The document discusses Shoppers Stop, a leading Indian retailer. It provides an overview of the company, including its introduction in 1991, store formats and locations, private brands offered, and loyalty program. A SWOT analysis is presented identifying strengths like financial position and loyal customer base, as well as weaknesses like operating costs. Marketing strategies are outlined covering segmentation, targeting, positioning, and promotional activities. These strategies aim to position Shoppers Stop as a premium global retailer delivering a complete shopping experience to middle and upper class customers.
International management of future group ppthiteshkrohra
Future Group is a large Indian retailer established in 1994 with a vision to provide diverse retail and business services. It operates over 16 million square feet of retail space in 73 cities across India. Future Group's core business is retail, along with business process outsourcing, new media, security, and construction. Big Bazaar is Future Group's flagship hypermarket brand, applying a "selling concept" to attract customers with large product selections and promotional offers. Customer research found that staff could improve support and that some customers were unaware of special offers.
- Big Bazaar is a hypermarket retail chain founded in India in 2001 that sells a wide range of products across various categories like apparel, cosmetics, grocery, and electronics.
- It is owned by Future Group and aims to provide customers an expansive shopping facility to meet all their needs in one trip at low prices.
- Big Bazaar faces competition from other value retail chains but has a large customer base among India's growing middle class due to its variety of products and everyday low cost model.
2313119 Retail Trends using company analysis .pptxRAJKUMARVIJAYAN2
The document discusses trends in the Indian retail market. It notes that the retail market is growing rapidly at 12% annually and e-commerce is a major driver, expected to reach $120 billion by 2025. Key trends include the rise of omnichannel retailing, personalized marketing, and demand for sustainable products. While traditional retail still dominates, modern online retail is growing fast, especially in urban areas. E-commerce is increasing convenience and selection for customers. Consumers now expect seamless shopping experiences across online and offline channels.
The document summarizes Amruta Bhatt's 2-month internship at Pantaloon Retail in India. It describes her responsibilities in organizing events, generating ideas, and studying store operations. It then provides details on Pantaloon's brands, merchandising strategies, supply chain management, and efforts to increase customer retention through loyalty programs and festivals. It concludes that Pantaloon leads the Indian retail industry through its consumer-focused approach and ability to manage costs while facing political obstacles from small shopkeepers.
The document discusses Shoppers Stop, a leading Indian retailer. It provides an overview of the company, including its introduction in 1991, store formats and locations, private brands offered, and loyalty program. A SWOT analysis is presented identifying strengths like financial position and loyal customer base, as well as weaknesses like operating costs. Marketing strategies are outlined covering segmentation, targeting, positioning, and promotional activities. These strategies aim to position Shoppers Stop as a premium global retailer delivering a complete shopping experience to middle and upper class customers.
International management of future group ppthiteshkrohra
Future Group is a large Indian retailer established in 1994 with a vision to provide diverse retail and business services. It operates over 16 million square feet of retail space in 73 cities across India. Future Group's core business is retail, along with business process outsourcing, new media, security, and construction. Big Bazaar is Future Group's flagship hypermarket brand, applying a "selling concept" to attract customers with large product selections and promotional offers. Customer research found that staff could improve support and that some customers were unaware of special offers.
- Big Bazaar is a hypermarket retail chain founded in India in 2001 that sells a wide range of products across various categories like apparel, cosmetics, grocery, and electronics.
- It is owned by Future Group and aims to provide customers an expansive shopping facility to meet all their needs in one trip at low prices.
- Big Bazaar faces competition from other value retail chains but has a large customer base among India's growing middle class due to its variety of products and everyday low cost model.
2313119 Retail Trends using company analysis .pptxRAJKUMARVIJAYAN2
The document discusses trends in the Indian retail market. It notes that the retail market is growing rapidly at 12% annually and e-commerce is a major driver, expected to reach $120 billion by 2025. Key trends include the rise of omnichannel retailing, personalized marketing, and demand for sustainable products. While traditional retail still dominates, modern online retail is growing fast, especially in urban areas. E-commerce is increasing convenience and selection for customers. Consumers now expect seamless shopping experiences across online and offline channels.
The document summarizes Amruta Bhatt's 2-month internship at Pantaloon Retail in India. It describes her responsibilities in organizing events, generating ideas, and studying store operations. It then provides details on Pantaloon's brands, merchandising strategies, supply chain management, and efforts to increase customer retention through loyalty programs and festivals. It concludes that Pantaloon leads the Indian retail industry through its consumer-focused approach and ability to manage costs while facing political obstacles from small shopkeepers.
DesiFirangi.com – Building a Niche E-commerce Portal
Electronic Retailing in India
Introduction
Growth of Online Lingerie & Innerwear
DesiFirangi.com
DesiFirangi.com : How they Planned?
Promotional Activities
Competitor Analysis
Recommendation
Present Situation
This document discusses strategies for building successful store brands in India. It defines what a brand is and explains how stores can also function as brands through their product mix, prices, promotions, and ambiance. The branding process involves identifying target customers, communicating benefits, and ensuring repeat customers through positive experiences. International retailers are examined for lessons on consistently delivering a unique brand experience. The "EST model" is presented for retail success, focusing on being the cheapest, biggest, hottest, easiest, and quickest option. Specific examples like Walmart, Costco, Home Depot, and Tesco are analyzed. The document concludes with points about applying this model in India and ensuring brand success through clarity, choice, control, and communication
Material from the Digital Marketing Seminar conducted by Catherine Quiambao, Marketing Strategist.
Crafting a Digital Marketing Plan is a short intensive class that will walk you through the elements of an online marketing strategy. Our end goal is to equip you with practical knowledge to be able to plan, implement and measure effective campaigns.
The path to customer centricity: Take it from someone who's been there | Baza...Bazaarvoice
Learn from one company's successful experience how to become more profitable and competitive by putting your top customers at the center of everything you do.
Shoppers Stop is a chain of 81 retail stores in India founded in 1991 that sells international and domestic brands across various categories like apparel, accessories, cosmetics and home goods. It has a vision to be a global retailer in India and maintain the number one position for department stores. Some of its accomplishments include being awarded "Hall of Fame" and "Emerging Market Retailer of the Year." It aims to reposition itself and introduce more international brands while expanding to tier 2 and 3 cities through partnerships and focusing on digital channels.
Case Study on Fab India- A part of our Marketing Management AssignmentEkankita Agrawalla
FabIndia was founded in 1960 and now has 240 stores across India. It started as an exporter of home furnishings and is now known for handwoven and hand-printed garments, as well as organic foods, personal care products, and handcrafted jewelry. FabIndia targets all segments geographically, psychographically, and behaviorally. It aims for a superior image and original, high-quality products made by rural artisans. While customers appreciate FabIndia's quality and atmosphere, the analysis found its promotional strategies and pricing could be improved to better connect with customers and boost sales.
This document summarizes a presentation made to professors by a group of students about retail strategies for Shoppers Stop, an Indian retailer. It discusses Shoppers Stop's history and operations, analyzes their strengths, weaknesses, opportunities and threats through a SWOT analysis, and provides recommendations around targeting younger customers, leveraging changing demographics, developing promotions, and exploring alternative media like mobile and online shopping.
This document summarizes a presentation made to professors by a group of students about retail strategies for Shoppers Stop, an Indian retailer. It discusses Shoppers Stop's history and operations, India's changing demographics that represent opportunities for retailers, and recommends that Shoppers Stop focus on targeting younger customers and expanding their online presence to align with increasing demand for mobile and online shopping.
Badakhsh Jewelers is an Afghan company that produces handmade jewelry. They currently have 10 outlets in Afghanistan and aim to expand internationally. They make various types of jewelry like necklaces, rings, and earrings using techniques like antique finishing. Their target customers are galleries that purchase wholesale and individual consumers. Their competitive advantage is their unique and creative designs produced through skilled artisans. Their marketing mix involves pricing based on materials and work, distributing through various channels, and promoting through those channels and social media.
Vishal Natural Food Product Private Limited (VNFPP) was established in 1998 as an export-oriented company specializing in pickled and preserved foods. However, the export market is now saturated and prices are decreasing due to more competition. VNFPP is considering alternatives like exploring the domestic Indian market or finding new uses for leftover materials like lime and lemon. A case analysis evaluates VNFPP's strengths, weaknesses, opportunities, and threats. It also analyzes challenges to transforming from an exporter to a company focused on the Indian market and end consumers. Recommendations include restructuring the organization, adjusting the marketing mix, and developing new product lines.
This document provides an overview of marketing principles and concepts. It defines marketing as creating value for customers and building strong customer relationships to capture value in return. The marketing process involves understanding customer needs through research, developing a customer-driven marketing strategy involving segmentation, targeting, positioning and differentiation, and implementing marketing mix decisions around product, price, place, and promotion. Key concepts discussed include the marketing mix, new product pricing strategies, branding strategies, and the promotion mix.
Similarities between retailer assessment and consumer expectationpria sangeetha
The document discusses similarities between retailer assessment and consumer expectations. It examines how retailers evaluate economic, social, cultural and political factors in an area to set up retail outlets that meet consumer needs. The objectives are to identify different types of retailer assessments and consumer expectations. There are gaps between what retailers predict and what consumers actually want. Retailers must accurately assess location variables like income, market size, education and culture to match offerings to consumer expectations.
Pargat Singh Sidhu presented on measuring the effectiveness of store displays. The presentation discussed Corporates World, a leading merchandising service organization. It analyzed the company's strengths, weaknesses, opportunities, and threats. The objective was to understand how different types of visual merchandising like window displays, in-store displays, floor merchandising, and promotional signage influence impulse purchases. Research found these practices significantly influence consumer buying behaviors. Recommendations included improving window and in-store displays to attract customers and increase impulse purchases.
This case study proposes a local food marketing program for Fresh Encounter Supermarkets. It defines local food based on research and recommends targeting two customer types - heavy local users and mainstream shoppers. For heavy users, the program demonstrates expertise, offers a variety of local products, and builds supplier legitimacy. For mainstream shoppers, it defines and promotes local foods, demonstrates quality and taste, and consistently presents the local brand. Tactics include local product displays, sampling, recipes, and a "Local Fresh Encounters" brand. Research found consumers will pay more for local foods and expect them in key departments. The program is expected to increase sales by 20-35% annually based on a case study of similar retailers.
- The study aimed to understand consumer attitudes and perceptions toward Lakme cosmetic products in India.
- Lakme was found to be the most preferred cosmetic brand in India, with over 75% of consumers satisfied with its product quality.
- Consumers reported using Lakme for its diverse product range and quality, and said they had been using the brand for many years.
- While consumers were generally satisfied, some suggested Lakme could improve by expanding product lines, adding more shades, and improving packaging and availability.
Pantaloon Retail (India) Limited is a large Indian retailer with over 1,000 stores across 71 cities employing 35,000 people. It operates in multiple retail formats for value and lifestyle segments. Kishore Biyani is the MD and CEO. The company uses a marketing mix of products at affordable prices across India, competitive pricing strategies, widespread store locations, and promotions through various media. Pantaloon's supply chain, customer relationship management, and merchandise management allow it to adapt to changing consumer behavior. It offers a wide range of products categorized by gender and type. Store layout, visual merchandising, and interior and exterior design are used to attract customers.
Introduction to Brand Management. What are Brands? Why are they important to customers and firms? How do you create a brand? What are the important brand metrics?
Shoppers Stop and Wills Lifestyle are two major retail chains in India. Shoppers Stop has over 28 outlets across the country and offers a wide range of international and domestic brands of apparel, accessories, cosmetics and home products. Wills Lifestyle has over 150 exclusive brand outlets and shop-in-shops that offer formal wear, casual wear, designer collections and accessories. Both retailers aim to provide customers with a premium shopping experience but Shoppers Stop carries a broader product range while Wills Lifestyle focuses on the fashion segment.
7 ways of maintaing a centurion brand by milan and asim dalalmilan dalal
The document discusses 7 ways to maintain a centurion brand as shared by Milan and Asim Dalal from Bombay Store, a 108-year-old Indian brand. The 7 ways are: 1) Keep up with trends, 2) Continuously innovate, 3) Mix old with new, 4) Find reasons to bring customers back, 5) Go to customers, 6) Stay true to values, and 7) Give back. Bombay Store is recognized for blending contemporary and traditional Indian art forms and techniques in lifestyle products. Milan and Asim Dalal provide leadership to the brand as Chairman and Managing Director respectively.
SNEAK BOOTS is a 2000 square foot store located in South City Mall specializing in sneakers and boots. The store aims to create a comfortable environment for customers to find products that interest them. It focuses on inviting exterior displays, creative in-store displays, ample seating, good lighting, and plenty of mirrors to showcase products and educate customers. The target customers are urban males and females aged 18-55 who want high comfort and unique designs.
DesiFirangi.com – Building a Niche E-commerce Portal
Electronic Retailing in India
Introduction
Growth of Online Lingerie & Innerwear
DesiFirangi.com
DesiFirangi.com : How they Planned?
Promotional Activities
Competitor Analysis
Recommendation
Present Situation
This document discusses strategies for building successful store brands in India. It defines what a brand is and explains how stores can also function as brands through their product mix, prices, promotions, and ambiance. The branding process involves identifying target customers, communicating benefits, and ensuring repeat customers through positive experiences. International retailers are examined for lessons on consistently delivering a unique brand experience. The "EST model" is presented for retail success, focusing on being the cheapest, biggest, hottest, easiest, and quickest option. Specific examples like Walmart, Costco, Home Depot, and Tesco are analyzed. The document concludes with points about applying this model in India and ensuring brand success through clarity, choice, control, and communication
Material from the Digital Marketing Seminar conducted by Catherine Quiambao, Marketing Strategist.
Crafting a Digital Marketing Plan is a short intensive class that will walk you through the elements of an online marketing strategy. Our end goal is to equip you with practical knowledge to be able to plan, implement and measure effective campaigns.
The path to customer centricity: Take it from someone who's been there | Baza...Bazaarvoice
Learn from one company's successful experience how to become more profitable and competitive by putting your top customers at the center of everything you do.
Shoppers Stop is a chain of 81 retail stores in India founded in 1991 that sells international and domestic brands across various categories like apparel, accessories, cosmetics and home goods. It has a vision to be a global retailer in India and maintain the number one position for department stores. Some of its accomplishments include being awarded "Hall of Fame" and "Emerging Market Retailer of the Year." It aims to reposition itself and introduce more international brands while expanding to tier 2 and 3 cities through partnerships and focusing on digital channels.
Case Study on Fab India- A part of our Marketing Management AssignmentEkankita Agrawalla
FabIndia was founded in 1960 and now has 240 stores across India. It started as an exporter of home furnishings and is now known for handwoven and hand-printed garments, as well as organic foods, personal care products, and handcrafted jewelry. FabIndia targets all segments geographically, psychographically, and behaviorally. It aims for a superior image and original, high-quality products made by rural artisans. While customers appreciate FabIndia's quality and atmosphere, the analysis found its promotional strategies and pricing could be improved to better connect with customers and boost sales.
This document summarizes a presentation made to professors by a group of students about retail strategies for Shoppers Stop, an Indian retailer. It discusses Shoppers Stop's history and operations, analyzes their strengths, weaknesses, opportunities and threats through a SWOT analysis, and provides recommendations around targeting younger customers, leveraging changing demographics, developing promotions, and exploring alternative media like mobile and online shopping.
This document summarizes a presentation made to professors by a group of students about retail strategies for Shoppers Stop, an Indian retailer. It discusses Shoppers Stop's history and operations, India's changing demographics that represent opportunities for retailers, and recommends that Shoppers Stop focus on targeting younger customers and expanding their online presence to align with increasing demand for mobile and online shopping.
Badakhsh Jewelers is an Afghan company that produces handmade jewelry. They currently have 10 outlets in Afghanistan and aim to expand internationally. They make various types of jewelry like necklaces, rings, and earrings using techniques like antique finishing. Their target customers are galleries that purchase wholesale and individual consumers. Their competitive advantage is their unique and creative designs produced through skilled artisans. Their marketing mix involves pricing based on materials and work, distributing through various channels, and promoting through those channels and social media.
Vishal Natural Food Product Private Limited (VNFPP) was established in 1998 as an export-oriented company specializing in pickled and preserved foods. However, the export market is now saturated and prices are decreasing due to more competition. VNFPP is considering alternatives like exploring the domestic Indian market or finding new uses for leftover materials like lime and lemon. A case analysis evaluates VNFPP's strengths, weaknesses, opportunities, and threats. It also analyzes challenges to transforming from an exporter to a company focused on the Indian market and end consumers. Recommendations include restructuring the organization, adjusting the marketing mix, and developing new product lines.
This document provides an overview of marketing principles and concepts. It defines marketing as creating value for customers and building strong customer relationships to capture value in return. The marketing process involves understanding customer needs through research, developing a customer-driven marketing strategy involving segmentation, targeting, positioning and differentiation, and implementing marketing mix decisions around product, price, place, and promotion. Key concepts discussed include the marketing mix, new product pricing strategies, branding strategies, and the promotion mix.
Similarities between retailer assessment and consumer expectationpria sangeetha
The document discusses similarities between retailer assessment and consumer expectations. It examines how retailers evaluate economic, social, cultural and political factors in an area to set up retail outlets that meet consumer needs. The objectives are to identify different types of retailer assessments and consumer expectations. There are gaps between what retailers predict and what consumers actually want. Retailers must accurately assess location variables like income, market size, education and culture to match offerings to consumer expectations.
Pargat Singh Sidhu presented on measuring the effectiveness of store displays. The presentation discussed Corporates World, a leading merchandising service organization. It analyzed the company's strengths, weaknesses, opportunities, and threats. The objective was to understand how different types of visual merchandising like window displays, in-store displays, floor merchandising, and promotional signage influence impulse purchases. Research found these practices significantly influence consumer buying behaviors. Recommendations included improving window and in-store displays to attract customers and increase impulse purchases.
This case study proposes a local food marketing program for Fresh Encounter Supermarkets. It defines local food based on research and recommends targeting two customer types - heavy local users and mainstream shoppers. For heavy users, the program demonstrates expertise, offers a variety of local products, and builds supplier legitimacy. For mainstream shoppers, it defines and promotes local foods, demonstrates quality and taste, and consistently presents the local brand. Tactics include local product displays, sampling, recipes, and a "Local Fresh Encounters" brand. Research found consumers will pay more for local foods and expect them in key departments. The program is expected to increase sales by 20-35% annually based on a case study of similar retailers.
- The study aimed to understand consumer attitudes and perceptions toward Lakme cosmetic products in India.
- Lakme was found to be the most preferred cosmetic brand in India, with over 75% of consumers satisfied with its product quality.
- Consumers reported using Lakme for its diverse product range and quality, and said they had been using the brand for many years.
- While consumers were generally satisfied, some suggested Lakme could improve by expanding product lines, adding more shades, and improving packaging and availability.
Pantaloon Retail (India) Limited is a large Indian retailer with over 1,000 stores across 71 cities employing 35,000 people. It operates in multiple retail formats for value and lifestyle segments. Kishore Biyani is the MD and CEO. The company uses a marketing mix of products at affordable prices across India, competitive pricing strategies, widespread store locations, and promotions through various media. Pantaloon's supply chain, customer relationship management, and merchandise management allow it to adapt to changing consumer behavior. It offers a wide range of products categorized by gender and type. Store layout, visual merchandising, and interior and exterior design are used to attract customers.
Introduction to Brand Management. What are Brands? Why are they important to customers and firms? How do you create a brand? What are the important brand metrics?
Shoppers Stop and Wills Lifestyle are two major retail chains in India. Shoppers Stop has over 28 outlets across the country and offers a wide range of international and domestic brands of apparel, accessories, cosmetics and home products. Wills Lifestyle has over 150 exclusive brand outlets and shop-in-shops that offer formal wear, casual wear, designer collections and accessories. Both retailers aim to provide customers with a premium shopping experience but Shoppers Stop carries a broader product range while Wills Lifestyle focuses on the fashion segment.
7 ways of maintaing a centurion brand by milan and asim dalalmilan dalal
The document discusses 7 ways to maintain a centurion brand as shared by Milan and Asim Dalal from Bombay Store, a 108-year-old Indian brand. The 7 ways are: 1) Keep up with trends, 2) Continuously innovate, 3) Mix old with new, 4) Find reasons to bring customers back, 5) Go to customers, 6) Stay true to values, and 7) Give back. Bombay Store is recognized for blending contemporary and traditional Indian art forms and techniques in lifestyle products. Milan and Asim Dalal provide leadership to the brand as Chairman and Managing Director respectively.
SNEAK BOOTS is a 2000 square foot store located in South City Mall specializing in sneakers and boots. The store aims to create a comfortable environment for customers to find products that interest them. It focuses on inviting exterior displays, creative in-store displays, ample seating, good lighting, and plenty of mirrors to showcase products and educate customers. The target customers are urban males and females aged 18-55 who want high comfort and unique designs.
Semelhante a Droosh Groove|| Art and culture movement (20)
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Tanjore Painting: Rich Heritage and Intricate Craftsmanship | Cottage9Cottage9 Enterprises
Explore the exquisite art of Tanjore Painting, known for its vibrant colors, gold foil work, and traditional themes. Discover its cultural significance today!
Tanjore Painting: Rich Heritage and Intricate Craftsmanship | Cottage9
Droosh Groove|| Art and culture movement
1. Course: Managing Creative and Lifestyle Businesses
Prof. Anchal Jain | Prof. Amit Karna
March 15, 2022
Submitted by: Group 2
Chitra Swathi K (PC20200019) Prasanth Kumar (PC20200144)
Anuj Sharda (PC20200208) Vaibhav Patil (PC20200174)
Vinod M (PC20200278) Karthikeyan R (PC20200127)
3. Introduction
• A cultural & lifestyle brand that focuses on discovering the
best designs from artisans and craftsmen across India.
• Set up in 2012 by Puneet Chawla and Shilpa Sharma as an
online platform to primarily serve the US market.
• Soon pivoted to serve the Indian market observing the
strong local demand.
• Focuses on products with unique and high-quality
craftsmanship. Product line includes apparel, accessories,
jewellery, home décor etc.
• Head office in New Delhi. Major offline stores in Delhi,
Bengaluru, Mumbai.
• Got acquired by ABG in 2019 for Rs. 110 Cr.
Genesis of the brand –
Mass Market Luxury Products
Massive White
Space
• The Indian consumer was growing in the socioeconomic ladder
and now had higher disposable income.
• There was an aspiration to grow experientially but the fashion
landscape had limited options for this burgeoning segment
who wanted more than ‘ordinary’ but less than ‘luxury’.
• The brand was born to cater to this white space.
• Strong curation skills, differentiated offerings, and the ability
to identify a niche segment were the brand’s keys to success.
4. Research Methodology
Primary Research Insights from Primary Research
1. Personal Interviews
• Co-founder (Shilpa Sharma)
• Store manager (Jaypore Delhi store)
• Current employee (Senior Designer, Manish Kakkar)
2. FGDs
• Conducted FGD with people across various age groups
• 2 students
• 2 elderly women/men
• 4 young working men/women
3. Store Visit
• Visited stores of contemporary brands in Ahmedabad
(BIBA, Keri, Fab India, Global Desi)
1. Competitive landscape analysis
2. Industry market research reports
FGD
• Prefer offline shopping experience for ethnic wear
• Once developed an interest towards a brand, tough to
switch
• Buying ethnic wear is a family event, so shopping
experience is important. Women usually have greater
say in decision making
• Use cases of ethnic wear for women extends beyond
occasions to office and casual wear unlike men and kids
Secondary Research
Personal Interviews
Store Manager:
• About 80% in-store visits are by repeat, well-informed
customers
• Customers are informed about new stocks via WhatsApp
and phone calls
• In-store staff have prior experience working in designer
boutiques and international brands
5. Strategy Assessment| Early Business Decisions
Customer Acquisition Strategies Dealing with Low Conversion Rates
Online vs. Offline Presence "To get an existing customer to buy more would always be
easier than to bring in a new customer" - Shilpa Sharma
• Started with focus on Indian diaspora in the US. Realised
that acquiring customers abroad would be more
expensive.
• Quickly pivoted to serving local customers instead.
Customer acquisition costs in India were much lower.
• Most customer acquisition abroad later happened
organically through word-of-mouth.
• Started with an online-only approach with no offline
presence.
• Realised that offline presence is crucial to establish
credibility and to supplement the core online business
• Today, the business continues to be ‘online-first’.
• However, the offline stores act as important feeders to
the online sales, creating a strong virtuous cycle.
• The conversion rates [total people who buy/total people
who visit the site] for Jaypore were shockingly low in the
early days (1%) compared to most other websites ~20% [1]
• Jaypore countered the low conversion rate by focusing on
extracting more value from each customer. [1]
• Average Order Value (AOV) for Jaypore was ~Rs. 4k as
opposed to Rs. 1k to 1.2k for most other sites in 2012-13. [1]
• The gross margins at Jaypore in the early days were ~40%,
which were considered to be slightly below industry
standards. [1]
• To counter this, Jaypore forayed into private labels which
helped them boost their profitability and margins.
• Another strategic choice was to start with apparel first and
then expanded to other segments.
Dealing with Low Margins
Source – Fortune India
6. Strategy Assessment | Consumer Orbits and finding the MUSE
Connoisseur
Amateur
Novice
Jaypore had a very strong
focus on identifying the right
target segment or the ‘MUSE’.
Jaypore’s target customer was
a woman who is well-read,
well-travelled, socially
connected, has a fine taste in
aesthetics, and one who
valued quality over
affordability – A TRUE
CONNOISSEUR.
Once the muse was identified,
Jaypore has always been about
the connoisseurs.
Connoisseur
Amateur
Novice
7. Strategy Assessment | Creating and Managing value for the MUSE
Quality and
Aesthetics
Cabal
Events
6 new collections
per day
1:1 interactions,
Special gifts
Focus on quality and
aesthetics to fulfil
the needs of the
core customers
instead of ‘deals’ to
attract the
amateurs/novices
Special ‘Cabal
Events’ for their top
customers who are
allowed sneak peeks
and exclusive access
to products before
launch
Launch of 6
collections/day or
~2000/year to
satisfy the
connoisseur desire
and need of
‘knowing’
Managing the value
for customers by
sending meaningful
gifts, allowing no-
questions-asked
returns, personally
handling queries etc.
Connoisseur
8. Strategy Assessment | Stakeholder Analysis (Forming an Ecosystem)
Design Procurement Manufacturing
Distribution
& Logistics
Sales &
Marketing
Private Label
Company designers, Artisans/
craftsmen, craft co-operatives
& communities
- Craft clusters – Ministry of
Textiles
- Partnership with various
communities & artisans
based on seasonal demand
Centralized
procurement of fabric
and handed over to
the artisans/craftsmen
At the artisans/craft
communities
location
Ensured by Jaypore Social media
marketing
Branded products | Marketplace model
Jaypore
SMEs, Vendors Connoisseurs
9. Strategy Assessment | Value Proposition
Exceptionalness, Rarity and Authenticity
Rarity
• Private labels
• Focus on pure artisanal / handicrafts
Authenticity
• Offline stores
• Experienced top management
• Sustainable supply chain
• High quality
Exceptionalness
• Curated products (Aesthetic)
• Instore experience (Self)
Muse Characteristics
• Conscious consumers with mature purchasing habits
• Invest time and thought in researching before making a
purchase decision
• Principles of sustainability, authenticity, supporting the local art
and craft communities
• Make a statement away from mass consumption
High
High
Low
Low
Rootedness
Assimilation
2 1
3 4
Muses are chosen
so that they adopt
and refer, evident
via WOM
10. Increasing the AOV & CLV
• Jaypore chose to stick with connoisseurs only, this limited the
customer base they could target
• New product categories were introduced to attract more
connoisseurs
• Jaypore slowly emerged as a one-stop solution, thereby
increasing the AOV and the CLV of the existing customers
Strategy Assessment | Increasing CLV, AOV & Offline presence
"Jaypore was always meant to be for connoisseurs.. may be
the novices will never come and that's ok" - Shilpa Sharma
Increasing offline presence
• Jaypore started with one store per city strategy
• Offline presence is now being increased to build credibility
and fill in the Value-Market fit gap
• They started with their offline store in Delhi first
• The next destination was Bengaluru, where they have now
expanded with stores in HSR Layout, Indiranagar, Whitefield
and Kammannahalli.
• Mumbai also has a Jaypore offline store now.
First store in Delhi Main store in Bangalore
11. Competitor Benchmarking|Comparison with Fab India
During pre- and post-acquisition, Jaypore has maintained its high aesthetic value in its offering
Inferences
• In the quest to scale up, Fabindia diluted its product
offering and moved away from 1st quadrant to 4th
quadrant
• Jaypore stayed true to its brand to satisfy the
connoisseurs by delivering artisanal hand-crafted
products which are truly Indian
• Other players solely focus only on craft-
based merchandise in isolation of the craft
communities
• Only stand-alone stores with a better ambience and in-
store experience compared to the competitors
High
High
Low
Low
Ephemeral
Aesthetics
2 1
3 4
12. Competitor Benchmarking |Store Visits and Insights
Related stores are located in the same area in the mall Description of the muse in the stores
Information about the craft and art form displayed in the store Product tags with information about the craft and
craftmark stamp (which adds authenticity)
13. ABG Acquisition of Jaypore
Double digit growth of ethnic wear market led ABG to acquire 5 ethnic wear brands since 2019 starting with Jaypore
• ABG trying to make up for its lack of presence in ethnic
wear market
• Launched sarees under the Rangmanch brand and men's
ethnic wear under a sub-brand LP Maharaja
• Has shelled out over 535 Cr in investments across 5 ethnic
wear brands
• Aim of creating a strong online presence
Strategic changes and future plans for Jaypore
• Introduction of new product categories after acquisition
• Menswear
• Kid's wear
• Personal care
• Transition to omni channel. Plans to open 6-8 offline store in
coming 2 years.
• Change in pricing strategy. Started offering discounts
• Inventory reduced by 30% after acquisition in FY20
• Focus on increasing market share and reaching to a wider
audience.
• Emphasis on volumes and affordability to penetrate into
smaller cities.
14. Recommendations (1/3)
What ABG
wants
Steps taken by ABG and
concerns with it
Recommendation (What and How)
More
Revenues
• Introduction into new
product categories
• Good strategy. No
concerns.
• Product like Dressing Gown and Bath Robes which are
not offered right now
• Private labels for wallet and belts which resonate with
brand Jaypore instead of listing other brands like
justtanned.
Higher
Awareness
• Marketing to everyone–
even the novices
• Without targeted
marketing, Jaypore will
not help reach the muse
of the brand and would
be approaching the
wrong customer orbits
• General awareness of the brand can be increased
through ATL marketing (hoardings) at strategic
locations choices like airports
• Generate organic marketing through the connoisseurs
using gifts instead of blatant advertising.
• For example, brands like Sabyasachi focuses on
augmenting its value and use indirect marketing by
partnering with wedding event shows like Band baaja
bride on NDTV and sponsor couture for celebrities
15. Recommendations (2/3)
What ABG
wants
Steps taken by ABG and
concerns with it
Recommendation (What and How)
Broadening
the Price
Spectrum
• Creating new collections
with one premium
variant and one low-
cost variant
• Reduced prices defies
brand proposition
• No price reduction in the main Jaypore brand
• Do not even create a low-price variant for Jaypore as
this would end up attracting other customers like
amateurs and novices
• Launch a new brand altogether under ABG umbrella to
cater to the other customers and not under the brand
name of Jaypore
Expansion of
the Offline
Footprint
• Plan to move to even
tier 2 cities and beyond
• They will need to dilute
the prices for increasing
affordability in smaller
towns which contradicts
the brand proposition
• Expand to international cities, In India only focus on
metros and tier 1. No tier 2 and tier 3
• Suggested cities are Chennai, Kolkata, Hyderabad,
Ahmedabad and Jaipur
No offline presence in East India
16. Recommendations (3/3)
What ABG
wants
Steps taken by ABG and
concerns with it
Recommendation (What and How)
Expansion of
the Customer
Base
• Moving to new
customer segments –
amateurs and novice
• This can drive
connoisseurs away from
the brand
• Increase number of connoisseurs.
• Launch a new ‘invite only campaign’ in addition to
Cabal events where current connoisseurs can bring in
the new connoisseurs.
More
Volumes
• Focusing on mass
production, offering
high discounts
• Will tarnish the brand's
USP of 'slow crafted
artisanal offerings'. It
will end up becoming
'yet another Fabindia'.
• Drive volumes by focus on increased frequency of
purchase and increase average order value
• Frequency increase through increase in engagement
• Average order value can be increased by entering into
unexplored premium categories