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kulman
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Quote kulman Replybullet Posted: 03/Oct/2007 at 11:52pm
Big Bazaar’s ‘power brands’ — the chain’s private labels, some of which will clock turnovers of Rs 200 crore by the end of this financial year.

......from the traditional marketer’s perspective, these retailer-owned brands are competition that enjoys a disproportionate advantage at the retail level.

Big Bazaar isn’t alone in this display of bravado. Almost every retailer in India that has acquired a certain size and scale has private label brands, which allow them to enter new categories faster than traditional marketers . And as organised retail grows in scale, Indian retailers are leapfrogging ahead, experimenting with various kinds of private label strategies.

Private labels serve many purposes. For one, they provide exclusivity and differentiation to retailers — each label is unique to its retailer. Another reason is plugging a need gap.

Then there is the aspect of supply chain efficiencies.
 
Reliance has launched its own label, Reliance Select, which retails products as diverse as grocery, milk, footwear and even watches. Private labels also help in cutting down on intermediaries — and thereby dropping cost — which means better margins for retailers.

And since private labels are sourced directly from manufacturers , retailers are at liberty to pass on discounts to consumers, something that established brands can’t afford doing given the slender margins involved.

Though still relatively new in India, the private label trend is but a natural progression of modern trade. Private labels have picked up worldwide as organised retailers have achieved economies of scale.
 
According to a Euromonitor study, the global private label market was estimated to be worth $1,411 billion in 2005, and is growing at 6% per annum.  private labels already form 19% of the total market share in India.

Future Group’s private labels include Fresh n Pure, Premium Harvest, Tasty Treat, Clean Mate and Care Mate — in fact, Future’s private labels account for 20% of the food category, while overall, the share of private labels for the group is pegged at about 10%. Private labels form about 10% of the overall store mix for Spinach too, and is estimated to go up to 15% in the near future. Subhiksha, for its part, sells sugar, rice, wheat and pulses under the Subhiksha name, and these contribute roughly 35% of its topline.
 
 
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Quote kulman Replybullet Posted: 05/Oct/2007 at 6:08pm
As some of the world’s largest retailers - Wal-Mart, Tesco, Carrefour, IKEA and Target - take a while to join the retail rush here, many of their former Indian employees have already embraced the desi retail chains.
 
A whole new world of opportunities back home, in terms of building new processes and systems from scratch, and the excitement of applying their experience in India’s $350 billion retail sector is bringing them back, like never before. 
 
More than 200 middle and senior management personnel from international retail chains have joined Indian retail companies in the last six months, according to E Balaji, COO, Ma Foi Management Consultants, an international staffing company.
 
What drew the Mumbai-born Ashesh Amin, advisor, Raymonds, back to India from the US was the idea of tapping the business potential in the 300-million strong aspirational and affluent middle class. He worked with fashion retailers such as J Crew and BCBG Max Azira in the US.
 
“I had set up a huge business in China and saw it emerge before my very eyes over the past decade. Now it’s India’s turn and I want to be here in Mumbai, my hometown, where the action is. I know that India is the land of opportunity for the next decade, just like China has been in the past decade,” said Ashesh, who advises textile conglomerate Raymonds on retail roll-out of women’s wear. 
 
“Retail chains prefer these professionals to head visual merchandise, private label development, supply chain, category management and others,’’ Sen said.
 
Amin pointed out that “it is difficult for foreigners to succeed in India as they did not understand the retail market, which is driven by complex socio-economic factors. You cannot sell the same product even in different areas of Mumbai. Those who understand and more importantly respect this will stand a higher chance of success.” 
 
“The markets are saturated and profits are challenging, in the west. Though India is in higher growth stage, we are just scratching the surface of the sector,’’ said Purvin Patel, chief operating officer, Radhakrishna Foodland, who spent nearly 18 years with Bentonville-based Wal-Mart in various capacities. 
 
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Quote CHINKI Replybullet Posted: 08/Oct/2007 at 10:10am
Dabur adopts kiranas as part of its Parivaar


At a time when local kirana stores are feeling threatened by organised retail players, homegrown major Dabur has embarked on an initiative to partner neighbourhood shops by offering higher margins to drive volumes in the highly competitive FMCG segment.


Through a programme christened Parivaar, Dabur India aims to generate revenues of up to Rs 120 crore from about 12,000 grocery stores across the country by the end of this fiscal.

Dabur will offer these stores higher margins. The company will buy shelf space at these key grocery stores and provide other collateral support like advertising to push Dabur products.
   
Dabur would also offer retail solutions and merchandise to shopkeepers and invest in creative elements at the outlets.

Last fiscal, the consumer care division clocked sales of Rs 1,520 crore which constituted 68 per cent of the company's total sales of Rs 2,234 crore. Sales from modern retail contributed three per cent.

According to industry estimates, there are 13 million retailers across the country, which includes 6.5 million grocery stores. Given the sheer base of the grocer channel, engagement with kirana outlets has become imperative for Indian FMCG companies. The importance of neighbourhood stores and traditional trade would still remain.

SOURCE : BUSINESS STANDARD
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Quote CHINKI Replybullet Posted: 08/Oct/2007 at 11:17am
BIG RETAIL'S BIG BLUNDERS


Reliance Retail chief Mukesh Ambani and others who've bet big on organised retail taking off must be cursing themselves for getting the equation wrong. First, they hugely underestimated the problems in getting large enough tracts of land close to residential areas to set up their shops as a result, they've achieved just a fraction of their targets (while Bharti Wal-Mart is already talking of opening its stores with a year's delay, Reliance has achieved just 20-25 per cent of its target of setting up nearly 1,000 stores by March 2007).

Second, this was before the really big opposition even kicked in, in the form of UP Chief Minister Mayawati and the protests in West Bengal and so on.   Wednesday will see the biggest ever rally (between 50,000 and 100,000 persons are expected to attend) against big retail in Mumbai's Azad Maidan, and will bring together all the disaffected, the small kirana shops, the middlemen, and the unsuspecting. The country's farmers fall in the last category since they don't really get affected. If, on the other hand, big retailers do manage to eliminate the middlemen and procure directly from them, their incomes should go up substantially. But the middlemen who could get hurt are putting up the farmers and, it would appear, Reliance and others did not estimate the strength of this opposition, just as they've underestimated the power of those who don't wish to give up their land for SEZs.

That all this should happen when the economy's growing at the fastest pace ever and is creating more jobs than ever before (between 1999-00 and 2004-05, jobs grew at 2.93 per cent per annum, or three times the rate they did between 1993-94 and 1999-00) makes it even worse. After all, it is when jobs are growing fast that those getting displaced by big retailers should complain the least.

So what were Big Retail's big blunders?

Great expectations Trap: The way the story went, customers would get dramatically lower prices for everyday groceries (something that takes up 45 per cent of the household budget) and farmers would earn at least a third or more as big retailers began procuring from them directly. But none of this has really happened, and may not either.

The country's First Retailer, Kishore Biyani, for instance, says he plans to set up 1,500 no-frills 2,000-square-foot fair price shops (KB's Fair Price Shops) in city neighbourhoods over the next two years, which will give customers 10 per cent off MRP on national brands and 20 per cent off on local brands. The model is adapted from Subhiksha, which has 800-900 such stores. While firms like Reliance are not talking of the discounts they are offering, most are changing their models to set up more small neighbourhood stores as opposed to the earlier big-box formats, which would have been located too far away from most customers to offer anything more than limited value. The Shivam/Garg stores in my neighbourhood offer 8-10 per cent discounts off MRP on national brands anyway so, what's the big deal? And if a Reliance/Bharti/Biyani is going to do just the same, what's the point of having them, especially given that small kiranas provide employment to around 40 million people, many of whom could lose their jobs once big retailers come in.

Wrong private label strategy: This is related to the expectations trap. As part of the strategy to reduce consumer prices, and I suspect equally largely, as part of the strategy to get the stock markets/investors charged up, most big retailers talked of an aggressive private label strategy. Big retailers, the story went, would no longer just buy consumables/durables from a Hindustan Unilever or a Voltas, but would get them custom-manufactured and thereby cut consumer prices by 20-25 per cent. The greater the private label share, the more excited investors got. But the problem with this strategy is that it's only after you've got enough stores and sales that making your own products, and of a certain quality, can work. So, when customers walk in to a big retail store today, they still find most goods are those manufactured by well-known firms (the discounts on which are low) and the quality of store labels is far from uniform.

Opening too many fronts: Despite what the Icrier study says on how kiranas will not lose out to big retailers, it was always obvious that if big retail made big enough inroads, kiranas would oppose them. So you had expect big retailers to try not to open up more fronts, and concentrate on taking care of this one perhaps by building up customer loyalty through offering bigger discounts, maybe even importing cheaper substitutes from places like China, using a well-oiled supply chain and superior logistics (to use the Subhiksha ad-line, Morcha against Kharcha).

Yet, what do big retailers like Reliance go and do? They open up another front by talking of procuring directly from farmers. Sure, fruit and vegetables are a lucrative segment, considering they add up to around a tenth of the family consumption basket, but this was asking for trouble since it allowed the opposition (the middlemen in the mandis) to conjure up the possibility of retailers taking over farmers land. In any case, setting up a cold chain and getting farmers to supply produce of a uniform quality takes years, so a low-key approach with model farms, like Bharti has done, was always a better idea. A very small part of the turnover of Biyani's Big Bazaar, by the way, comes from fruit and vegetables.

Retailers like Reliance have already changed their model dramatically once before. It remains to be seen what they do now.
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Quote muralimohan001 Replybullet Posted: 10/Oct/2007 at 7:59am
DLF plans to expand into retail
 
The malls of today might get some serious competition if realty giant DLF executes its plans to expand into retail and according to them its just the beginning.

Experts had long predicted that as the market gets mature, segmentation will be the way forward. DLF has decided to take this route.

They have decided to segment the market in destination, neighbourhood luxury and premium segment. Each segment will cater to a different target group and will try to get the most out of each one of them.

In true DLF style they are thinking big and have decided that they want to expand in retail in a big way. DLF plans to set up 22 million square feet of retail space in the next three-four years.

With a proposed investment of Rs 27,000 crore, it will set up malls in 11 cities and has tied up with luxury brands like Louis Vuitton, Armani, Gucci, Cartier, Dior and Fendi. The first mall will be coming up in the first quarter of 2008.

So very soon you will see all your favourite international brands in the mall next door because DLF wants to make malls the third destination in a person's life after office and home.

"We see our malls as one stop place for the consumer," said Arvind Nair, MD, DLF Retail.

Developers are diversifying into retail and commercial sites for higher margins but retail is already getting crowded. Even Emaar MGF, Unitech and other players have big plans ahead.

"Retail hasn't heated up and there is lot of space to grow. Speciality malls are the way forward," said Nair.

If nothing else, your favourite brands will be available to you in India soon. Companies feel that the mall movement has just begun in India and has a long way to go.

Retail is also the most lucrative vertical of the real estate sector and DLF wants to cash into these high margins. Though it remains to be seen if retail can give DLF the much needed cash flow and profits that it expects from the retail sector.
Source : NDTV
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basant
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Quote basant Replybullet Posted: 10/Oct/2007 at 9:54am
Other logical forward integration projects for DLF could be IT Services, Cement and textile Mills, Steel, Acquaculture - after all everything needs land. Bull markets love these kind of diworsification but it is only when the lights are put on that we can identify who is wearing what?
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Quote xbox Replybullet Posted: 10/Oct/2007 at 10:01am
Other logical forward integration projects for DLF could be IT Services, Cement and textile Mills, Steel, Aquaculture - after all everything needs land.
-----------
Basant jee, INFY is considering these options as they have lots of land in form of SEZs.
DLF was into Cements a decade ago and then they sold cement biz. IT Services are logical foray as they have lots of IT SEZs and no-takers. Wink


Edited by xbox - 10/Oct/2007 at 10:02am
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johnnybravo
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Quote johnnybravo Replybullet Posted: 11/Oct/2007 at 12:16pm
Originally posted by basant

Other logical forward integration projects for DLF could be IT Services, Cement and textile Mills, Steel, Acquaculture - after all everything needs land. Bull markets love these kind of diworsification but it is only when the lights are put on that we can identify who is wearing what?


So true sirji, and apart from others I would be really looking out what Tango and Charlie of kokilaben would be wearing LOL The way they are 'diworsifying' I think all they will have is just the the fabric from Daddy Rambo's textile business (if Mukesh ko apne chote bhai ki laaj rakhni hai to woh shayad kapda share karega)...
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