Franchising–The first step towards Entrepreneurship

 

Franchising has been around for long. Many global brands such as Adidas, Benetton, Levis, Subway and a lot more have grown globally due to their extensive franchisee network. Even in India, Madura Garments (which owns brands such as Peter England, Louis Philippe, Van Heusen), Arvind Mills (Lee, Wrangler and Arrow), Nilgiris (a chain of Supermarkets), Gitanjali Limited (which retails brands such as Asmi, Gili, D’Damas, Lucera, etc.) Crossword Book stores, Barista (Café chain) and many other Retailers have grown their businesses through successful Franchisee Partnerships. Franchising offers a quick scope of expansion for the Retailer while the investment is incurred by the Franchisee. Many first timers and wannabe Entrepreneurs choose the path of Franchising because it is an easier model to crack – the brand (is usually) established and has equity in the market, which pulls footfalls in to the stores. In case the brand is relatively new, then the Franchise fee (usually a one-time fee paid by the Franchisor to the Franchisee) is low, keeping his / her investments within reach. Kaatizone, an Indian QSR chain with a presence largely in South India is on an expansion spree through Franchising. Mr. Kiran Nadkarni, CEO, Kaatizone told in an interview recently. “Franchising has helped us in two major ways: We have been able to generate momentum in expansion quickly. Secondly, the local entrepreneurial talent has helped manage the store operations and brand experience better. Since we are planning to set up a large number of stores, franchising is the best strategy for growth.” Kaatizone has 19 franchises in six cities now and is planning to expand across the country.

The gestation period for recovery of investment can vary from 6 months to 3 years, depending on the location of the store (Malls, High Streets, Corporate locations,etc.) product category, and Brand identity and recognition. Investments could vary from Rs. 5 lakhs to Rs. 2 Crores, depending on the Brand. Some Retailers charge a one-time Franchise Fee and others charge monthly/annual commission on Sales in addition.

Advantages of Franchising

Scalability of Business

The Franchisor would be able to scale up instantly by going through the Franchise model. The prospective Franchisees could be spread across the country and hence the business could be expanded quite fast. This is one of the most important reasons that Retailers choose to go the Franchising way.

Immediate availability of capital

The Franchisee brings in the additional capital that is required to invest and operate the business which is a very important factor for the Franchisor.

Day to-day Operations

Usually, the set-up costs, which are substantial are borne by the Franchisee. He also bears running costs such as daily operational expenses (manpower, electricity, housekeeping, interest on capital, depreciation, etc.)

Drawbacks of Franchising

Customer Touch-points

One of the biggest drawbacks in Franchising is that the Retailer usually loses touch with the customers. The front-end is managed by the Franchisee and hence the Brand doesn’t have much role to play in the Customer Engagement as such.

Loss of Operational Control

The daily operations are managed by the Franchisee. Although there are parameters which need to be followed, there are occasions when the Franchisee takes things under his control which could be potential threats in terms of running the business.

Loss of Focus

Once a Franchisee believes in the model, he / she expand their business across various brands and categories. Therefore, the required focus on the business may dwindle over a period of time. It is quite unlikely that the Franchisee would spend the same amount of time and effort on businesses that don’t yield similar returns.

FDI in Retail has already opened up for Single Brand Retail and the country is eagerly watching the Government’s steps towards their decision on allowing FDI in Multi-Brand Retailing. This is indeed a good time for individuals and entrepreneurs in the making to take their first steps towards Organized Retail through a Franchise Opportunity.

Best of Luck.

The Dangerous Minimum Guarantee Model in Retail Expansion

Aggressive store expansion means two things – heavy capital expenditure and lots of people to manage the stores. Every brand worth its salt wants to boast an extensive Retail store network across the length and breadth of the country no matter what the store level EBITDA is. While there are various ways to expand its network, some of the commonly used ones by Retailers are Franchising (more on that in my next column) and CoCo – Company Owned Company Operated model. While Franchising could mean faster expansion, there are chances that the Retailer may lose control on the quality of customer experience among other things. The CoCo model is very expensive to scale-up unless backed by a solid VC / PE Firm. One of the other means to raise funds for expansion is through the Capital Market – recently Specialty Restaurants that runs the Mainland China, Oh! Calcutta, Sigree and other restaurants debuted their IPO, the first of its kind in the F&B Industry in India (while Jubilant Foods which runs Dominos Pizza in India is also listed, it is not in the Restaurant business but into Casual Dining). Retailers like Café Coffee Day, Dominos, Foodworld, Spencers, Zara, Tommy Hilfiger and many others have invested heavily on their own in terms of store expansion across the country, while others like McDonalds, Pizza Hut, Madura Garments, Reebok, Adidas, Benetton, Nilgiris, etc. have taken the Franchisee model.

There is another alternate model – One of the easiest ways that a few Retail Brands have taken to, which is known as the “Minimum Guarantee” model where in a Second Party is appointed to manage the store(s) on behalf of the company while the Retailer itself invests on the business. Let me explain this in detail. Assume that the store fit-out costs for a 1,000 sft store is Rs. 40 Lakhs plus stocks to the tune of Rs. 50 Lakhs, then the Retailer invests Rs. 90 Lakhs to set up the store and also bears the Security Deposit to the landlord (6 – 10 months’ monthly rent).  Once the project work is completed, the store is handed over to a second party, also known as a Managing Partner or a Managing Franchisee who is responsible for the day-today upkeep of the store. All direct and operating costs such as manpower, electricity, rent and incidental costs are taken up by the Retailer and the Partner is also paid a lump-sum ranging from a few thousands to a couple of lakhs – just to operate the store everyday. The logic is, if there were to be an Area Manager to micro-manage the store (and a cluster of them in each city / region), then the costs would be substantially high. And hence the Managing Franchisee model. The partner also has sales based incentives, that is if the store achieves a set target, then he receives a further commission, usually as a percentage to sales. In many cases, the Partner leases his own property to the Retailer, which means the Rental income comes back to him! In a few cases, either the same partner operates through kith and kin or through friends and relatives who become partners! And then, there are incentives for introducing new partners and locations in other cities. This is indeed a vicious cycle.

In the name of faster expansion and quick growth, many Retail Brands have resorted to this practice. While there is nothing wrong in this approach, the Managing Partner usually gets the cake and eats it too. Without any investment, he has a full time job, a respectable retail profession and a handsome income too. While it is not clear whether the practice has been globally prevalent and if yes, from when – it is quite popular in the Indian Retail scenario over the past decade. While Retailers like Madura Garments have stuck to the tested Franchise model of “Buy and Sell” merchandise (that is the Franchise has to purchase all the merchandise with a small percentage of returns back to the company), others like Reebok, according to press and media releases in the recent past have opted the Management Partner model.

There is no correct or wrong way to expansion. As long as the means are ethical and law-abiding, there is no problem. But concerns arise when there is maniacal expansion with sometime, ulterior motives of helping / supporting some known people to become Management Partners. At the end of it, the Customer decides on the success or otherwise of the brand. And that’s what matters.

Apple–Smart Product or Smarter Retailer?

 

After a lot of careful consideration over the past few months, including reading various literature online and discussion with friends and users of the iPhone, I finally decided to take the plunge. Yes. Now I own an iPhone 4S 32 GB. So, what? Actually. It is just another phone, in my opinion. It is indeed a true case study of how an ordinary product can be made an extraordinary success with simple, yet effective Marketing. One must learn from Apple in this regard. Much has been written about the technical specifications, uniqueness and superiority of the iOS of the iPhone, the Siri and various other features and hence I wouldn’t delve into it. Nor am I a technology expert to rip through comparisons with an Android phone (from Samsung or HTC ) or a BlackBerry or a Windows Phone. Oh yeah, by the way there is Nokia too. Apple iPhone 4S, for me lacks some basic stuff – such as a favourite tune as an alarm; select many / select all in the email box to delete and many such small features. Wonder how the Apple engineers skipped these and a bigger wonder that Apple Marketers kept them low-key, promoting various other features. It is a good smartphone but can be a lot better. Will leave it there.

10 days ago, I ordered my iPhone online – through www.indiaplaza.com where I work. Not just because of a particular loyalty – but also because of the Price. The phone is about Rs. 2,000 (USD 40) cheaper while buying online, compared to the ones sold at an Apple Store or other Electronic Retail chains such as Croma (from the house of Tatas), Ezone (part of the Future Group), Reliance Digital, etc. Two months ago, I bought an iPod Touch (also from www.indiaplaza.com) and the price online was a lot cheaper – I got a 10% discount while the company was celebrating the birthday of Apple founder Steve Jobs. In my view, the iPods, iPhones and iPads should also be sold through Department store chains such as Shoppers Stop and Lifestyle too. After all, it is indeed a lifestyle product as promoted by Apple and not just merely a gadget. The Apple stores are more a novelty than being electronic stores. They are a lot more engaging, inviting and most importantly (well stocked). And I am referring this from an Indian context.

I visited the Apple Store twice in a span of two months to buy accessories for my iPod and iPhone. Every time, the staff have delighted me. They speak little, but with a lot of sense. I have already bought Rs. 10,000 (USD 200) worth accessories from the Apple Store and I believe it is only because of the wonderful staff interaction that I have had each time. On the first instance, I wanted to buy a case and screen guard for my iPod and the staff showed me gladly all the varieties that they had – without indicating any obligation on me to buy. I walked up to two nearby stores that also sold mobile accessories to check out what they have – at one store, the staff was busy canoodling with his girlfriend (I guess) on the phone and had least interest or respect for the customer who came to spend money. At another store, they had stocks for every damn model but an iPod. The staff felt sorry but couldn’t offer anymore. I came back to the Apple store and ended up buying from there. I repeated my visit a month later – this time to buy a screen guard and a case for the iPhone. I visited various other electronic retail stores who didn’t stock them, and were more interested in selling larger items such as LCDs, Washing Machines and Refrigerators. Even Croma, which is known to stock a wide range of accessories wasn’t carrying anything specific for the iPhone.

Back at my favourite Apple store  at the Forum Mall (Bangalore)m Simran, the sales assistant was not just being polite and interactive but was also non-obtrusive. She allowed me to have a look at things, touch and feel them and never got perturbed by the questions that I enquired regarding the various options. She was happy to answer as many and even offered a few ideas such as a “Matt-finish” scratch guard that would not leave traces of oil from the face and which is easy to wipe off. She suggested a case that not just matched with the phone but was sleek and had a good form factor. Amongst other things, she also showed a few headphones and a couple of JBL speakers. And eventually, I ended up buying a noise-cancellation Apple ear phone worth a 100 dollars (Rs. 4,800) which was completely unplanned! All in a span of a few minutes. Now, that’s what I call “engaging customers” smartly. She knew my preferences for music, realised I had an iPod Touch and an iPhone and that I could, most importantly – appreciate and enjoy the stuff that they make and sell. Hats off to their level of knowledge and customer service. Next on my list: JBL Speakers for the iPod.

I have been using a Samsung Galaxy Tab for the past one year and a BlackBerry for over 3 years. Its been just over two weeks since I have been using the iPhone. Happy with it. But would go back to my BlackBerry any day. I am just that. But all said and done, Apple is not just a product maker but also a smart Retailer. With its unique offering of products, they seemed to have mastered the art of letting customers engage with their products. Single Brand Retailers have a lot to learn from them. Of how not to sell, but to make customers buy the products. And appreciate them all their life. Kudos Apple.

Forecourt Retail–More returns per Sq.ft

The Apurva Chandra Committee appointed by the Union Government of India to review the proposals made by the Associations and Unions of the owners of over 40,000 fuel stations in India to increase their margins has proposed a few charges to be incorporated which are as below;

• Rs. 2 to fill air for two-wheelers
• Rs. 5 to fill air for four-wheelers
• Rs. 20 to fill air in a truck or a bus
• Rs. 2 for Drinking water / Toilet usage etc.

“These are the maximum suggested charges. The RO (retail outlet) dealers would be at liberty to charge lower rates” the committee said in its report reviewed by the Economic Times, India’s leading Financial daily. Currently these services are provided free, and pumps are penalised if they do not offer these facilities. The committee, which submitted its report last year, justified user charges as dealers required to employ additional staff to man these services. The Federation of All India Petroleum Traders (FAIPT) has threatened to go on an indefinite strike from April 23, 2012 onwards in case their demands are not fulfilled, among which are to increase their dealer margins on selling petrol and diesel which is Rs. 1.49/- and Rs. 0.91/- respectively at the moment. The committee had summarily rejected fixing the commission as percentage of the invoice value (proposed by the dealers as 5%) and recommended a 33% increase in dealers’ commission on petrol and 23% in diesel.

To me, it seems ridiculous to say the least to charge for value-added services such as water and toilets, let alone filling air in the tyres! Not that patrons would mind paying these small change – but for a Government appointed panel to propose such recommendations is going back ten steps – with all the modernisation and world-class looks and amenities of fuel stations in India, which started off more than a decade ago.

Petrol & Diesel are essential commodities. While Diesel (prices) are regulated by the Government, Petrol was deregulated a few years ago. Public Sector Undertakings like Indian Oil Corporation (IOC), Bharat Petroleum, Hindustan Petroleum, etc. and private players such as Shell, Essar and Reliance are free to price petrol as per their wishes. The price adjustment is executed once every 15 days and it usually goes up or down by a few paise – small change at a rupee level, though it could run upto Rs. 10-15 for a full tank of fuel of 40 litres. Petrol price itself is usually hiked once every 3-4 months by the Oil PSUs which also allows the private players to proportionately increase their prices. Private players price their commodities a bit higher than the PSUs citing lack of subsidies by the government which are liberally showered by the Union Government. Diesel, which is the main fuel used to ferry people and products in this country is almost a sacred commodity – tweaking prices by a few rupees has seen severe backlash over the years and is left untouched – swelling the losses incurred by the oil companies.

Forecourt Retailing, or having Retail outlets within a Fuel Retail Station is not very popular in India, although it has been a practice to have some convenience shops within its premises selling chips and candies. In the West, it is common to see supermarkets, grocery stores, gift shops, coffee shops, fruits and vegetables and so many categories of items being sold in such outlets – they bring additional footfalls to the RO as well as provide alternate, incremental incomes to the RO owners. In India, it hasn’t taken off very well, except for the one of success claimed by Bharat Petroleum and Hindustan Petroleum with their respective convenience stores. Café Coffee Day, India’s largest café chain with over 1,250 outlets at the moment is the only national player apart from McDonalds to have a significant presence at Fuel stations. And this seems to be only growing. "Between verticals and formats we keep looking at opportunities for expansion," said K. Ramakrishnan, President – Marketing in an interview to The Hindustan Times recently.  The other verticals where CCD is expanding include transport hubs, malls, multiplexes, highstreet, residential, premium institutions (such as hospitals and educational institutions), and highways. Highways are an important component for retailers like CCD, where finding reasonably lower-rental locations is easy, especially within fuel stations. Customers are familiar with the brand and therefore stop by at their outlet while refuelling their cars and refilling and relaxing themselves. McDonalds too operates many outlets on the highways, mostly within petrol stations. The RO dealer, in return for renting space gets either a fixed rent or even a revenue share on Sales.

Rather than charging additionally on value-added services like filling air and drinking water or for usage of toilets, it would make sense to create a strong value-proposition by exploring various retail formats within the ROs. Reliance Petroleum, which operates and manages over 600 ROs in the country includes a restaurant in most of its outlets. These were earlier operated internally by Reliance in the name and style of “A1 Plaza” but were later outsourced, given the better understanding of F&B players like Kamat Yatri Nivas who manage some of their prestigious locations. While the luxury of space allows to operate F&B outlets and other large format stores in the Highways (where overall rentals are cheap), it may not be possible within the city limits where space is at a constraint and while people are in a hurry. In these cases, it may make sense to sell small ticket items such as magazines and popular books, candies, chocolates, wafers etc. This wouldn’t require heavily trained staff while at the same time can get incremental revenues too.

It is only in the interest of customers, fuel dealers and Retailers that we move progressively – in a direction that is to the mutual benefit of all rather than recommendations like above where basic amenities are charged for! Pity!

Music can convert more customers!

I asked him, “are there people in your store who have had a love-failure"??” and obviously he was confused. He called for his supervisor and I repeated my question. Both of them gave me a warm smile and declined that there wasn’t anything of that sort. So, why play such boring music of love-songs at a Hair Salon post noon?!? I quipped. He was quick to change the music and I told him that it wasn’t for me but for his employees too. This incident happened recently at a hair salon when I was out for my monthly activity. I have been a firm believer that “air play” or the music that you play at your retail store, irrespective of its format has an impact on the customers and their tendency to shop/consume more. And there is no standard laundry list of what kind of songs to be played across formats – these are learned over time and are specific to the history (of customer behaviour) and the geography (of the store’s location).

A salon must be playing peppy songs  most often. As it is, a hair cut or a similar activity is a reasonably boring one (and I specifically refer it only to men) while women seem to focus more on the job being done. The staff must be happy and cheerful all the time – after all, they promise to change the way one looks and this is an important thing that most Senior Managements at Retail companies give a miss. While they focus on clean and hygienic environments (which is a must in a salon), things such as mood-lighting and sound (read: music) is often ignored, though not intentionally. It could be different for various services within a Salon. For Ex., the music to be played while a hair-cut is being undertaken could be significantly different than when, say a body massage is being given. I was a month ago, outing at a Kerala Ayurvedic Massage centre, its more of a therapy than just a massage, I would say and to my surprise, there was no music! The whole place was smelling of essential oils, which seem to be suffocating at some stage. I did share my feedback with their front-office and they gave a lame reason – that the speaker wasn’t working. Hope these things get corrected.

For my new born child, I was looking for a cradle and visited many stores that stocked “Baby Products” in Chennai. Not one was  playing music! They could easily be selling music CDs and DVDs for kids of various age – though these are low-margin, low-value items, they increase the basket size without much effort. Mom and Me, the baby products and maternity store operated by Mahindra Retail was playing a DVD on their LCD screen which was located 15 feet above the ground. One had to look up all the way to see what was going on. Ofcourse, it was better to play something than nothing, I felt.

Saravana Stores, a regional Retailer based out of Chennai which has one of the highest footfalls into their million square feet stores recently was playing “Jam” by Michael Jackson, while most of their customers wouldn’t have even known the pop icon. India’s largest Hypermarket Retailer Big Bazaar had sometime ago tied up with a Radio station with national presence but which plays regional songs. Makes sense. Retailers need to talk the same language as the customer and create the mood for consuming more. Cafes and eateries such as Café Coffee Day, Gloria Jeans, Pizza hut, etc. typically play the latest hits while a fine-dine restaurant plays mellow music, usually instrumental such as a piano or piped instrument. Pubs and Bars, as always play music that is so loud that patrons have to speak at the top of their voice to be heard. Grocery stores may choose to play local music but not something that is very jazzy! Department Stores and Malls too play soft music most often. The moments of truth, irrespective of the retailer’s origin or market remains the same.

The power of air play is huge. Few Retailers have realised and used it well. Hope to see many more use them smartly – afterall, good music can aid in higher conversions!

Instead, they drive away footfalls!

I was recently in Chennai and happened to see an advertisement in the newspaper from a leading footwear Retailer announcing End of Season Sale and massive discounts. Someone within my friends circle had even mentioned about it on Facebook. Excited I was like many others, landed up at the store on a Saturday evening. To my utter disappointment, the store was in complete disarray. The owner was standing in one corner with a long face and the sole salesman was running pillar to post, literally. There were atleast 20 customers within the store – a few on the lower level and mostly women on the upper floor. I will not mention the name of the Retailer who is well renowned in Chennai and I only assume that this incident was an aberration than norm. Hope it gets better sooner than later. How I wish...

Some key learning that I took out of this episode;

• End of Season Sale is not just a season to liquidate stocks. It is also an opportunity to attract newer customers from across the town
• To mention “Upto 40% Off” in the advertisement and finally offering unknown brands at such a discount or lower is a wasted effort
• Women are slow shoppers – they spend on an average 2-3 times the amount of time than men while shopping and also try 3-4 times more footwear than men
• It didn’t make any sense to stock women’s products on the upper level – while most customers did walk up, it would have been a better idea to stock them downstairs and allow them more space to move around
• There were just two boys running around helping customers in each floor. Knowing fully well the additional footfalls that are expected due to the newspaper advertisement, it would have made sense that there were more helpers in the store to assist customers
• There is a tendency to believe that discount-seekers are of a lower profile than normal customers and hence it is ok to serve them less! Bad Idea! There were more cars parked outside the store than two-wheelers. And most of them who paid for the product used a debit or credit card
• Worst of all is to stock the products badly – in carton boxes and allowing customers to search for their sizes

At the end of it, I found nothing interesting that were on Sale; instead I walked out of the store rather disappointed. disgusted more on the owners’ interest levels and attitude than the fact that not much was available to buy! Will I visit the shop again? Yes. I guess it was more of a one-off case and would allow the Retailer to correct themselves!

Air Conditioners–From Luxury to Necessity!

Its summer time again – that time of the year when children spend more time outside school, though not necessarily at one’s home! They could be either playing street cricket all day or some indoor games at a friends place! And it is also that time of the year when people look for a cooler climate than it is outside – what better reason to enjoy the weekends with the comfort of an air conditioner! It is the time when the sales of A/Cs sees a peak – sales surge by over 200%. Retailers such as Reliance Digital, Croma and EZone and Brands such as Onida, Samsung, Daikin and many more woo customers with various offers and promotions over these 3 months.

While it used to be a luxury to have a window a/c (in middle-class Indian homes two decades back), things have evolved a lot over the recent years. Today, to have an a/c at home is no more just aspirational. After a long tired day at work, inmates would rather prefer to spend time at home within the confines of a cool area. In fact many builders who construct apartments plan for a/c ducts (window or split) well in advance. And connecting one is no more cumbersome as they used to be. Today, brands send their respective service personnel to the homes of customers for a free installation which is completed within 1-2 hours depending on the complexity of the wiring!

The challenge is not about buying an a/c anymore. It is about being able to use them consistently as well as being able to afford surging electricity bills. This year, states like Tamil Nadu, Karnataka, Andhra Pradesh, Maharashtra and many more are facing acute shortage of power – and regular power cuts are the norm of the day. At Avadi, a suburb outside Chennai (where train carriages are manufactured for the Indian Railways), there are atleast 5-6 times power cuts everyday including twice in the night between 7pm – 7am for an hour each. In areas like Whitefield and Sarjapur Road in South East Bangalore, power cuts for 2-3 hours are considered normal. Houses that have inverters may not necessarily connect their a/cs as the cost goes up significantly.

Unless the Government manages the grim Power situation better, it is of no help to the Retailers and Brands who publish half-page advertisements in leading newspapers! However, if you are planning to buy an A/c, rush to your nearest Retailer now for exciting deals and offers! And yes, Happy Summer!

eCommerce in India -

I was recently interviewed by Mr. Pawan Gupta who manages the E-Business India Forum on LinkedIn. Here are the excerpts;

Pawan: Indiaplaza has been one of the oldest & successful online stores in India with 10 million products. What is IndiaPlaza.com all about? 

Shriram: Indiaplaza.com is the only e-commerce portal that offers a reasonable breadth, width and depth of products across several product categories at very low prices. There are various e-comemrce portals today in India that are category specific, but Indiaplaza.com is the only horizontal portal that offers a choice and range to e-shoppers to choose from. So while someone has purchased a mobile phone for themselves, they could also consider buying a bottle of perfume for their loved ones or toys for their children. From household appliances to daily use cosmetics, it is all available at Indiaplaza.com under one roof. Within the next six months, the range is expected to double, while also improving our customer service to world-class levels. And most importantly, Indiaplaza.com is the only place where shoppers earn loyalty points for their purchases.

Pawan: What are the challenges in the SBU you are heading at Indiaplaza.com and how do you plan to deal with them?

Shriram: Our business model is unique while compared to that of others. We do not follow a warehouse model, thereby saving millions of dollars to the investors, while at the same time offering and serving our customers to the best of our abilities. Selling Lifestyle products to customers online is easier said than done. While for generic categories such as perfumes, cosmetics, baby wear and toys it is easier to sell without a trial – without a “touch and feel”, it is indeed challenging to sell footwear and formal wear shirts to men or gowns and dresses to women. However, we are building a portfolio of products which are reasonably standardized and therefore customers can buy without bothering about size and (mis)fits. Further, Indiaplaza.com allows a no questions asked return policy, thereby allowing shoppers to buy their preferred products without any concerns. Over the next six months, the Lifestyle selection at Indiaplaza.com would boast of a full range of products that fulfill the entire wardrobe requirements – from shampoo to deodorants, from customized collars and cuffs on shirts to awesome footwear!

Pawan: What is your view on e-Business growth in India?

Shriram: Indiaplaza.com (formerly fabmart.com) has been operating in this space since 1999, when there were only 3 million online users. According to various estimates, that number is now hovering around 100 million users, of which over 10% of them are active e-commerce patrons. The coming years are going to be rather interesting. With the internet moving away from traditional desktops to laptops, tablets, mobile phones and smart phones, there would be more opportunities for shoppers to consume online. Shopping on the internet is not just about saving a few bucks, but also about saving precious time and the effort associated with it. Imagine the time spent driving a few kilometers to reach the nearby Mall or Shopping Centre, parking your vehicle, reaching out to the store – only to find out that what you wanted wasn’t available and end up buying what was! Shopping online will serve this need. Even if the product is not available, the shopper can leave a “Notify Me” message to the e-tailer. Once the product is made available, the potential customer is informed. While this is possible in the real world as well, the shopper has to undertake two visits for the same purpose, spending precious time, money and fuel. While ordering online, the customer also gets the product delivered at their doorstep free of cost from Indiaplaza.com for most items – all with a few clicks while having some free time.

I also believe that e-shopping will become a family activity sooner than later. For example, if a family plans to buy an LCD Tv or a Washing Machine, the whole family can spend a few minutes at sites like Indiaplaza.com and choose their preferred model. For mundane day-today activities such as buying grocery and household items too, internet would become the preferred way to shop. I wish this interview is played back after 4-5 years!

Pawan: What are Interesting challenges you see in e-Business growth in India? And what do you foresee the key drivers for e-Business growth in India in years to come?

Shriram: The biggest challenge (read competition) to e-commerce players is, well, the offline retailers. The effort lies in moving the customers from physical shopping to online shopping. Even in Metro cities like Delhi, Mumbai or Bangalore, e-shopping is restricted only to a few categories. This will grow exponentially due to the obvious reasons of word-of-mouth and convenience (due to lack of time). Things would be more interesting in the Tier II and III cities. Organized Retail penetration is restricted with one or two shopping centres and not many retailers have their stores established there. Even if they do, they may not carry their entire range of products – across sizes and colours 24/7, 365. Many Retail Brands haven’t taken up the E-Commerce opportunity too seriously today. While they are happy to sell their products outright to e-commerce companies, they are not too keen to walk the path. One possible reason for this could be that such an act may threaten (seemingly) their franchisee stores or their own stores. But this would change sooner than later. Well, there wouldn’t be an option I guess.

Many years back, I was part of the team that set-up (Organized) Travel Retail in India at Bangalore International Airport (BIAL). At that time, most brands were reluctant to enter this segment.  Today, between Delhi, Mumbai, Bangalore and Hyderabad – these four airports manage a Rs. 1,000 Crore Turnover! While some brands realized the potential early, many missed the bus. I see the same thing happening to online retail. It is in the interest of the brands that they jump this bus sooner than later!

Pawan: What is your advice to budding Indian Entrepreneurs for building successful online businesses?

Shriram: First and foremost, one needs a great idea in the online ecommerce space. To sell a category / a range of products is not an idea for Gods’ sake. In a competitive environment such as the one that we are going through, there needs to be a distinguishing plan – one that stands apart from the others. And many of them confuse it with providing superior service. Hey! Customer Service is a given, that cannot be a differentiator! Today’s customers – online or offline are particular about the way they are served. While they are reasonable enough to give us (The Retailer / etailer) a second or even a third chance, there has to be something that the portal offers which is far difficult to replicate. Most players believe in large scale advertising, gaining quick traction and grabbing eyeballs through a heavy ATL Marketing Program – but this exists only till the cash in the coffers dry up. Thereafter, one needs to have a strong play to perform and to outperform the others in the game. To be an entrepreneur is a dream that many people share but one shouldn’t confuse passion and business. They are two different things. While it is good to follow your dreams, it is equally important to build a robust business plan – one that talks about profitability and value creation for investors and stakeholders and not just popular advertising…

Phoenix Market City–Everything for Everyone!

Yet another mall opened its doors recently in Bangalore – this time in the far eastern limits of Bangalore, near Whitefield. After a successful launch at Pune and Mumbai, the Mumbai-based Phoenix Mall Management has launched their prestigious project in Bangalore. This is the largest mall in town with an estimated 1.80 million square feet of space – a multi-development concept and one of its kind in the city that also includes a half a million square feet of office space, a 5 Star hotel with 236 rooms, a service apartment with 174 rooms and a multiplex spread over 55,000 sq ft. The external beauty lies in the fact that it is horizontally spread than vertically – all of four floors and a lower ground which connects directly to the most spacious parking lot which is well spread and brightly lit. The construction architecture is minimalistic with no jazz – focus is on the Retail Stores than crazy designs and confusing walkways. This mall also launched for the first time in Bangalore, marquee brands such as Zara, the Spanish fast-fashion retail chain in a JV with the Tatas (Also Read: Starbucks India – a TATA Alliance), Calvin Klein, Gant and California Pizza Kitchen. The main anchors include Big Bazaar, India’s largest Grocery and Homewear Hypermarket chain, MAX Hypermarkets, Reliance Trends, Reliance Digital and Reliance Time-Out. Regular Mall names such as Benetton, Tommy, Fab-India, Titan, Louis Philippe, Arrow are present while a few such as Café Coffee Day, Barista are conspicuously missing!

The best thing about the mall is that it has everything – for the first time, multiple entrances – from the main entry gate, from the sides (Drop-off area), and from the basement parking area. The Ground Floor (entry level) is rather wide and broad – spacious enough to make it appear like a premium mall. Tommy, Gant and Zara welcome visitors with their bright signages and show-windows. Once inside, the shopper gets to see the wide expanse through well thought out and planned cut-off areas – from one floor, there is ample visibility to other floors.

The anchors are also well spread. Big Bazaar is closer to the Parking Area so it would be easier for customers to take their shopping trolleys to their vehicles; however one needs to walk almost half a mile to the main road if they don’t have a personal transportation – an area that must have been given thought to. Max Hypermarkets welcome you once the shopper enters from the lower basement. Pantaloon Fashion store is placed in the upper floor while Reliance Digital (the Electronics Store) is in the lower basement too. There is a small gifts shop – all of 400 sq ft which is packed with curious onlookers for all the fancy cheap Chinese imports that the store has. The Foodcourt is as always, on the top floor nearer to the Cinema Halls while the Gloria Jeans coffee shop is sadly placed beneath an escalator with sparsely spread out seats – some wooden and some sofa seating in some random manner! Obviously, the café doesn’t commensurate its great coffee with its ambience. The other coffee shop, Costa is placed on the top floor – some logic I guess!

I walked for over an hour, before understanding the layouts and placements, familiarizing myself – I scored lesser marks in my own purview although I wonder if shoppers would get to know it even after as many as 3-4 visits. Zoning, which I know personally had taken many months with inputs from some fabulous international consultants is to say the least, sad. Maintenance costs would be sky high I guess – air-conditioning such a wide area with two dozen security guards for over 14 hours a day is not going to be cheap or easy. The escalators – onward and downward are placed next to each other thereby not diverting traffic in various directions. Signages- although we don’t read as much – are scarce.

Overall, this Mall has tried to become everything to everyone – a premium mall in one-fourth of its space and a normal neigbourhood shopping centre with the rest. While Big Bazaar and Max are expected to draw a different set of clientele than, say a Zara or Gant, they are placed far behind – from a real estate point of view, this probably makes sense. But just that. Most people who intend to shop at a Hypermarket would be passing through premium retail stores – not only would they find it out of place but also a bit weird. Also, the Hypermarkets, whose predominant customer base are those who depend on autos and two-wheelers would find it taxing to come and shop here. And btw, Big Bazaar has its store close by – within a 3 km distance to be precise. Other than being a show piece, I wonder if they have any other reason to be here. And for the customers of premium Branded Retail stores – the car parking areas are just too far away. Wonder if that would put them off. Except if they have specifically come to shop at, say the iconic Calvin Klein.

Firstly, does Bangalore need such a large Mall? With congested roads and consistently heavy traffic not just at the CBD but almost everywhere in the city, what we need are a number of neighbourhood malls – within a 4-5 sq km radius and within a 15-20 minute drive. And this everything under one roof doesn’t work as much. Bangalore, or most Indian cities do not attract a huge tourist population such as Dubai or Singapore. Nor are our prices globally competitive, rather more expensive. The semi-urban crowd that comes to the larger metros and cities rather stick to traditional shopping areas (Read: Downtown shopping centres, predominantly the semi-organized retail stores). The Mall also needs to attract 3-4 times what the best Mall in town attracts today – to support the single-digit conversions at its stores. For a Mall that is located so far off, it is anybody’s guess if the Mall or its tenants would do well in the first few years. Maybe over 3-4 years, the location would attract some traction.

Needless to say, the group has invested significantly and so have the Retailers. Here’s wishing them good luck in times to come.

India: Starbucks Coffee–A Tata Alliance

 

“We will look at expanding this partnership as a long-term relation... We are excited at building an enduring company that has a positive impact on India,” John Culver, President of Starbucks (China and Asia-Pacific), told reporters on Monday, 30th Jan 2012 at Mumbai, India. The company has signed a joint venture with the $ 80 Billion Tata Group, its first outing in India after waiting and watching the market for a long time now. Starbucks (Nasdaq: SBUX) operates over 17,000 cafes across 57 countries, with over 30% of them being outside the US (home) market. China has over 400 cafes since it opened in 1999. For the Tata Group, this is their second outing in the coffee business – earlier, they bought a 34% stake in Barista Coffee in 2001 which was later sold (in 2004) to the Sterling Group which later sold it to Lavazza of Italy (2007). “The joint venture with Starbucks is in line with Tata Global Beverages’ strategy of growing through inorganic growth focusing on strategic alliances in addition to organic growth,” R.K. Krishna Kumar, vice-chairman of Tata Global Beverages, told reporters.

(Suggested Reading: National Coffee Day)

The Indian coffee market has been well sought after for the past decade or so. Homegrown café chain Café Coffee Day has over 1,200 cafes across 140 cities in India and also has a presence in Pakistan, Austria and Czech Republic. The company, founded by serial entrepreneur VG Siddhartha and backed by Sequoia Capital and KKR among others has a deep rooted coffee heritage spanning over 130 years. The Coffee Day Group manages thousands of acres of coffee plantation in Chikmaglur, the coffee belt of Karnataka in the south of India and consumes most of its production for self-consumption and very little for exports (which was the other way around a decade ago). Barista Coffee, owned and operated by Lavazza from Italy comes a distant second with over 250 cafes across the country while Costa Coffee from the UK,  which has a JV with Devyani International, a Delhi based business powerhouse comes close with over 140 cafes. Apart from this, there are several regional players who occupy a sweet spot for themselves in their respective markets.

So, what is in it for SBUX and for the Indian consumers?

Well, for SBUX it is a large play on an untapped burgeoning coffee market in India. With over one-third of the entire population of 1.20 billion under the age of 35, there is no better market than ours for a café chain. With increasing earning ability and higher disposable incomes, Indian consumers want nothing but the best and hence there has been a mad rush by various apparel brands in the premium and high-end spectrum of the organized Retail Market. From McDonalds to Pizza Hut, Dominos and KFC, they are all here and have even tweaked their global menu, mostly for the first time to suit the Indian palette. So Starbucks has a ready market which is waiting eagerly to lap it up immediately. For the Indian consumer, there is a lack of differentiation today; they have been used so much to the CCDs and Baristas that they are eagerly looking forward to a change. With more consumers undertaking International travel on work and leisure, they get exposed to various facets and hence are expecting similar standards and offering.

Starbucks’ entry has been a dogma for many years now. There was an aborted attempt in 2006 when it planned a JV with The Future Group. And thereafter, it has been slow. This time, they seem to have got the JV right. Rest, as they say needs proof of the pudding. Well, you can’t really go wrong with the Tatas, given the way TRENT has managed its relationships with Woolworths, Tesco and Zara. However, they wouldn’t have an easy task to establish themselves, here’s why;

• Scalability – Delhi, Mumbai and Bangalore would contribute to over 1,200 cafes together, about three-fourths as many cafes in the country.To penetrate these markets wouldn’t be easy. And then to scale up. Well.
• Real Estate – While more and more Malls are coming up in the top 10 cities, High Streets will continue to remain a favourite for SBUX and this is an area they will indeed find a huge challenge, in getting the best locations
• Menu – While CCD has a more or less Indian menu (Read: suiting the local palette) no other café chain has done this – and would apply to SBUX as well
• Pricing – This would remain the most important competitive advantage that CCD would score against SBUX and probably all others. Getting this right would be a key challenge, to say the least
• People – To get high quality baristas and front-end staff is not going to be easy. With its rigorous process-driven approach, SBUX may find this as a problem but this is one that can be fixed sooner than the others above

(Suggested Reading: When Skill sets take over everything else!)

It’s now a matter of time that Starbucks would be all over, but probably not as ubiquitous as Café Coffee Day. There are neighborhoods, for example in Bangalore where CCD has half a dozen cafes within 3-4 sq. km. And this applies in Mumbai, Delhi, Hyderabad, Chennai, Kolkata, Pune, etc. as well. SBUX would probably take half the time (or probably lesser than) it took CCD to get as many cafes, but that’s still a long way ahead. It was announced yesterday that the first few cafes would come up at Delhi and Mumbai, which is a disappointment for me (living in Bangalore) but also strange that Bangalore has not been given its importance. Anyway, look forward to having a large café latte soon!

The above video has been shared from www.starbucks.com

Retail Store Opening Time

I recently received an email from Reliance Mart that they would opening their stores at 8am! The email newsletter was a bit incomplete in most respects – it doesn’t talk of its existing store timing (including opening and closing) and the list of all stores or a contact number such as a Customer Care number or a Toll Free number. It is anybody’s guess why this particular retailer would want to open so early – given that it is a Hypermarket format. In the footer of the communication, the cities where they operate is mentioned, most of which are non-Metro cities, which I guess could be the main reason for this move. In metro cities, people (Read: consumers) leave to work by 8am and return back around 8pm, hence most of the modern shopping environments including Malls, Supermarkets, Hypermarkets and Specialty Retailers open their stores only by 11am. Also, this is a huge cost-saving for retailers – lower usage of electricity and other utilities; staff can work in a single shift; most importantly, it provides time to set-up the store in the mornings – stock fulfillments, “facings” of products on the shelves and a sound briefing session to the staff.

At Foodworld, (a Supermaket chain part of the erstwhile RPG Retail) when I used to work in Chennai 10 years ago, we experimented opening the store at 7am – really early by Organized Retail standards. But what we realised was that we built a strong loyalty among the local residents and the neighborhood. Customers started coming in early to pick up vegetables that would have landed fresh at the store; and along with bought a packet of bread and some milk. And a few other daily use things too! I remember, we used to interact with regular customers and they would feel happy to be at the store so early! I guess this is one area where Kiranas cleverly take a lead amongst Organized Retailers. A typical kirana store opens by 7am and starts brisk business early. And closes as late as 10.30 or even 11pm at times.

The Government’s rules and regulations are not helping Organized Retailers either. Law states that women employees (who contribute to a significant percentage of the work force in the front-end of Organized Retail in India) cannot work beyond 9pm and should be escorted back home by the employer. Almost no one follows this though, thanks to lax overseeing by the respective agencies and authorities. The retail stores cannot function beyond a certain timeline, which is 8.30pm in Kolkata, 9.30 pm in Chennai and so on. Recently, Star Bazaar, part of TRENT Retail (owned by the TATAs) and Total Hypermarkets, part of Jubilant Retail based out of Bangalore extended their store closing time to 12.00 midnight, a welcome move by regular customers who heaved a sigh of relief since they could comfortably shop during the late hours! Mustafa, a local retail giant in Singapore, for example, is open all night and sees regular customer flow all through! I was told that the contribution of business between 9pm and 8am is almost 20% since tourists hop by after the city closes down.

With FDI in single brand retail already in place, it is anybody’s guess if more and more Retailers would want to keep the stores open late night or open early since the International Giants might want to pump in more money and experiment if customers walk in late at night. While this may work for certain categories such as grocery, household, furniture, etc. it may be obvious that fashion is not something that could work. After all, that category of customers would we wining, dining and partying late night than shopping! Café chains such as Café Coffee Day, Barista, Costa, etc. keep their outlets open until late in the night while book store chains such as Crossword and Odyssey usually wind up early. The case may be a bit different at Airports, where a majority of International Travel happens during the night and therefore, most of the Retailers are open all through the day and night.

There are a few advantages for Retailers to have extended store opening time;

• Customer Service – During the lean hours, Retailers can provide better customer service, a typical measure to increase conversions
• Loyalty – Retailers could offer bonus loyalty points (if they are operating such a program) to those who shop during such a stipulated time
• Understanding Consumer Behavior – Since customers would be shopping under a more relaxed environment, they may tend to show a better behavioral pattern which may be useful to Retailers
• Targeted Promotions – Retailers and Brands could run specific promotions during such times to increase penetration of certain SKUs

The drawbacks though, would be;

• Increased Operating Costs – Retailers would have to shell out additional salaries to staff who work during such extended times as well as incur other overheads
• Sustenance – Such a move, if it is experimental only for a short while can dent the brand image of the retailer among customers, leaving them confused
• Managing the network – If the Retailer has stores across multiple cities, then it may be forced to maintain uniformity across all locations

Having said that, I believe there are hardly few Retailers who would want to try this venture. For, success is not something that comes without repeated attempts!

100% FDI in Single Brand Retail. So?!?

The Government of India officially announced allowing 100% FDI in Single Brand Retail on 9 Jan 2012. “We have now allowed foreign investment up to 100 percent with the stipulation that in respect of proposals involving FDI beyond 51 percent, there will be mandatory sourcing of atleast 30 percent of the total value of the products sold…from Indian small industries/village and cottage industries and craftsmen,” Commerce and Industry minister of India, Mr. Anand Sharma said in a statement.

(Suggested Reading: FDI in Retail – the saga continues)

The Indian Industry seems to be equally upbeat;

In an interview to ET, Future Group's CEO Mr. Kishore Biyani said, "I believe both single and multi brand retail together can bring in an investment of $10 billion in the front-end alone. I think this is a significant investment in the next four to five years, and the journey has just begun." The announcement of single brand retail has come sooner than we had expected, though. It is a good move, and a precursor to the bigger one now - the multi-brand retail announcement, added Biyani.

“We hope the initiative is a precursor to further liberalisation in the sector in the days to come,” Rajan Bharti Mittal, managing director at Bharti Enterprises, Wal-Mart’s India partner for wholesale stores, told Bloomberg.

"The notification was expected because single-brand is less controversial, as the brand will not compete with a local retailer," said Bijou Kurien, who heads the lifestyle division of Reliance Retail, which runs department stores, hyper-markets and supermarkets.

“The opening of India’s single-brand retail sector sends a crystal clear signal that India is open for business at a time when economic opportunity is certainly welcome amidst global uncertainty,” said Ron Somers, president of US-India Business Council (USIBC).

We believe that further opening up of the single brand retail clearly shows the government`s positive intent towards bringing about reforms. We see this as an important step towards further reforms in the multi-brand sector as well said broking house ICICIDirect

“Globally, single-brand retail follows a business model of 100 percent ownership and global majors have been reluctant to establish their presence in a restrictive policy environment,” the department of industrial policy and promotion (DIPP), said in a statement.

(Suggested Reading: Luxury Retailing in India)

100 percent ownership would be permitted in single brand product retail trading under the government approval route, subject to the following conditions:

• Products to be sold should be of a single brand only
• Products should be sold under the same brand internationally (i.e. products should be sold under the same brand in one or more countries other than in India)
• Single brand product-retail trading would cover only products which are branded during manufacturing
• The foreign investor should be the owner of the brand
• In respect of proposals involving FDI beyond 51 percent, mandatory sourcing of at least 30 percent of the value of products sold would have to be done from Indian “small industries/village and cottage industries, artisans and craftsmen”
• Application should be submitted seeking permission from the Indian government for FDI in retail trade of single brand products to the Secretariat for Industrial Assistance in the Department of Industrial Policy and Promotion
• The application will specifically indicate the product/product categories which are proposed to be sold under a single brand
• Any addition to the product/product categories to be sold under single brand would require fresh approval from the government
• Applications would be processed in the Department of Industrial Policy and Promotion to determine whether the products proposed to be sold satisfy the notified guidelines, before being considered by the FIPB for government approval

(Suggested Reading: “UnHate” by Benetton)

Mono Brands such as Tommy Hilfiger, Pepe, Mont Blanc, Rolex, Pizza Hut, Costa Coffee and many others through a JV with Indian partners have been operating in India over the past years. Some like Benetton and Nike have been operating on their own, using manufacturing/marketing as their modus operandi through a predominantly franchisee model. Over the past few years, we have seen even luxury brands like Louis Vuitton, Diesel, Tumi, Armani and Versace enter the Indian Retail market through respectable JVs with the likes of Reliance Retail, DLF Brands, etc. and all of them seem to be doing well in their own way. Indian business houses such as the Tatas, Jubilant Organosys and Dabur have been happy to partner with international brands such as Zara, Dominos and Subway (respectively) and operate large franchise operations. But the fuss over 100% FDI in single brand retail seems surprising, if not confusing. Louis Vuitton, for example expects a sale of over USD 100 million from a 550 sqm outle from its only airport store in the world at Incheon International Airport, Korea. It would take LV a few years to achieve a similar number in the Indian market. In such a scenario, I wonder why would international brands invest and fund their expansion and growth in India all by their own, while there are so many Indian business houses/partners who wish to do so.

Video Courtesy: The Moodie Report

Indian and International Retailers are eagerly looking forward to the approval of 100% FDI in Multi-Brand Retail, which is not expected until the elections are over in key states such as Uttar Pradesh. Major action is expected only when the big boys of multi-brand retailing are allowed to enter India and operate directly and service end-users/customers. And that doesn’t seem to happen soon, certainly not in 2012. Hopefully, the next year – if the world doesn’t end. That is.

(Suggested Reading: Borders – a book in itself)

End of Season! End of Party time?!?

Late 2009 was the time when one could see the slow down of the 2008 Economic slowdown in India. While rest of the world including America, Japan and parts of Europe were down with Recession (read: 2 Quarters of continued negative economic growth), India was seeing its GDP grow at a modest 7%. As Kishore Biyani, CEO Future Group once said in 2008, “Consumers are sitting on the fence, not really knowing when and what to spend”. How true, it was at that time. And then 2010 happened. Growth was the new buzz word and Retailers were back in action. New swanky stores, additional staffing, high-paid executives in the upper echelons and yes, a double digit same store sales growth which was being celebrated by one and all. All izzz well – the song from the movie “3 Idiots” was the most hummed song among the Retail fraternity thereafter for the next 18 months.

Photo Courtesy: Times of India

Consumers who were holding on started buying new houses; furniture and furnishings for their new/old houses; Cars of all sizes – from an upgrade to a sedan to the first four-wheeler in the family; brown goods – LCDs and LEDs saw growth of over 100% for some brands! Refrigerators and Washing machines were flying off the shelves; Smartphones’ sales grew than those of normal phones; shoppers were buying more footwear and clothes, not just to show-off their wealth and happiness but because they could now afford to. Monthly grocery, which is an important metric to measure consumer confidence was growing at a healthy double digit. The confidence in consumer spending allowed Retailers and Brands to invest more and more – on new stores as well as higher targets. Unfortunately, the party seems to have ended abruptly.

(Suggested Reading: New Store Openings)

Lifestyle, India’s premier Department Store Chain was the first to announce EOSS – End of Season Sale last week. This came as a big surprise to the market – consumers aren’t complaining though. Central Malls, part of the Future Group and the largest mall chain in the country announced flash sales over the New Year Weekend, only to end up disappointing itself. Even brands like Levis which wait until Valentines announced “Sale” a day before. Spanish chain Zara, went on sale too, albeit it matches its International calendar where the end of season sale happens around Boxing Day and continues until Christmas. The new season in the West begins from January onwards. Most brands usually run on full price until Feb. 14, assuming shoppers would anyway buy, irrespective of the price-tag to fulfill their own wishes as that of their loved ones. This year seems to be an aberration.

Photo Courtesy: Times of India

“The targets for the current year were ridiculously high; We pleaded the Management not to set such high, unrealistic targets but they were in no mood to listen, thanks to the high voltage sales that have happened over the past 4 seasons” – says the Area Sales Manager of a premium apparel brand, who requested anonymity, saying he was not the official spokesperson. The Unit-Head of one of India’s largest Department store chains quipped that the chain has more stores today in large cities and hence the pie doesn’t seem to be growing rather getting cannibalized. “Instead of increasing the customer base of loyalty members through marketing activities and TV ads, the Management is getting into deep discounting; we had one of the finest customer service staff 4 years ago, but I cannot claim so now; they (the CSAs) are paid 6-7000 bucks and obviously the quality of staff and their service has deteriorated.” This gentleman, whom I’ve known for over seven years now requested I don’t mention his name as he may even lose his job for saying so.

(Suggested Reading: Customer Service by Trial & Error)

“These days, people are walking to our stores, checking out the products and then buying online. 5 years ago, the larger players were threatening our livelihood, but these days, looks like the online players will wipe us out”, quips Ravindra, shop assistant at a leading electronic store in Bangalore. “FDI in Retail is a big threat for us; if the big international players step up their expansion like what I’ve seen in the Gulf over the past 15 years (read: Middle East), then we will all have to shut shop and find an alternative full-time job rather than running these departmental stores”, cries Syed Pasha who settled in East Bangalore 5 years ago after working in Sharjah for 15 years as a low-cost laborer.

Photo Courtesy: Times of India

So, is the party over already? The answer is a big NO. Retailers and Brands have to realize that short-term growth is no metric for long-term survival. Nor would E-Commerce players like Indiaplaza.com would take away their share of business. India is a one trillion dollar economy and is fundamentally a strong one, with its ability for self-sustenance. (Sale) Targets are an important part of the business but they are not the only ones to focus on. Most Retailers and EBOs of Brands need to step up customer service. Rather than pay lower and have more staff, they should consider paying higher salaries, mostly linked to sales and have lower staff on the floor who are efficient and effective in their output.

(Suggested Reading: What retailers can learn from the aviation crisis)

The Retail India Story has just begun; Internet Commerce is still under-penetrated at the moment. Retailers can and should take advantage of growing consumerism with better service with fewer stores. As always, Small is Beautiful.

Retail in India–Way ahead for 2012

 

Organized Retail in India has come a long way over the past decade and 2011 was expected to change the wind towards the positive side, due to allowing FDI in Retail. Thanks to political unrest and the opposition parties claiming hoarse, FDI in Multi-Brand Retail has been put on hold (hope not shelved) while FDI in Single Brand Retail has quietly been allowed, atleast on paper. While a few International Brands such as Benetton, Tommy, Diesel, Esprit, etc. have been operating in India for many years now through Joint Ventures with Indian partners, a beeline of Brands wanting to enter India is expected in 2012 – a hope that many in Retail have been holding on for sometime now! The coming months are expected to be exciting times for our Industry and here’s a view on how this landscape would evolve;

Malls

From a lakh square feet to a million square feet in 10 years, modern shopping centers aka Malls have walked a long journey all these years. Today, Malls are not places for consumers to just shop but a generous mix of shopatainment – which includes Shopping, Dining and Entertainment. While there are over 200 operational malls today in the country, another equal number is expected to come up in the next few years. A number of mall projects which commenced during the slowdown in 2008 are ready for occupancy now and many are expected to launch this year.

Supermarkets

The neighborhood supermarkets have evolved the most, among all formats of Retail over the years. Size was always a concern for players like Spencer’s and More – getting it right was a challenge, either the stores being too big with empty shelves or too small with regular stock-outs. Many players have exited the marketplace while a few like Food Bazaar and Nilgiris (through franchises) are increasing their presence assuming scale-up would help them gain overall net margins which range in high single digits. This would be the first format, in my opinion that would straighten up – only serious players would exist and they would do a great job while many others would exit – hopefully this year.

Hypermarkets

With foreigner CEOs and advisors engaging the managements of Indian Retailers, it was widely believed that Hypermarkets must be large, really large like the ones in western countries.Thanks to some early learning, many players like Hypercity and Total have corrected their ways of working. Small is the new Big, with Hypers ranging from 20,000 – 45,000 in prime retail areas in multi-level locations compared to the earlier proposition of being over 60,000 sft – one single floor in suburban areas! Newer players especially multi-nationals like Tesco and Target are expected in this format in the coming year while existing players are planning massive scale-ups.

Department Stores

These large format stores, the blue-eyed ones due to their colorful appearance was and is expected to be the only ones to see some EBIDTA in their early years. That’s a boon and bane in a sense in this format. To ensure they attract high-spender footfalls regularly, they should turn their stocks quite often; that means having the right mix of merchandise is extremely important which is a direct impact of having high quality staff who can choose the right merchandise every consecutive season. This is a vicious cycle and players like Shoppers Stop, Lifestyle, Westside etc. have got it right while a few of them are still struggling to learn.

Specialty Retailers

Stand-alone specialty stores of international and even domestic brands are seeing dwindling numbers. The total number of stores that were being added year-on-year have reduced considerably. If it was 20 new stores and most being unprofitable four years ago, the numbers have reversed, thankfully. Most brands don’t talk about crazy numbers anymore, only well-merchandised stores and outlet level profitably.

QSRs and Food Retailing

It seems cooking and eating at home is a more expensive proposition these days thanks to high food inflation and going by the sales of pizza chains and fine-dine restaurants. While Dunkin Donuts is almost ready with its first outlet, Starbucks is slated to open quite soon too. Café Coffee Day will ad over 200 new cafes this year while Dominos and Pizza Hut will have company in California Pizza Kitchen and a few others. This would indeed be the most exciting format to watch indeed!

Kiranas

The unorganized retailer down the road doesn’t pay taxes or offer health benefits to employees; no one ever checks the quality or quantity of goods sold; BUT he is able to offer lower prices everyday to consumers with other additional benefits such as short-term credit and quick home delivery. Modernisation is the byword for the them and they are indeed giving a touch competition to the organized players.

E-Commerce

But the real competition, if not threat to all formats of retail in 2012 is going to be through E-Commerce. Sadly, many brands and retailers are not paying attention to the increasing internet user base – over 100 million as of 2011 compared to just three million in 2001. This has allowed fly-by-night operators to open websites that sell everything from toothpaste to watches, apparel to expensive jewelry! Most of them have no clue how e-commerce works and many are even buying merchandise and selling – something which goes against the fundamental philosophy of transacting online!