Hypermarkets–The latest poster boy of Modern Retail

The first thought that came to my mind was – “Will this store be THE game changer for this Mall?” Not that it had weak anchors otherwise, but somehow this store, I believe would attract most number of footfalls. Time will prove, and I hope my assessment would be correct in this case too. I am referring to HyperCITY from the K Raheja Group which opened a few weeks back at Royal Meenakshi Mall - Hulimavu, a lesser known suburb in South-East Bangalore which houses one of the largest new-age residential settlements of those who are employed in IT, ITES and the BPO Industries, mainly due to the cost effective availability of housing requirements as well as reasonable accessibility in terms of time and distance to their respective workplaces. A maiden attempt by a group of enterprising entrepreneurs, I would say this is another brilliant model for Neighbourhood malls – self sustained with most aspects of modern retail within its precincts. Other anchors include Cineapolis, the Mexico based multiplex chain with its first cinema in South India, CROMA – the electronics store from Tata Retail (TRENT) and many others.

The store is located on the upper ground floor facing the main entrance and the lower ground floor of the mall with direct access to the basement parking areas – a smart move by the Retailer to encourage shoppers to enter the store directly after they park their vehicles.  However, after finishing their shopping from the Upper ground floor, one would have to pass through the lower floor to access their cars – a bit of walking around the store though, which could be inconvenient during peak shopping hours. The store is well laid out – the lower ground floor offers Grocery and other Home needs while the upper ground floor with all other categories including Electronics, Toys, Apparel, Furniture, even Bicycles and many more. My guess is that the lower ground would remain more crowded – for two reasons; one that it has brilliant view from outside and would naturally attract mall visitors, and two that it houses the core categories which shoppers would come looking to save for – grocery, fruits and vegetables and household items. What I liked the most was the “fresh section” – Maybe it was the first day and hence everything looked very nicely displayed but still, the way the categories were planned was commendable. Also, they are located deep within the store, another smart idea to pull customers inside and thereby making them walk through the store. Meat & Poultry located close by could prove to be a disadvantage if the exhausts and HVAC are not maintained well – an issue that many retailers are trying to grope with.

The store interiors are typical of a Hyper – no false roofing, basic tiles on the floor, tube-lights running through the length and breadth of the store and focus lights on merchandise that’s on offer. While it does reduce the Capex to a large extent, it also showcases the store as being simple and straightforward – a stark contrast to the luxury stores at high-end malls that sometimes stink of grandeur and austerity! After all, hypermarkets should also look what they profess – savings, savings and savings. And HyperCITY is indeed very good at it. On the store launch, Mark Ashman, CEO, HyperCity Retail (India) Ltd, told the media, “HyperCity is committed to fulfilling the aspirations of the local people by providing them a world-class shopping experience. Our customers will enjoy the convenience of international shopping from over 44,000 products at great value under one roof.” And all this over a mere 60,000 sft.!

With their continued focus on convenience, experience, quality and savings, there is something that this Retailer has been doing right. Apart from stacking the right merchandise, I guess its the speed at which they have been growing. Often accused (not in a real sense though) of being slow in terms of store expansion and growth, HyperCITY has got its act right. With only 10 stores across the country, the group has managed to understand the business well – they have opened at interesting catchments across cities to ensure that they are not just in the race to grab market share but also to make money at the store level. With an investment of upto INR 2 Crores per store, the Retailer has been cautious about its overall Operational profitability which seems to be getting better by the day. Specific to this Mall, none other than the Hyper is going to be the the main anchor that would attract thousands of shoppers every month! Those who come to shop would indeed pass through the other Retail stores, Food Courts & Restaurants and m\Movies would complete the entertainment bit as well. This store is not an exception, but Hypers would become the Poster boy of Modern Retail and the Darling of Mall Developers soon.

Paribartan! Retail revival in West Bengal?

My initial happiness started worrying me after sometime – after all who wouldn’t want to achieve their Sales targets! When I was told earlier in the day that the store would close by 4pm, I was a bit happy as I could go home early. But that day, I stayed on, for I wanted to see the people’s leader who would be walking down Park Street with her followers. Yet another protest; yet another reason to bunk work, thus grinned Mr. Bannerjee, my senior colleague in his typical Bengali accent- not that he was complaining, but he was more concerned about reaching home which was at suburban north Calcutta since most taxi drivers would take off from work and those plying would demand double charges. Along with Musicworld, where I was the Operations manager 10 years ago, most other retail stores & F&B outlets along the stretch downed their shutters early due to a protest march organized by a relatively lesser known regional party, The Trinamool Congress. “So where is their leader”, I asked my colleague Sandeep Mallick. “There you see, that short lady in hawai slippers, she’s the one” he replied. I was stunned that such a simple looking person could lead a party and a few thousand followers –for her party as well as her protest march that particular day. I was more familiar with an erstwhile woman Chief Minister of Tamil Nadu where I came from, who would adorn more jewelry than that of a model who poses for Jewelry brands would until she vowed never to wear any ornaments after the ruling DMK put her behind the bars citing various scams. After 10 years, she is back in power today and is expected to run the state in a few days, hopefully more efficiently than the decade that passed by.

Just a few months back (in 2001), the Communist Government had assumed power, this time with a new Chief Minister though, Mr. Buddhadeb Bhattacharya, after the octeganerian former CM Jyoti Basu relinquished the seat of power. Buddhadeb, over the next 10 years tried his best to bring reform and change the business landscape but the fundamentals of his party would not allow him to take brave steps too often. And the rest, as they say is History. Singur and Nandigram were bitter memories that the industry would like to forget. Prestigious projects moved out of the state due to government apathy and the worker’s lethargy. The overall mood in the Retail Industry which peaked all over the country in mid-2000s didn’t have much impact in the state, thanks to a workforce that quite didn’t enjoy working in the modern retail formats. Though money was good, many felt that the jobs were lowly and probably they deserved better. A typical middle class Bengali who reads atleast two newspapers every day, one in English and one in the local lingua, is quite updated with the latest within the Organized Retail set-up across the country. Recently, I was a speaker at the “East India Retail Forum”, organized by IMAGES Retail, India’s premier retail publication in Jan’11. There were over 100 retail honchos across the spectrum who attended the event and the mood was upbeat about the impending Retail transformation that’s on the anvil. Miracles are certain, they believed and I too did, given the slow but steady change in mindset that I had seen over the past year – on my first visit to Kolkata after 10 years since I moved in 2001, I wrote on my twitter (@shri611) “so much has changed, yet nothing much has actually changed here!” What I meant was while there were new high rises and a strong immigrant workforce that had moved in, the old-timers remain what they were, reluctant in some cases to change and a few even questioning why they should.

All that is about to change thanks to the latest verdict in the state elections where the Trinamool Congress has won a 4/5^th majority, ousting the Communist rule after 34 years. It was a shocker to see the outgoing Chief Minister, the Finance minister and many others losing their seats in their respective bastions. Just goes to show that the average Bengali was fed-up – and probably wants a change urgently. He deserves, that’s my belief too. I started my career in Kolkata, way back in June 2001 when I reached the Howrah station all alone, with four bags and loads of dreams, to build a successful professional career. Wasn’t sure if Retail was my cup of tea (or coffee, as I am responsible these days for increasing the café count for India’s largest coffee retailer) but I stayed on. I had just one friend, Hemanth Subramaniam, a former classmate at college who lived in Calcutta those days with his parents who came to pick me from the railway station. The city was over crowded by my Madrasi standards, I thought. And the city roads were congested and there wasn’t even a supermarket to buy toothpaste and shaving cream, I thought. But my first few days at Musicworld changed all my thoughts – that Retail was indeed where I would remain. My circle of friends and well wishes grew over time, so much so that I was hosted four farewell parties when I departed in just a year! 37 Chowringhee, a building that stands proudly, built during the British era was one of my favorite inspirations that housed the Corporate Office of ITC Ltd. at whose factory near Chennai my father toiled for over 30 years to build a family and careers of my sister and myself. I had a lot to give back to the city of joy, where the loner in me was treated every other weekend by someone or the other at Someplace Else or Flury’s, at Tantra or London Pub! During my recent visits and interactions with so many people including those from Government functions as well as those in private establishments, I see an urge, an immediate intention for embracing modern ideas, Organized Retail included.

I am neither a political analyst such as those who feature in “We the People” or “Breaking at 9” nor a mediocre journalist who screams on Tv or writes sensational headlines in newspapers to grab attention – just a Retailer at heart, by profession and choice. Apart from Musicworld & Spencers from the home grown RPG Group, The Ambuja Group and Forum have built several malls in the state while national retailers including Café Coffee Day, The Future Group (Big Bazaar, Food Bazaar, Home Town, Brand Factory), Shoppers Stop, Reliance Retail, PVR Cinemas, Pizza Hut, KFC and many others are all expanding rapidly across the state. A Central Mall is expected to open in Kolkata soon! What I look forward is just a better Retail scenario – one that the Bengali deserves and one which can change their lives and lifestyle quite well. Hoping for a “Paribartan” that would put Kolkata on top in the Indian Retail Map in times to come.

All roads lead to CENTRAL…

 

It was a bit nostalgic for me to be present at site for this event – after all, it was the 18th mall of Central that was getting inaugurated. When the first Central Mall opened in May 2003, I was, along with the Asst. Mall Manager regulating traffic at the entrance of the Mall. I didn’t know to drive a four-wheeler then, so while my colleague was undertaking “valet parking” himself, I was directing visitors to the Mall entrance. The first Central at Bangalore was spread over a lakh square feet, located strategically at the confluence of MG Road, Commissariat Road and Residency Road, opposite Mayo Hall, one of those historic buildings that served as a Civil court and was used for additional car parking during the weekends. Being the first so-called Mall in Bangalore, we witnessed thousands throng the Mall over the first few days, thanks to a four-page advertorial along with the main newspaper released on its day of opening. Within a year, Central Malls opened at Hyderabad and Pune. Founder and CEO of The Future Group, Kishore Biyani envisioned this format as a bridge between the Department Store and a large Mall, what I would term as a “Neighbourhood Mall”. While neighbourhood malls, typically spread between 2-3 lakh square feet are quite famous in the US and Europe, it is indeed new in India. Meanwhile, Central grew from town to town and finally came up of age (18) at its birth place of Bangalore. This is the third Central Mall in town and is also the largest among its other locations in India. Spread over 3.25 lakh sft. across four floors, the Mall has everything that a family needs – from Grocery to Fashion, Restaurants to Home Care. Cafe Coffee Day, Mc Donalds, Pizza Hut & KFC are four strong F&B players while Ezone and Food Bazaar are other anchors that are expected to pull crowds. Cinemax will open its first cinema hall with five screens and a Foodcourt will accompany shortly. While there is parking availability for over 400 four wheelers and about 200 two-wheelers, CENTRAL was the first Retail format which introduced a full redemption of parking fees eight years ago – a feat that has remained so over the years and has been one of the strongest reasons for repeat footfalls.

On 29th May 2011, Central 3, as it is famously referred to was inaugurated among much fanfare and enthusiasm of employees and associates of India’s largest Retailer. Mr. Biyani himself was present at the function, an act that he rarely does. While lighting the traditional lamp at the Cafe Coffee Day outlet within the mall, he quipped, “I am not a fan of such inaugurations, I don’t cut a cake”. True. With the speed at which the group is expanding, he would certainly not have the time to visit every store that opens every other day, in some format, in some town or city across the country. Under the able leadership of Mr. Vishnu Prasad, who has remained the CEO of Central Malls (along with Brand Factory – the discount format department store), Central has not just grown in number of locations, but has maintained its consistency, discipline, growth and profitability over the years. In my second job at one of the upcoming Retail companies in India way back in 2003, I was reporting to him – as a Relationship Manager looking after the non-apparel businesses within the Mall. I chose to move on after a while, but the brand kept growing – and this is where they are. Not that I am complaining, thanks to where I am.

Neighbourhood Malls serve an important purpose in developed Retail markets, especially the West and in some parts of SE Asia. it’s a place where people in the locality congregate; where local events like concerts and cookery shows are held frequently; where consumers frequent with their families, for shopping and dining. The best part about such a format, is it doesn’t take too much space – the Mall itself is a third or fourth the size of Large Destination Malls spread usually over 0.8 – 1.0 million sft, has 2-3 anchors, usually a Department store, a QSR and a Hypermarket and a bunch of vanilla stores ranging from electronics to personal care, fashion, household etc. Parking is limited, due to space constraints, but there is ample public transport connectivity either through Metro trains or road transportation. In fact, some Malls in Singapore, Malaysia, Hong Kong and Thailand even offer complimentary pick-up / drops in Buses from a central point such as the closest Metro train station or a suburban Bus Terminus – a key attraction for families. The Buses, which undertake round trips operate on a set-frequency, which is published through various media such as the Mall’s websites, brochures, at train and bus stations, sometimes even in the newspapers and FM radios. The cost of managing the free transportation is recovered through advertising within the buses – by Brands who operate within the Mall as well as consumer brands such as Airlines and Telecom players. This not only provides enough cash to the Malls, but also a small surplus that goes directly into the Mall’s profitability.

One of the biggest challenges India is facing today is public infrastructure – from Metro connectivity to wide roads, there is severe crunch on mass transportation. As I see, such malls are the future of large Indian Metros and Mini-Metro cities. It is not just a waste of time and money to travel long distances to visit a large mall, but also a terrible use of liquid gold aka fuel for vehicles. These neighbourhood malls should ensure that they not only serve as a shopping destination but may also help build stronger communities in the locality, for the locality, by the locality. Just that the Mall Developers should walk the extra mile to create social awareness such as a Cycle rally to promote fitness or a Yoga session to beat office stress among the the working middle class that spends over 50 hours a week at work. Ideas galore – wonder who would implement first.

For sure, I plan to visit my neighbourhood Central over the weekend – riding on my bicycle. Not to save fuel, not even to serve as an exercise – just that the traffic is expected to be pathetic due to a huge flyover construction under progress outside the Mall; and I can navigate my way through the monstrous four and six – wheelers. See you there!

Best Price - Best in Class!

 

I have seen a few abroad, I have read a quite a lot but today was the first time I was part of the inauguration of a Hypermarket Store. The sixth Cash & Carry store of Bharti-Walmart, rightfully named “Best Price” opened its doors for customers today at Ludhiana. Spread over 50,000 sft on a single level, the store has almost all categories including Grocery, Fruits and Vegetables, Fresh Meat, Personal Care, Home Needs and Home Care, Electronics and General Merchandise. Café Coffee Day is the only F&B point, right after the cash counters – smart planning by the store designers. This is the third CCD after opening within Best Price stores at Amritsar and Jalandhar. Addressing a small gathering of the Press & Media, Employees, Vendors and Guests, Mr. Rajan Mittal, Vice Chairman of the Bharti Group emphasized the relevance of Organized Retail and such formats in the current Indian scenario. He expressed his pride that the group was able to open at their hometown of Ludhiana where he had lived for over 20 years and thanked well-wishers for their stupendous success. Drawing an example of the telecom industry which was in its nascent stage fifteen years back, and which was fully controlled by the Government through its own bodies, he said that the sector was opened up to private players and today, India has a remarkable tele-density. Similarly, the group is pioneering Organized Retail through two formats, the B2B model (Best Price) and B2C model (Easy Day markets) in association with Wal-Mart, the world’s largest Retailer. He also drew comparisons of how China had opened up Organized Retail, how employment is generated and millions are benefitted. Mr. Raj Jain, President of Bharti-Walmart said that the company intends to expand outside of Punjab in states such as Chhattisgarh, Madhya Pradesh, Rajasthan etc. South India would also be a focus with one out of the three Distribution Centers expected to come up at Bangalore. He explained how small retailers can benefit immensely by becoming members of the Best Price format – registration is simple, just a few documents to be provided and patrons can benefit from the prices offered by the store. To ensure only genuine buyers are using the facility, he said that the membership is renewed annually. Credit Cards are not accepted but Kotak Bank, which is the strategic partner to the Retailer, provides 14 day’s credit to members who are part of its own credit program.

While the discussions on FDI is raging all along, Mr. Mittal expressed that the intellectual debate was over and it is now time to act – to open up the Retail sector and allow 100% investment across various formats. The white paper on allowing FDI was published by the Government and the industry has replied their thoughts and concerns. Currently 100% FDI is allowed only in the B2B model while 50% FDI is allowed in the B2C formats, although foreign companies can invest upto 100% in single-brand Retail. Such investments would allow multinationals to invest in back-end supply chain, only which would fuel front-end business. Bang on.

Well. It is easier said than done but eternal optimists like me who intend to spend our lifetimes in this ever exciting industry believe that this should happen sooner than later, for the larger benefit of the society. If one such store can offer direct and indirect employment to over 200 people, it is not so difficult to gauge the overall employability that the sector can generate. Currently, over a million people are part of Organized Retail in India but this number should increase significantly – by 5 times or more in the next 10 years, if only the Industry is allowed to grow. Specific to the Cash & Carry format, small traders and retailers can benefit immensely, thanks to the EDLP or “Every Day Low Pricing” philosophy (although founded by ASDA) but  implemented aggressively by the Grand Old Man of Modern Retail, Sam Walton – the founder of Wal-Mart. He believed that consumers must benefit everyday with lower prices – the reason was two-fold – one, that customers would not hoard commodities for the future; two, that they would visit the store more often, a smart way of driving repeat footfalls. For a nation that has over 10 million small and medium retail stores, India doesn’t have even 50 Cash & Carry Stores! Metro AG, the German Retailer opened for business in 2001 and operates half-a-dozen stores, while the French Retailer Carrefour commenced in 2010 and is still studying its first store located in the suburbs of Delhi.  The Future Group and Reliance Retail are also carefully monitoring and are expected to launch their own Cash and Carry formats soon. Expect a lot of action in this space. And if you are a professional running your own business, be sure to reap rich benefits from such stores. Long Live, Organized Retail. 

Obituary - Raghu Pillai, the Retail Wizard

If there is any regret I would nurse all my professional life, it would be not meeting Mr. Raghu Pillai, whose sudden demise this morning (April 10, 2011) has left me baffled with life’s uncertainties. Last month, I was at the Corporate Office of Home Town, which is also the Head office of Future Value Retail, where he had moved in a few months ago as CEO after being at the helm and putting up Reliance Retail to shape. I saw him walk past the cabin in which I was in a meeting; when I walked out, couldn’t spot him and left in a hurry for the next meeting. Little did I imagine that I would never see him again! It is ironical that I write this column on board a flight from Chennai to Kolkata where I started my career a decade ago at Musicworld Entertainment, part of RPG Retail for which we was the founding CEO since 1995. He suffered a massive heart attack and passed away at his Chennai home this morning and is survived by his wife, son and daughter.

Raghu Pillai was one of my first inspirations into Retail. I was among those 40 other Management trainees who were deeply inspired and influenced by his baritone-voice inaugural speech even as we were settling in our chairs that morning during the first day of the induction session at the RPG Retail’s former headquarters at Spencer’s Plaza at Chennai. He came across as a very simple and down-to-earth person but was a towering personality. His trademark Cotton half-sleeve shirts and Chinos trousers with a notebook and some papers on one hand and a box of Classic cigarettes on the other was an inspiration that many of us imitated, although out of sheer fan-following and respect than anything else. I had the privilege to interact closely with him during his regular visits to the RPG Headquarters in Kolkata – he would silently walk into the Musicworld store at Park Street and would be browsing the shelves, observing Customers and ideating new ways that we should be taking-up. Later on, when I moved to Foodworld Supermarkets Ltd., which was the Food & Grocery chain of RPG Retail, I continued to have interactions with him as I was heading the flagship store of Foodworld located at RA Puram, a South Madras residential locality where he was instrumental in opening the first Foodworld store, which was inaugurated by the late Carnatic Music Legend, Smt. MS Subbulakshmi. He used to frequent the store, usually on his way back home as we were also preparing for the store’s renovations in 2003.

Raghu was a big fan of music, as he spent many years with Gramophone Company of India (popularly known as HMV, a company that RPG Group bought over many years ago). He was a Retail Wizard – after all, he was the first working professional who had commenced the organized Retail set-up in this country. At RPG Retail, he was responsible for the introduction of various formats such as Foodworld, Musicworld, Health & Glow and Giant Hypermarkets and later on moved to Reliance Retail where he was the Group CEO for Strategy, Operations and Business Development. In Oct. 2010, he joined The Future Group as CEO of Future Value Retail and also as an Executive Member of the Board. His keen sense of understanding of markets and consumers came from his hands-on extensive experience – he used to spend a lot of time at the Retail stores. He was one person whom the entire Retail Industry looked up to – the first Retail Professional in this country to pave way for thousands of us who followed this unchartered territory.

I write this column with deep regret; it’s a pity I cannot attend his funeral on Monday morning at Chennai, but Sir, you will remain in our hearts forever as a great role-model and as an inspirational leader. May your Soul rest in peace…

David vs. Goliath – Retailers and Kiranas. Long Live David.

I was actually not so surprised to see the store closed for a few days, although really felt bad about it. The first time I entered the store ever since I moved to my new locality, I really didn’t get the right vibes – somehow, these psychological factors work a lot in Retail. The store was in a good location, with grand visibility due to a small curve around, was located in the upper ground floor, which means one has to take a few steps to reach the store and even had unlimited car parking facility along the road side. So, there were actually no concerns about the location per se. But once inside the store, I somehow felt that this store wasn’t doing too well. The category mix was just fine, although in my first visit (which was during the first week of the month), I didn’t get as many as 6 items in the monthly shopping basket. The staff attitude was good – atleast not so bad given the indifference that we see at many other similar retail stores. The stench (of Non-Veg Food) for a hard core veggie like me was unbearable – the fresh meat section was located deep inside and the smell was all around. This usually happens because the store staff does not run the air conditioning throughout the day – a little compromise to save electricity bills which could have such an impact that it detracts otherwise loyal customers into the store. Last but not the least, this was only one of the three Food & Grocery stores in the vicinity of 5 square kilometers – no way could “competition” have been a reason!

I am referring to “Spencer’s” Retail store – my alma mater, my first University after my B-School education. In my early years at the erstwhile Foodworld which was a Joint venture between the RPG Group and Dairy Farm International, Hong Kong, I realized my love affair with the Retail business – a conscious decision taken to stay on in Retail during one of those self-introspection moments which is why where I am. Indeed, I am greatly thankful to the Management support that I received during my initial days – I was fresh into the system and was the only MBA Store Manager – an unwarranted attention within the company, but those who had employed me had a thought and plan behind. It was the most prestigious store I was handling, at RA Puram in South Madras which was also the first store of the group way back in 1997. Foodworld was already a household name by 2002 when I joined, and hence didn’t require marketing the brand. Those were the days when I would stand at the doorstep, welcoming customers as well as hearing their feedback when they were exiting. I had a superb team to manage (rather, one that I was part of) and the store used to attract high-profile customers like film stars and celebrities of their own right! In late 2005, DFI and Spencers split their JV and the RPG Group created its own Retail stores under the iconic “Spencer’s” branding. The rest as they say is history. 

Today, Foodworld and Spencer’s co-exist, especially in the southern markets such as Chennai, Bangalore, Hyderabad etc. Loyalties have split and each of them have their own loyal lot of customers. Spencer’s was inching a step ahead due to its original brand-recall while Foodworld was remembered for building the organized Retail space. Over the years, Spencer’s faced stiff competition from national players such as Big Bazaar, more. , Star Bazaar, etc. which opened large format stores and hence had to create its own avatar, Spencer’s hyper. While the move did work to its advantage, its success would be keeping it going.  

So what really was plaguing the store I referred earlier? Not many actually. One of the biggest competitors for organized players in this space is not its peers, but the local Kirana. He has also grown over the years, form 200 sft mom and pop outlets which used to sell off the counter to large air conditioned self-serviced stores with mechanized billing, spanning 2,000 sft and a range that can never compete with others. One of such players is doing brisk business in my locality – a group of Malayalee entrepreneurs who returned from the Middle East who may have tried various sources of employment and finally settled on the age-old Retail formula. The store is cluttered with merchandise – a phenomenon that our Indian customers like a lot. Organized Retailers have tried cleaning up the store as much as possible, which eventually attracted only the elite (who incidentally don’t cook at home always). Indian shoppers like the butt & brush effect, something we are used to in wet markets once upon a time.

Here are a few reasons why the Greenland scored brownies against Spencer’s;

·         Merchandise Offering – One of the key success factors for the Food & Grocery business is availability of goods – a make or break reason. If during the second or third visit the customer doesn’t find products that she wants, she would not enter the store again. This was one of the main drawbacks in my opinion. While the Spencer’s brand name pulled shoppers inside, they left the store empty-handed.

·         Store Ambience – Fresh Meat in my opinion was a wrong move – an inclusion which could have been avoided. Little do we realize the maintenance involved in managing the ambient temperature within the store. Also, price-wise, there wouldn't be any great advantage over the local markets, so I wonder why the had to try this. 

·         Home Delivery & Extended shopping hours – while Spencer’s had “staff” employed, Foodland had “family and friends” employed to serve customers. There would be a guy who takes phone calls through the day and goods delivered (for as low as a bill of Rs. 100) within a few minutes – From NAN to Noodles, one could just order over a phone. Also, the shop would open as early as 7am and would close after all customers have left- close to 10.30pm.

·         Staples – It is a given fact that the biggest draw for organized F&G Retailers is Staples, a category that managers spend a lot of time on. These are expected to be crowd pullers and hence a lot of analysis is undertaken to ensure the right product is available at the right time at the right price. Unfortunately, even the strong-hold of Spencer’s could save it from closure

·         Fresh Fruits & Vegetables – this, I guess was one of the strongest proposition. While Spencer’s had better products within the confines of an air-conditioned store, Greenland displayed them outside in the open. Availability was never an issue and pricing was reasonable.

The above scenario is pretty interesting, given that the debate on FDI in retail is raging by the day. My hunch is that FDI will indeed be allowed around Q3 this year. Three states (Tamil Nadu, West Bengal & Kerala would have positive results on the Congress Party & its allies) are up for Assembly elections next month, the results of which will play a major role in the Centre deciding on FDI in Retail. The anti-FDI guys have always batted citing the livelihood of small entrepreneurs and Kiranas but the situation described above is certainly not a lone incident. There are hundreds of organized small-format Retail Stores that are facing the music across the country. Hence the question is who actually is David? Certainly not the kiranas! With over 12 million small unorganized retail stores across the country, they are indeed the Goliath. The best is yet to come and I am enjoying each passing day in this exciting Organized Retail Industry!

Redefining Airport Retail – Terminal Three, Delhi Airport

It was the first time ever (and hopefully the last time) that I ever missed a flight. Was stunned by the fact that something like that could actually happen! It wasn’t because I was wandering across the sprawling retail areas of the airport but because of a silly gaffe. Anyway, the pupose of my visit was fulfilled with a three hour walkthrough across the various areas of the airport. Although it’s been already written and told a few times so far, here’s a firsthand account of what’s for an avid shopper at T3. Firstly, if you were to really explore this place, block 60-90 minutes ahead of the scheduled boarding time (not the departure time). The design of the airport terminal is such that one enters the main hub after security check and then there are different spokes (or arms) which lead the passengers to the Boarding Gates. The Hub is where most of the Retail and F&B action is. So, be prepared to walk a long way before you finally get seated into the aircraft. Undoubtedly one of the most modern airports in the world, T3 as it is famously known is constructed and managed by the GMR Group which also manages the Hyderabad Airport in India and Ataturk Airport in Turkey.

As with most international airports, the Check-In and Arrival areas are common for both Domestic and International passengers. While there are limited Retail and F&B opportunities in these areas (mostly for convenience), I guess it is more by design since the passengers are expected to spend time and money in the main commercial areas after security check.  The walkway for passengers is through the retail stores – an interesting idea first explored at the Bangalore International Airport, which is predominantly how airport retail layouts are planned and executed world over. The idea is to make the passengers walk through the stores – the store aisles are identical to the walkways and hence give immense opportunity to convert passersby into potential customers. In the Domestic Departures, one is welcomed with a fascinating WH Smith, the UK based books and stationery retailer through a joint venture in India. Adjacent to it is another British Giant – Marks & Spencer that showcases daily wear fashion for men and women including accessories. The undergarments’ section at the entrance was a surprise – am sure store planners would have visualized some other way than reality. Then there are other major retail brands such as Fab-India and Swarovski showcasing Indian and International contemporary fashion, Croma Zip, the electronics mini-format from Tata Retail, Perfumes and Cosmetics from home-grown Parcos, Toys and early learning products from ELC, Sweets and Confectionery from Chokola and local delicacies from Haldirams. The F&B range is rather remarkable – given that passengers prefer to spend more time at bars and restaurants. T3 is the second home for Coffee Day Square that serves the most premium single-origin coffee sourced from all over the world apart from the regular fare that’s available across its other 1,070 cafes; Kingfisher Good Times Bar as the name suggests welcomes tired passengers to offer one for the runway; the massive foodcourt in the first floor offers over a dozen Indian and International offering– over 300 exciting items to choose from. On the way to the gates, there is also Dilli StrEAT – a superb idea that showcases local food delicacies. And then there are the Lounges which overflow (read pax waiting outside for some of them seated to move out) during the peak hours.

Given that our domestic passengers are not habituated to shop at airports, it was surprising to see such a spread-out retail offering. For example, the distance from the Business Lounges / Shopping & Dining areas to the Boarding Gates could be between 200 metres to 1,000 metres which means one may have to walk between 10-20 minutes to reach the aircraft.

The International Departures (after Emigration and Security check) is quite similar, except that the entrance is welcomed by one of the most fabulous Duty Free selections across categories such as Liquor and tobacco, Scotch whisky, Premium Wines, Perfumes and Cosmetics etc. Ethos, India’s largest retailer of watches and timewear operates a premium watch boutique. They have indeed walked a long way in Airport Retail after debuting in Bangalore Airport in 2008 and thereafter at Mumbai Airport. Then there are other premium and luxury brands such as Versace, Hugo Boss, Samsonite Black, Swarovski, Mango, Kimaya, etc. An interesting idea is the Indian souvenir and gifts shop - it also includes a SPA / Therapy centre and is welcomed with exciting artifacts and a photo of the Mahatma with a Charka – quite didn’t understand the significance except for a small note on “Service”. Coffee Bean and Tea Leaf has a café in the ground level but for a more detailed fare, one has to walk up to the first floor which has a massive food court and a special area for children to play – I guess the planners would have thought children would be playing while the adults are having a bite at the foodcourt which is again located between 200 – 1,000 meters from the Boarding Gates.

The kilometer long piers (at Domestic & International Departures) that connect the main building to the Boarding Gates do have some F&B opportunities, but the menu is selective and doesn’t attract passengers quite a bit, unless there is a compulsive need to stop-by. Pepsi is the exclusive partner for this airport and hence one can find a vending machine selling various packed beverages every 20 meters. Vodafone is the prominent telecom partner and even offers free browsing!  There are a number of ATMs, just look for them and you have the convenience of picking up cash on the go. 

Overall, it’s a joy to be at this Airport Terminal for which we have waited for many years - this airport was completed in 37 months with a capacity to manage 34 million passengers a year in comparison to Singapore Changi T3 (76 months, 22 million pax capacity), London Heathrow T5 (60 months, 25 million pax capacity) and Beijing T3 (60 months, 45 million pax capacity) – easy in and easy out - 168 check-in counters; 49 emigration counters, 46 immigration counters; in-line baggage handling system with a capacity to handle 12,800 bags per hours; 97 automatic travelators and 78 Boarding Bridges; an overall area of 5.4 million sqft including 215,000 sft of Retail space! Just that it takes too much time than anticipated, so double your proposed time if you want to pass through the Retail, F&B areas. As for shopping, if you still do, then Happy Shopping.

Retailers and Social Media – setting new trends

Everybody who is somebody in Marketing is today craving about the power of Social Media on consumers. I have been hooked onto this upcoming (or is it already there) medium for over two years now, but am yet to tap the full potential, both in terms of knowledge gain as well as ways of improving business. While most of the self-claimed Social Media Gurus believe that usage of a social platform such as Twitter or Facebook itself is Social Media marketing, it really isn't. At least for Retailers and Brands. Its about how the medium is used to connect to consumers and to receive feedback from them, rather than passing communication / message such as promotions and offers. While I have been thinking of writing a column on this topic for quite long (apologies to followers of this column and even those who don’t, for not being around for more than eight weeks due to other predicaments) I read something a while ago which prompted me to discuss this topic. Feedback, as always most welcome.

Ralph Lauren, the marquee Luxury brand in all senses has launched a heavily interactive iPad app to promote its RLX (Ralph Lauren Extreme) sportswear line. The photo and animation-rich app, the first the publicly-traded fashion company has created for the iPad, invites users to perform different actions that underline the apparel line’s various properties. Users can use their fingers to paint in color on a black-and-white photograph (highlighting the collection’s colorful palette), tap to freeze model-athletes in various acrobatic poses (conveying agility) and blow into their iPad’s microphone to demonstrate the “light-as-air” fabrics, among other things. It utilizes much of what the device has to offer: its built-in accelerometer, digital compass, assisted GPS and multi-touch capabilities. Users can shop the collection within the app, share images via Facebook and e-mail, and save images to their photo library. Like most fashion apps, the vast majority of users will open it once and never again — but that appears to serve Ralph Lauren’s purposes well enough, given that the app promotes a single collection.

What started more as a mere communication (internet advertising followed by emailers a decade ago) evolved into a multi-million audience with the social media networks springing up by the day. Facebook, (valued at $82.9 Billion) one of the earliest entrants in the social networking space and a darling of the masses seems to lead the pack with tons of brands vying for mind space on the digital platform. It changed the way brands communicated – from one-way “take-it or ignore” communication to two way "compulsive interactivity". Brands are not just telling about themselves to their audience but also listening - started asking them what they wanted, what they liked and didn't. Specific to India, Shoppers Stop, Pantaloons, Wills Lifestyle, Vero Moda, Adidas & Nike are prominent in the apparel space; Pizza Hut, McDonalds, Hard Rock Café, Dominos and Taco Bell in the QSR space; Café Coffee Day & Barista as the two prominent café chains; and there are even malls such as Inorbit and Phoenix Mills that have their own community space! All these pages are updated frequently, ranging from twice a week to thrice a day, depending on the level of engagement that a brand wants to have.

Then came Twitter –a social networking and microblogging site where the user can post messages upto 140 characters (only), has followers and can follow other users as well. While this is mainly considered for personal networking and news updates due to the frequency of postings every day (over 65 million tweets a day according to Wiki), brands are vying to be heard in this space too. Many of them who are on Facebook double up their efforts to communicate through Twitter, while the popularity of it is not even half of that of Facebook which has over 500 million users!

Another big trend these days is the emergence of Foursquare, a location based social networking tool that allows the user to invite his or her friends; once connected, the user needs to check-in using the app (available for Android devices, iPhone, Symbian and even Blackberry). Users virtually check-in to locations that are listed everytime the app is refreshed. The network of friends would get to know the whereabouts of each other, except that one should be careful in his or her judgment before inviting the Spouse or Boss into the network, for they may want to keep them away from such coveted information! Globally, many brands have tagged themselves with Foursquare and offer specials to “Mayors” (a user becomes a Mayor with maximum check-ins in the past 60 days; and there can be only one user as Mayor everyday), ranging from a dollar off on a Frappucino at Starbucks to getting free bread sticks at participating Pizza Hut outlets in the US. “We want to give our customers an incentive to return to their favourite Pizza Hut as often as possible,” says Chris Fuller, Director of social media at Pizza Hut, Dallas. “This is a fun, interactive way to fuel customer loyalty.  “Mobile tools and social media have become part of the daily routines of our customers,” he said. “They get their news, share their stories and, yes, order pizza from their phones without ever placing a call.  

Cafe Coffee Day is the first Indian brand to go live on Foursquare. On your third check-in at CCD (applicable only for Bangalore for now), you will get a 15% discount. And if you are the Mayor, CCD will serve you a free coffee and a 20% discount on every 3rd check-in. Aside, Cafe Coffee Day is the first Indian brand on Foursquare to have their own Brand Page. With 7 out of 10 phones being sold in metros already being smartphones and getting less expensive (I wouldn’t say cheaper!) by the day, between Rs. 7,000 – Rs. 9,000 for a decent entry level one all the way upto super smartphones and tablets averaging Rs. 30,000, these apps will only become more popular and user friendly. Its up to the Retailers and Brands, how much they would like to involve themselves in this new media. After all, it doesn’t come easy and cheap – either it needs a dedicated in-house team or an outsourced one, either way requiring an in-depth knowledge about the medium. Time will tell, how well this media is used. Until then, stay connected with your favorite brands and ofcourse, your's truly.

http://foursquare.com/shri611

http://twitter.com/shri611

http://www.facebook.com/TheShriram 

Plastic Cards – Increasing consumption at Foodcourts

After getting into my Cab, I realised that I hadn’t collected the refund for the prepaid card I had bought at the Foodcourt a while ago. I quickly pulled out the bills to check the redemption and validity – to my surprise, the card had a validity of 365 days from the date of last usage! I realised I would be visiting Delhi atleast 6 times in this span and I would end up at DLF Promenade once again, the  upmarket mall in South Delhi which is the latest darling of shoppers in Delhi. Peacefully, I proceeded towards the airport. This was two months ago. During early Dec., I was in Chennai along with my colleague, the Head of Operations at the Express Avenue, the shocker landmark for Chennai’s conservative shoppers. Cafe Coffee Day operates three cafes within the mall, one each on the first, second & third floors almost on the same latitude. The Foodcourt here also has a plastic card which can be used at all the F&B outlets. Two weeks ago, I was with my childhood friend and both our family members to catch up the newest Kamal Hassan starrer at PVR Cinemas located within Ampa mall in North Chennai. We were just in time for the movie and decided to have a quick grub at the foodcourt (although I insisted people around that we could pick up something within the CCD inside the Cinema!). The place was jam-packed, a Friday evening, with people filled on almost every chair available. Though we were in a hurry, my friend chose to fill in more than what we had anticipated to consume. He said it could be useful during his next visit. Yesterday, I was at Mani Square, an upmarket Mall which opened a few months ago in Kolkata for a quick bite. When I approached the local food counter of Kolkata (Chinese), the guy smiled at me knowing I was a first timer and guided me to the prepaid card counter. Even the KFC doesn’t accept cash and I had to use the card for my favourite Mojito Crusher.

So, what’s with this prepaid card everywhere?

As Organized Retail is evolving and is in different stages of maturity across the cities, Mall developers have come to realise that there is no point proposing sky-high rentals as this would not just be a deterrent for serious players if not forcing them to move out sooner than later, but also have the wrong ones within the mall. So, more than two-thirds of mall developers now charge a Minimum Guarantee or a Revenue Share (on Sales) whichever is higher and to ensure that actual sales are reported, especially at the Foodcourt, they maintain a centralized counter. Customers must first fill currency of whatever denomination they wish to (subject to a minimum, which is usually Rs. 100 and includes a refundable security deposit of Rs. 25) and could then redeem it at any of the outlets in the foodcourt. Needless to say, the balance could be redeemed as and when they feel so. The POS is attached to a central server which records sales on real-time basis. The mall developer or the Foodcourt operator charges a small fee from each of the players for managing the connectivity and maintenance. Even Mumbai and Delhi airports follow the same philosophy to record actual sales.

So, how does it help & whom?

Retailers are immensely benefited as customers do not think too much while they are ordering using a prepaid card; since the card is loaded and there is no cash transaction (and thereby no need to tender exact change), they do not keep track of the exact spends. Also, there is a huge scope of upselling as customers are not really looking at the value of each product versus the money they pay. It helps customers as it simplifies the payment process. Usually when families visit a foodcourt, each member would have their own preferences. Thereby, the same card could be used across various outlets and counters. There is no need to carry cash since the main counter usually accepts Credit Cards. For students who frequent the mall and for employees of Corporates who work close by, it could be a boon as they may load currency in advance and keep using it through the month. It helps the mall developer to keep track of what’s happening across players – it can monitor sales regularly and promote those who are not attracting too many customers. Indeed, it is a win-win-win approach. But it does have its own drawbacks. Since there are too many choices, customers could keep moving and hence Retailers may be losing some of the customers, especially when there are long queues. When there are multiple members in the group, they may have to stand in Q at each counter which may deter them to use the card actively across counters. Over a period of time, if the process gets complicated for whatever reason, customers may avoid such places which may have an adverse effect on the whole area, which in turn would affect the Mall Developer.

All said, I guess this is the way forward to maximise consumption. Once the card is loaded, and usually there would be some residue left every time, shoppers would keep returning to the particular Foodcourt, thereby driving footfalls into the Mall. This plastic card would certainly change the way people consume, just a matter of time till this phenomenon spreads across the country. Given that we sell more prepaid mobile calling cards than postpaid ones, and given Indian consumer’s love to spend cautiously, I am quite sure this would spread like wild fire over time and may even form part of monthly budgets. It is also a great tool for parents to fill in the card and give it to kids instead of pocket-money and a great alternative to add-on credit cards. Soon, many F&B Brands could have such cards that could be used across their chain of stores. Well, these are not just my wishful thinking. I am sure somewhere someone is working on this and very soon, one of my columns would be discussing it. Look forward to.