rewards shopping Instant use of the card Easy to operate Extra convenience Validity at all stores Westside does its regular brand building through advertisements in the media with brand Page 134
THE THREE Cs
Corporate clothing is a major component of Westside merchandise. The emphasis here is on the three Cs: Comfort, Crispness and Coordination, and the goal is to provide the complete corporate look, where color, clothes and accessories are mixed and matched in a manner that creates harmony between the person and the clothes he or she wears. Westside employees are given regular training for better interaction.Some things may take Page 135
Self service- Self service is the corner stone of all discount operations. Many customers are willing to carry out their own locate compare select process to save money.
Self selection- Customer find own goods, although they can ask for assistance Limited Service- Westside also offers services like credit, merchandizing etc. Full Service- Sales people are ready to assist to any phase of the locate compare select process. Customers who like to be waited own prefer these types of stores.
Over the years Westside has also developed and successfully introduced a range of new brands especially suited to the Indian palate. These brands like 2F 4U have been a tremendous success amongst the new generation.What has also given Westside a competitive edge is that in addition to an extensive range of internationally renowned brands like Spykar, Lee and Fast Track they also offer the option of a less known brands for low budget customers.
All the three floors are carefully structured. Ist floor and IInd floor caters exclusively to Women and Men respectively. Thus giving them privacy and more freedom to look into their products.
Womens need more space and look for comfort. They are less likely to buy if the place is congested and makes them feel uncomfortable. At Westside sofas have been placed in the women section so as to make the females more comfortable.
Westside has been able to create a brand image and is consistently maintaining its brand identity by new additions in products and catering to the market need.
They are catering to different age groups under one roof. For ex. On the IInd floor which is mens section both formal and college wear is available. This way they are able to build a huge customer loyal base.
Westside caters to not only the clothing needs and desires of its customers. They have bed sheets, kitchenware, jewellery, perfumes, baby products, household items, etc. This way a customer who enters Westside just to buy one or two items usually ends up buying a lot more.
The in-store experience in Westside is very delightful. Their fully skilled and trained staff caters to the needs of the public in the right way. They dont pounce upon the customer as soon as he enters the store. They wait till the time a customer starts selecting and then Page 137
Price of brands available at Westside is not too high as compared to its competitors brands. This is due to their cost effective supply chain management. They directly pick up the goods from the manufacturer thus ensuring low price tag at their store.
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Expenses Material Consumed Manufacturing Expenses Personnel Expenses Selling Expenses Adminstrative Expenses Expenses Capitalised 256.59 23.43 39.47 77.20 106.27 0.00 272.50 21.09 36.96 72.27 93.03 0.00 240.41 15.92 28.80 64.49 69.30 0.00 177.80 12.37 20.60 47.71 52.74 0.00 117.04 9.68 14.86 32.34 40.55 0.00
Cost Of Sales
502.97
495.86
418.93
311.22
214.47
Operating Profit
8.76
18.30
33.07
35.22
19.83
25.97
23.61
14.31
9.42
6.47
Adjusted PBDIT
34.73
41.90
47.38
44.64
26.30
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Adjusted PBT
21.17
28.76
35.49
33.34
19.40
Tax Charges
3.07
4.74
9.41
9.91
5.31
25.21
32.58
31.58
24.38
19.06
50.78
47.58
45.87
39.65
34.27
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BALANCE SHEET
(Rs in Cr.)
Mar ' 09 SOURCES OF FUNDS Owner's Fund Equity Share Capital Share Application Money Preference Share Capital Reserves & Surplus Loan Funds 19.53 0.00 0.00 587.23
Mar ' 08
Mar ' 07
Mar ' 06
Mar ' 05
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USES OF FUNDS Fixed Assets Gross Block Less : Revaluation Reserve Less : Accumulated Depreciation Net Block Capital Work-in-progress 137.31 0.00 42.45 94.86 17.81 143.53 0.00 40.95 102.57 26.53 104.70 0.00 32.19 72.51 14.59 91.54 0.00 25.01 66.53 5.92 76.52 0.00 17.66 58.86 4.47
Investments
395.85
469.34
308.22
232.97
113.13
Net Current Assets Current Assets, Loans & Advances Less : Current Liabilities & Provisions Total Net Current Assets Miscellaneous expenses not written Total 414.60 150.80 263.80 0.00 772.32 216.62 143.63 73.00 0.00 671.44 172.70 109.85 62.85 0.00 458.17 142.80 112.89 29.91 0.00 335.33 107.47 66.95 40.52 0.41 217.39
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Jun ' 09
Mar ' 09
Dec ' 08
Sep ' 08
Jun ' 08
Sales Other Income Stock Adjustment Raw Material Power And Fuel Employee Expenses Excise Admin And Selling Expenses Research And Devlopment Expenses Expenses Capitalised Other Expeses Provisions Made Operating Profit Interest Gross Profit
122.30 6.62 (2.43) 0.22 0.00 8.98 0.00 11.01 0.00 0.00 100.67 0.00 3.83 0.51 9.95
120.89 6.23 0.11 0.56 0.00 7.51 0.00 9.49 0.00 0.00 101.08 0.00 2.14 0.32 8.05
126.19 7.32 (6.24) 0.29 0.00 10.43 0.00 12.15 0.00 0.00 105.69 0.00 3.88 0.33 10.87
133.49 7.73 (8.13) 0.64 0.00 9.69 0.00 13.18 0.00 0.00 118.82 0.00 (0.70) 0.33 6.70
133.43 11.33 (14.37) 0.62 0.00 11.63 0.00 10.58 0.00 0.00 124.07 0.00 0.90 0.33 11.90
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Equity Capital Equity Dividend Rate Agg.Of Non-Prom. Shares (in lacs) Agg.Of Non PromotoHolding(%) OPM(%) GPM(%) NPM(%) EPS (in Rs.)
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SHARE PRICES
Listings
BSE , NSE
Price
BSE code NSE code ISIN Face value Market lot
550.00
500251 TRENTEQ INE849A01012 10 1
561.45
Indian Rupees)
11.0%
52 Weeks
11.9% 8.8%
Trent Limited Key Data: Ticker: Exchanges: 500251 BOM Country: Major Industry: Sub Industry: 2009 Sales Currency: Fiscal Yr Ends: 7,845,275,000 (Year Ending Jan 2010). Indian Rupees March Employees: Market Cap: Shares Outstanding: INDIA Retailers Miscellaneous Retailers 550 10,865,173,400 19,532,896
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MARKET SHARE
The Companys flagship brand Westside, operates 36 stores across the country, and is set to open additional stores in the current year. Certain stores are expected to widen their offerings by the introduction of brands for the youth, attractive footwear, bakery outlets, stationery and exclusive fast moving furniture items during the current year. The Company expects that all these measures would help increase the footfalls in these stores. 2003-
23%
2008-28%
ORGANISATIONAL STRUCTURE
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OPERATIONAL STRUCTURE
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ORGANISATION STRUCTURE
Westside, one of largest and fastest growing chains of retail stores in India, is on an expansion path these days. The retail chain has just launched KIDSWEST, a kids program that incorporates learning with playing, in its stores operating in Delhi, Bangalore and Pune. Westside, Tatas leading chain of stores, is planning to adopt the franchisee route to expand its presence in tier-II and tier-III cities. Through this model, 25-30 franchisee-operated stores of across 8,000-12,000 sqft and with an initial investment of Rs 1.2 crore, per store would be set up in the next five years. With this move, it plans to reach out to consumers across 37 cities. Page 149
Trent is also set to launch its second Star One Global hypermarket (under the Star India Bazaar initiative) after Ahmedabad, at Vashi in sub-urban Mumbai.
ACHIEVEMENTS
Westside has garnered numerous accolades Balanced Scorecard Hall of Fame India Brand Summit Brand Leadership Retail IFA Visionary of the Year Award, 2002 Mrs. Simone N. Tata Most Admired Large Format Retail Chain of the Year - Lycra Images Fashion Awards 2005 NDTV Profit Business Leadership Awards 2006 - Retail Category
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PRESS RELEASE Westside opens 37th store in Nashik; plans 10 new stores this fiscal DATE: 14/05/09
http://www.business- standard.com/india/search_news.php?search= %20Westside&select=keyword Westside, the flagship department store format, lifestyle retail chain of Noel N Tata-led Trent Ltd, one of the two retail arms of Tata group, which currently operates 36 stores, recently opened its new store at Nashik in Maharashtra. The new store occupying a retail space of 24,000 sq ft is located in the Untwadi area of the growing commercial city. We are very proud to bring the Westside experience to the discerning customers of Nashik. The residents have been exposed to fashion and we hope to enhance this with our superior merchandise, service and an international shopping experience, said Smeeta Neogi, HeadPage 151
India is a youthful country where a large percentage of the population is in the younger age brackets. We believe that these young people shall be the backbone of the nation in the coming years. It is therefore our intention to focus on socially underprivileged children in order to provide them with a chance to have a better life tomorrow. We shall dedicate resources commensurate with our business requirements to community activities that work towards improving the future of socially underprivileged children. We shall also use our assets and our expertise in the retail business to further the cause of such communities. Were it not for the active participation of our customers, our social policy might never have been activated. We are truly grateful for their generosity in supporting our socially conscious endeavours. Page 152
SIGNIFICANT EVENTS
In 1998 Tata sold of their 50% stake in the cosmetic products company Lakme to HLL for Rs 200 Crore (approx. 45 million US$), and created Trent from the money it made through the sale. All shareholders of Lakm were given different shares in Trent. SIMON TATA, the chairperson of Lakm, went on to head Trent. Trent Ltd. operates Westside, one of Indias largest and fastest growing chains of retail stores that currently operate 29 stores in the major metros and mini metros in India. Westside, Tatas leading chain of retail stores has launched its Designer Development Programme (DDP) to encourage Emerging Talent of the fashion industry and provide them a mass retailing platform. A concept pioneered by Westside; this is a significant step to bridge the gap between exclusive designer wear and the fashion conscious Indian consumers.
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CHAPTER - III
R ESEARCH M ETHODOLOGY
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RESEARCH METHODOLOGY
s stated by Bruce W.Tuckman(1978), research is a systematic attempt to provide answers to the questions. Research is the original contribution to existing stock of knowledge for its advancement. It is a systematic method consisting of enunciating
the problem, formulating a hypothesis, collecting of factors or data and reaching to certain findings and conclusion. It is more of a formal, systematic and intensive procedure being carried on the scientific method of analysis.
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SCOPE
This may lead to a get a professionals degree in research. May create an enjoyment to the researcher to solve a problem. Would help in order to have a better knowledge and understanding about the corporate in near future. It may lead to get respectability to the researcher from the society. Motivation in research reciprocates the inventions and discoveries by one another. Motivation in research also to do research.
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CHAPTER - IV
C OMPARATIVE A NALYSIS
Introduction SWOT Analysis
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he companies which we all have received for industrial review project in retail sector are as follows : Big Bazaar Shopper Stop Marks & Spencer Westside
The comparatively analysis of all these four companies in not possible as they are not completely comparative to each other except SHOPPER STOP and WESTSIDE. Shopper Stop and Westside are giving tough competition to each other in ready-made garments sectors. Although Westside carries the brand name of TATA GROUPS but still Shopper Stop provides them a tough competition. Now- a- days Big Bazaar has also entered by introducing there brand DJ&C. It provides the clothes at a very cheap price, which is slowly becoming a tough competitor in the market. Big Bazaar slowly and steadily increasing its market share in this sector. Marks & Spencer are really not a competitor for companies mentioned above. It is an international brand. It was most affected by recession among others. It mainly deals with readymade garments and accessories. The company is trying hard to survive in the market After its JV with Reliance Retail its has strengthen its position its place in India but is still lacking behind its competitors as it has hardly opened a store in each major city of India. It is still yet to strengthen its place in the Indian market . Comparing all the above companies the largest market share in current scenario is held by Big Bazaar , it not only holds a great market share but also demands its authority in the retail sector Page 160
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BIG BAZAAR
Strength:
High Brand Equity in evolving retails markets State-of-art infrastructure of Big Bazaar outlets POP to increase the purchase One stop shop for variety of products, increasing customer time and available choices
Weakness:
Unable to meet store opening target so far Falling revenue per square feet
Opportunity:
Organized retail is just 4.15%of total pie of Indian retail market Evolving Customer preferences in recent years.
Threat:
Competitors, global big players planning to foray into market Government policies are not well-defined in India Unorganized retail market of India
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Weaknesses
Stocked generic clothing range with wide appeal to the public: buyers often had to make choices, which would outlast the fashion and trends seen in other high street retailers This lagging behind in case of introducing up-to-dated fashionable clothing to keep pace with the environment actually made them vulnerable to their competitors They always used British suppliers believing that it would give them highest quality with low costs but actually sometimes made them weak to challenge its competitors Some competitors are using overseas suppliers to keep the costs down
Opportunities
To survive in todays world globalization is important. M&S have a wide opportunity to go more global to improve and expand its business. They also have the opportunity to consider more overseas supplier which will actually give them cost advantage, rather than suppliers available on a local level. They also have the opportunity to maximize the use of available technology to improve their functioning and to gain competitive advantage.
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Threats
They are in strong competition with Gap, Oasis and Next, who are offering similarly priced products yet more fashionable. M&S is also in competition from discount stores like Matalan, and George range at Asda. M&S is also in threat from Tesco and Seinsburys who moved into offering added value foods, which had been pioneered by M&S.
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Weakness:
Competition from standalone specialty stores. Late foray into value retailing with 51% stake in promoter owned company. High spend on store makeovers and interiors to ensure pleasant shopping experience.
Opportunities:
Expected 30% CAGR in organized retail to result in better footfall and conversion rates. Entry into tier 2 and tier 3 cities. Collaboration with foreign players because of national brand.
Threats:
Employee shortage and attrition due to rapid growth in retail industry. Impact of slowdown on consumer spending in felt on retail stores. Opening up of economy for free entry foreign players.
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Weakness:
Needs to expand faster to maintain market share Size of the stores should be increased to stock more products. Targets the middle-class segment. Higher class customers do not prefer west side. Trent limited may not be able operate west side efficiently due to its other operations.
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Opportunity: 1. The Indian middle class is already 30 Crore & is projected to grow to over 60 Crore by 2010 making India one of the largest consumer markets of the world. The IMAGES-KSA projections indicate that by 2015, India will have over 55 Crore people under the age of 20 - reflecting the enormous opportunities possible in the kids and teens retailing segment. 2. Organized retail is only 3% of the total retailing market in India. It is estimated to grow at the rate of 25-30% p.a. and reach INR 1,00,000 Crore by 2010. 3. Percolating down : In India it has been found out that the top 6 cities contribute for 66% of total organized retailing. While the metros have already been exploited, the focus Has now been shifted towards the tier-II cities. The 'retail boom', 85% of which has so far been concentrated in the metros is beginning to percolate down to these smaller cities and towns. The contribution of these tier-II cities to total organized retailing sales is expected to grow to 20-25%. 4. Rural Retailing: India's huge rural population has caught the eye of the retailers looking for new areas of growth. ITC launched India's first rural mall "Chaupal Saga" offering a diverse range of products from FMCG to electronic goods to automobiles, attempting to provide farmers a one-stop destination for all their needs." Hariyali Bazar" is started by DCM Sriram group which provides farm related inputs & services. The Godrej group has launched the concept of 'agri-stores' named "Adhaar" which offers agricultural products such as fertilizers & animal feed along with the required knowledge for effective use of the same to the farmers. Pepsi on the other hand is experimenting with the farmers of Punjab for growing the right quality of tomato for its tomato purees & pastes. Page 167
Threats: 1. If the unorganized retailers are put together, they are parallel to a large supermarket with no or little overheads, high degree of flexibility in merchandise, display, prices and turnover. 2. Shopping Culture: Shopping culture has not developed in India as yet. Even now malls are just a place to hang around with family and friends and largely confined to window-shopping. 3. Cultural Variation leads to variation in merchandise in India at different geographical locations. 4. Competition from future group and various other retail stores which are growing rapidly.
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BIBLIOGRAPHY
Big Bazaar
.
Google.com Wikepedia.org Hinduonline.com Futurebazaar.com Bigbazaar.com business.outlookindia.com Frontline magazine vol: 24, issue: 13 Fmcg-marketingblogspot.com Investopedia.com Busniessstanard.com Scribd.com Netashare.com Slideshare.net Indiatoday.com www.ibef.org/industry/retail retailindustry.com
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http://www.marksandspencer.com/ http://www.marksandspencerindia.com/index.php Google.com Wikepedia.org Busniessstanard.com News.cnet.com business.timesonline.co.uk/tol/business/industry.../article3430556.ece http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/2788498/Marksand-Spencer-joins-with-Reliance-to-open-50-stores-in-India.html http://news.stv.tv/uk/88167-ms-lost-clothing-market-share-in-feb/ http://tutor2u.net/business/marketing/market_analysis_marketshare_intro.asp
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Shopper Stop
www.shoppersstop.com
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Westside
http://www.mywestside.com/
http://www.contentlinks.asiancerc.com/tata/FundaReports.asp? ReportType=PL&Companycode=12520005&TickerName=Trent&CompanyName=Trent%20Ltd http://www.google.com/finance?client=ob&q=BOM:500251 http://www.naukrihub.com/india/retail/top-companies/westside/ http://www.noeltata.com/about-westside.html
http://markets.ft.com/ft/tearsheets/businessProfile.asp?s=271813
http://economictimes.indiatimes.com/photo.cms?msid=3911091 http://www.corporateinformation.com/Company-Snapshot.aspx?cusip=C356FP730 http://www.tata.com/company/Media/inside.aspx?artid=DJEi6XE/ewk=
http://info.shine.com/company/Trent-Ltd/334.aspx
http://www.rupeetimes.com/credit_cards/hsbc_bank/westside_credit_card.html
matt haig.pdf
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CONCLUSION
hat, How and In this report we have analyzed in detail the retail industry in India. We had initially started with the evolution of the retail sector in India, then moved onto its size, distribution and the growth of the retail sector.
We have also covered issues like the Foreign Direct Investment in the retail sector, the untapped opportunities that exist in the retail industry in India. We have also discussed about the bottlenecks that the retail industry is facing in India, online retailing in India and the role of Information Technology in the retail sector in India. In this section we have coined down the major findings of our research.
Major Findings
1. The Retail Sector in India can be split up into two, the organised and the unorganized. The organized sector whose size is expected to triple by 2010 can be further split up into departmental stores, supermarkets, shopping malls etc. 2. In terms of value the size of the retail sector in India is $300 billion. The organised sector contributes about 4.6% to the total trade. 3. The retail sector in India contributes 10% to the Gross Domestic Product and 8% to the employment of the country. 4. In terms of growth the FMCG retail sector is the fastest growing unit and the retail relating to household care, confectionery etc, have lagged behind. 5. The foreign retail giants were initially restricted from making investments in India. But now FDI of 51% is permitted in India only through single branded retail outlets. Multi brand outlets are still beyond their reach. Again they can only enter the market through franchisees,. This was how Wal-Mart had entered joining hands with Bharati Enterprises. 6. On line retailing is still to leave a mark on the customers due to lacunae that we have already mentioned. Page 173
Minor Challenges
1. Human resource crunch- the concern for insufficient manpower in the industry has been in news for the last few months. This fear is somehow unfounded. The retail industry according to recent reports is growing at a rate of 100 percent. Kishore Biyani's Future Group i.e. the Big Bazaar chain of retail outlet alone provides employment to more than 18,000 people and is Page 175
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