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CHAPTER 1
OBJECTIVE OF STUDY
1. To study about the competitors of Wills Lifestyle brand in the market, and what are their
various strategies such as sales strategy, product design strategy, marketing strategy, work
force strategy.
2. To find out some key strategies so that the brand can benchmark and relate so as to cope
up with the competitors.3. To formulate the ways for paving a path for forming Wills Lifestyleas the number one in
the segment especially in C.P Market.
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1.1 INTRODUCTION
History of textile industry in India
The Multi-Fiber Agreement (MFA), that had governed the extent of textile tradebetween nations since 1962, expired on 1 January, 2005. It is expected that, post-MFA, most
tariff distortions would gradually disappear and firms with robust capabilities will gain in the
global trade of textile and apparel. The prize is the $360 bn market which is expected to grow
to about $600 bn by the year 2010 barely five years after the expiry of MFA. An important
question facing Indian firms is whether their capabilities and their diverse supply chain are
aligned to benefit from the opening up of global textile market.
The history of textiles in India dates back to the use of mordant dyes and printing blocksaround 3000 BC. The diversity of fibres found in India, intricate weaving on its state-of-art
manual looms and its organic dyes attracted buyers from all over the world for centuries. The
British colonization of India and its industrial policies destroyed the innovative eco-system
and left it technologically impoverished. Independent India saw the building up
of textile capabilities, diversification of its product base, and its emergence, once again, as an
important global player. Today, the textile and apparel sector employs 35.0 mn people (and is
the 2nd largest employer), generates 1/5th of the total export earnings and contributes 4 per
cent to the GDP thereby making it the largest industrial sector of the country.
This textile economy is worth US $37 bn and its share of the global market is about 5.90 per
cent. The sector aspires to grow its revenue to US $85bn, its export value to US $50bn and
employment to 12 million by the year 2010 (Texmin 2005).
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1.2 COMPETITIVENESS OF INDIAN TEXTILE & APPAREL INDUSTRY
India is one of the few countries that own the complete supply chain in close proximity
from diverse fibres to a large market. It is capable of delivering packaged products to
customers comprising a variety of fibres, diverse count sizes, cloths of different weight
and weave, and a panoply of finishes. This permits the supply chain to mix and match
variety in different segments to deliver new products and applications. This advantage is
further accentuated by cost based advantages and diverse traditions in textiles.
Indian strength in spinning is now well established on unit costs on ring yarn, open-ended
(OE) yarn as well as textured yarn; Indian firms are ahead of their global competitors
including China. Same is true on some woven OE yarn fabric categories (especially grey
fabrics) but is not true for other woven segments. India contributes about 23 per cent of world
spindles and 6 per cent of world rotors (second highest in the world after China). Fifty five
per cent of total investment in technology in the last decade has been made in the spinning
sector. Its share in global shuttleless loom, however, is only about 2.8 per cent of world
looms (and is ranked 9th in the world). The competitiveness in the weaving sector is adversely
affected by low penetration of shuttleless looms (i.e., 1.69 % of Indian looms), theunorganized nature of the sector (i.e., fragmented, small and, often, un-registered units, low
investment in technology & practices especially in the powerloom, processing, handloom and
knits) and higher power tariffs. There is, however, a recent trend of investment in setting up
hi-tech, stand-alone mid-size weaving companies focusing on export markets. India also has
the highest deployment of handlooms in the world (handlooms are low on productivity but
produce specialized fabric). While production and export of man-made fibre (and filament
yarn) has increased over the years, Indian industry still lags significantly behind US, China,
Europe, Taiwan etc. (Texmin, 2005.)
Indian textile industry has suffered in the past from low productivity at both ends of the
supply chain low farm yields affecting cotton production and inefficiency in garment sector
due to restriction of size and reservation. Add to this, contamination of cotton with
consequent increase in cost (as it affects quality and requires installation of additional process
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to clean and open cotton fibres before carding operations), poor ginning (most equipment
dates back to 1940s), high average defect rates in production process (which also leads to
increase in effective labour and power costs), hank yarn requirement, etc. and its
competitiveness gets compromised severely. Similarly, processing technology is primarily
manual and small batch oriented with visual color matching and sun drying. This leads to
inconsistency in conformance quality. Lead times across the sector continue to be affected by
variability in the supply chain defect rates average over 5%, average % of orders on time is
about 80%, variance in order size across firms is high (e.g., the coefficient of variability of
average order size for spinning firms is about 2.6), and on an average, 16 days of sales as
work-in-process inventory (the highest for garment firms) and an average of 30 days of sales
in raw material inventory (the highest for spinning firms) (Chandra 2004). Some of the
hurdles (eg., reservation in the garment sectors) including tariff distortions between theorganized and unorganized sectors have now been systematically removed by policy
initiatives of Government of India and have opened avenues for firms to compete on the basis
of their capabilities.
Trade data of post-MFA performance reveals some interesting trends Indian firms registered
a 27 per cent growth in exports to US (against Chinas 52 per cent) during the Jan-April 2005
time period. Most of this growth has been in textiles while apparels show marginal gains.
Apparels & accessories constituted 78% of global exports to USA (FICCI 2005). (India is
still a relatively small yet growing player in the global apparel market.) It is expected that
India will soon replace Mexico as the second largest apparel supplier to the US.
1.2.1 Background
The Indian textile and apparel industry is one of the oldest and most significant industries in
the country and one of the largest in the world. Apart from China, no other country can match
the size, spread, depth, and competitiveness of the Indian textile and apparel industry.
Moreover, the global elimination of quotas at the end of 2004 has greatly enhanced the
opportunities for India to showcase its inherent strength and become a top sourcing and
investment destination.
Today the industry contributes around 14% to industrial production in the country, 4% to the
GDP, is estimated to directly employ approximately 35 Mn people apart from the indirect
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employment in allied sectors, thus making it the second largest employer after agriculture. It
accounts for about 15% to the countrys exports, and is, in sum, an important economic engine
for the nation.
In part, the very diversity, scale and spread of the industry which has been its strength, has also
been its weakness. However, in the past 10 years, the industrys actions, government policies
as well as market events have begun to converge, providing several growth opportunities for
the sector domestically as well as in the global market.
Figure 1.1( source datamonitor)
1.3 Challenges facing Indian Textile and Apparel Industry
Textile supply chains compete on low cost, high quality, accurate delivery and flexibility in
variety and volume. Several challenges stand in the way of Indian firms before they can own
a larger share of the global market:
Scale: Except for spinning, all other sectors suffer from the problem of scale. Indian firms
are typically smaller than their Chinese or Thai counterparts and there are fewer large firms in
India. Some of the Chinese large firms have 1.5 times higher spinning capacity, 1.25 times
denim (and 2 times gray fabric) capacity and about 6 times more revenue in garment than
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their counterparts in India thereby affecting the cost structure as well as ability to attract
customers with large orders. The central tendency is to add capacity once the order has been
won rather than ahead of the demand. Customers go where they see both capacity and
capabilities. Large capacity typically goes with standardized products. These firms need to
develop the managerial capabilities required to manage large work force and design an
appropriate supply chain. For the size of the Indian economy, it will have to have bigger
firms producing standard products in large volumes as well as small and mid size firms
producing large variety in small to mid size batches (the tension between the organized and
un-organized sectors will have to be addressed first, though). Then there is the need for
emergence of specialist firms that will consolidate orders, book capacities, manage
warehouses and logistics of order delivery.
Skills : Three issues must be mentioned here : (a) there is a paucity of technical manpower
there exist barely 30 programmes at graduate engineering (including diploma) levels
graduating about 1000 students this is insufficient for bringing about technological change in
the sector; (b) Indian firms invest very little in training its existing workforce and the skills
are limited to existing proceses (Chandra 1998); (c) there is an acute shortage of trained
operators and supervisors in India. It is expected that Indian firms will have to invest close to
Rs. 1400 bn by year 2010 to increase its global trade to $ 50 bn. This kind of investment
would require, by our calculations, about 70,000 supervisors and 1.05mn operators in the
textile sector and at least 112,000 supervisors and 2.8mn operators in the apparel sector
(assuming a 80:20 ratio of investment between textiles and apparel). The real bottleneck to
growth is going to be availability of skilled manpower.
Cycle Time : Cycle time is the key to competitiveness of a firm as it affects both price and
delivery schedule. Cycle time reduction is strongly correlated with high first pass yield, high
throughput times, low variability in process times, low WIP and consequently cost. Indian
firms have to dramatically reduce cycle times across the entire supply chain which are
currently quite high (Chandra, 2004). Customs must provide a turnaround time of day
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for an order before Indian firms can they expect to become part of larger global supply
chains. Indian firms need a strong deployment of industrial engineering with particular
emphasis on cellular manufacturing, JIT and statistical process control to reduce lead times
on shop floors. Penetration of IT for improving productivity is particularly low in this sector.
Innovation & Technology: A review of the products imported from China to USA during
January April 2005 reveals that the top three products in terms of percentage increase in
imports were Tire Cords & Tire Fabrics (843.4% increase over the previous year), Non-
woven fabrics (284.1% increase) and Textile/Fabric Finishing Mill Products (197.2%
increase) (FICCI, 2005). None of these items, however, figure in the list of imports from
India that have gained in these early days of post-MFA. Entry into newer application domains
of industrial textiles, nano-textiles, home furnishings etc. becomes imperative if we are to
grow beyond 56% of global market share as these are areas that are projected to growsignificantly. Synthetic textiles comprise about 50 per cent of the global textile market. Indian
synthetic industry, however, is not well entrenched. The Technology Up gradation Fund of
the government is being used to stimulate investment in new processes. However, there is
little evidence that this deployment in technology has accompanied changes in the managerial
regimes a necessary condition for increasing productivity and order winning ability.
Domestic Market : The Indian domestic market for all textile and apparel products is
estimated at $26 bn and growing. While the market is very competitive at the low end of the
value chain, the mid or higher ranges are over priced (i.e., dollar pricing). Firms are not
taking advantage of the large domestic market in generating economies of scale to deliver
cost advantage in export markets. The Free Trade Agreement with Singapore and Thailand
will allow overseas producers to meet the aspirations of domestic buyers with quality and
prices that are competitive in the domestic market. Ignoring the domestic market, in the long
run, will peril the export markets for domestic producers. In addition, high retail property
prices and high channel margins in India will restrict growth of this market. Firms need to
make their supply chain leaner in order to overcome these disadvantages.
Institutional Support: Textile policy has come long ways in reducing impediments for the
industry sometimes driven by global competition and, at other times, by international trade
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regulations. However, few areas of policy weakness stand out labour reforms (which is
hindering movement towards higher scale of operations by Indian firms), power availability
and its quality, customs clearance and shipment operations from ports, credit for large scale
investments that are needed for up gradation of technology, and development of manpower
for the industry. These are problems facing several sectors of industry in India and not by this
sector alone.
In conclusion, competitive strategies are developed by sector level firms and its their
individual and collective initiatives that secure higher market share in global trade. While one
has to be ever vigilant of non-tariff barriers in the post MFA world, the new market will be
won on the basis of capabilities across the supply chain. Policy will need to facilitate this
building of capabilities at the firm level and the flexible strategies that firms will need to
devise periodically.
C hapter 2
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The Readymade Garment Sector.
According to a study conducted by the Confederation of Indian Industry (CII) and McKinsey
& Company, India is expected to witness a seven-fold increase in its exports over the next
decade. One of the sectors to be benefited is the apparel sector. The garment industry
in India is completely self-dependent; right from manufacturing of fibre to finished garments,
everything is done in the country itself.
Factors such as buyers are in town and a heavy booking season affect garment exporting
businesses in India. Buyers in town hints at the demand of the garment segment among people
and a heavy booking season implies the peak time for shopping apparels and garments. With
the early signs of recovery from the recessionary pressures, international fashion chains are
queuing up to India.
Indian garment manufacturers and exporters are adept at guessing whats in and whats out,
when it comes to garments. New sources of raw materials, designs and ideas go into the
manufacture of readymade garments that help in increasing sales and maintaining a sense of
uniqueness.
India has far to go
India has already made a name for itself as far as manufacturing of readymade garments isconcerned. There are some factors that go into the Indian garment industrys favour such as
cost-effective procurement of raw materials, inexpensive skilled labour and quick adjustment
to the kind of apparels that have potential to sell. Indian readymade garment industries rely on
the aforementioned factors for growth prospects in future.
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However, the garment industry in India faces stiff competition from countries such
as Bangladesh, China and Vietnam. There is a pressure on the Indian garment industries to
produce finished garments at lower costs to survive the cut-throat competition. Today, around
45% of the total textile exports in India account for ready-made garments. There are various
international brands which source readymade garments from the Indian markets.
The future of the garment industry in India does not look bleak; on the contrary it is quite
promising. The Indian garment industry alone provides employment to thousands of people, a
high percentage among who are young women. Therefore, the significance of the Indian
garment industry cannot be ruled out when it comes to employment generation and foreign
exchange generation. The growth in the garment industry will boost the growth of Indianeconomy.
At present, India is being considered as the next pioneer country in the readymade garment
export business. It is noticed that foreign buyers are keen on dealing with Indian garment
exporters. In the face of such demand, Indian garment manufacturers and exporters constantly
have to maintain high quality in finished products and continuously provide variations in style
and designs to attract the attention of prospective buyers.
2.1 Indian Textile and Apparel Industry :
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Current Size The present size of Indian textile and apparel market is US$ 62 Bn of which US$
22 Bn is exports while the rest US$ 40 Bn is the domestic market.
THE SEGMENTATION IS AS BELOW
Figure 2.1(Journal Of Economic)
From this we can see that it has been segmented in primarily three segments
1. Mens wear which is comprising of a major share ie. 42.2%
2. Womens wear which is slightly less 36.33%
3. And finally childrens wear which is 21.5%
So by this we can see that the positioning of the brands is basically done by targeting the major
chunks like mens wear and womens wear.
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Figure 2.2
INDIAN APPAREL INDUSTRY SEGMENTATION II: % SHARE
(Journal Of Economic)
GLOBAL APPAREL INDUSTRY
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TABLE 2.1 GLOBAL APPAREL INDUSTRY
YEAR $ BILLION EURO BILLION % GROWTH
2006 2205.5 1660.9
2007 2347.8 1768.1 6.5%2008 2446.6 1841 4.1%
2009 2465.8 1857 0.9%
2010 2597.8 1956.4 5.4%
Figure 2.3 source datamonitor
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CHAPTER 3
COMPANY PROFILE
ITC Lifestyle Retailing Business Division made foray into the Rs. 200 billion ready to wear
apparel industry with the launch of its Wills Sport range of internationally-styled premium
relaxed wear for men & women in the year 2000. The companys first exclusive store WillsLifestyle was opened in South Extension in Delhi in July 2000.
The WLS chain of exclusive stores later expanded its range to include Wills Classic formal
wear in 2002 and Wills Clublife evening wear in 2003. Later in 2006, WLS became the title
partner of the premium fashion event India Fashion Week.
This association has helped the brand grow stronger and also make the product portfolio richer.
The lifestyle retailing business division also caters to the midsegment market through its
brands John Players and Miss Players.
Wills Lifestyle, the fashion destination, offers a tempting choice of Designer Wear, Relaxed
Wear, Evening Wear, Work Wear, Accessories and an exclusive range of fine fragrances and
bath & body care products for men and women.
Wills Lifestyle offers a tempting choice of -
Wills Classic - work wear,
Wills Sport - relaxed wear,
Wills Clublife - evening wear & fashion accessories,
Wills Signature - designer wear , created by the leading fashion
designers of the country.
Essenza Di Wills an exclusive range of fine fragrances and bath &
body care products
Fiama Di Wills a range of premium shampoos and shower gels.
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To capture the higher grounds the company also associated with the
countrys most exclusive & prestigious fashion event WILLS INDIA
FASHION WEEK .
Apart from the wills lifestyle in the premium segment , ITC has also forayed
its presence in the youth or the popular segment with JOHN PLAYERS &
MISS PLAYERS.
John Players offers a complete and vibrant wardrobe targeting the Indian
male youth , which is now more confident & aspires for more with the
enhanced fashion awareness . Brand ambassador for john players is
Hrithik roshan
The launch of Miss Players has added to ITCs youthful portfolio. The range
which spans trendy ,funky ,smart dresses along with a whole range of cool
fashion accessories designed in appropriation with the young Indian women
mindset & the brand ambassador of this brand is Amrita rao.
CHAPTER 4
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LITERATURE REVIEW
4.1 THE APPAREL FACTOR.
AUTHORS-Hariharan, Malini,2007
Discusses the factors that need to be considered by fiber producers to be flexible and swift in
their response to demand. Cost of the global apparel market; Exports ofready-
madegarments from China and Hong Kong; Participation of fiber companies in forming and
operating real or virtual integrated supply chains.
4.2 CHINA'S TEXTILE AND APPARELINDUSTRY AND THE GLOBAL
MARKET: FIVE COMPETITIVE FORCES.
AUTHORS-McCann, Jack,2005
The article reports on the condition of the apparel and textile industry in China in relation to
the global market. It notes that the removal of U.S. and European Union (EU) trade quotas
have not realized for the Chinese apparel and textile industry even though China has gained
market share in EU and the U.S. It mentions that China's share in the global market has
increased from 38.8 percent in 2001 to 47.1 percent in 2005. It analyzes the Chinese textile
and apparelindustry in view of the global competitive framework.
4.3 THE US AND JAPANESE APPAREL DEMAND CONDITIONS: IMPLICATIONS
FORINDUSTRY COMPETITIVENESS.
AUTHORS-JUYOUNG LEE
ELENA E. KARPOVA,march 2011
Purpose - The purpose of this paper is to investigate aggregated apparel demand in the USA
and Japan and to assess the positions ofapparelproducts manufactured in the USA and Japan
in comparison to imported apparel. Design/methodology/approach - Based on
Porter's industry competitiveness theory as a theoretical framework, the two-step demand
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analysis, time-series market analysis and elasticity of demand using "Almost ideal demand
system" was conducted in order to reveal the overall market conditions of the USA and Japan
and the market positions of domestically manufactured and imported apparel products in both
countries. Findings - Regardless of the country of origin, US consumers were price conscious
in purchasing apparel products because they decreased purchase for not only domestically
produced products but also imported products when prices increased. However, Japanese
consumers' price concept toward apparel products was dual. They increased their purchase of
domestically made products if the price was higher, and decreased their purchase of imported
products. Originality/value - This paper provides a framework for
the apparelindustry competitiveness assessment with regard to the demand-side analysis of
Porter's competitiveness theory. Moreover, there is no research in the current literature that
assessed the US apparel demand with regard to industry competitiveness and a cross nationalview, especially compared with the Japanese apparelindustry.
4.4 NEW CHALLENGES FOR THE SOUTH AFRICAN TEXTILE
AND APPARELINDUSTRIES IN THE GLOBAL ECONOMY.
AUTHORS-TRUETF, LILA J., 2005
The full integration of the textile industry into GATT, which with some exceptions occurred
on January 1, 2005, is likely to greatly impact the global textile and apparelindustries. In
particular, one prediction is that the South African industries are likely to be "decimated." The
actual effect on these industries will depend at least partly on the ability to take advantage of
economies of scale and to be internationally competitive. In an endeavor to gain more insights
into the future of these industries in South Africa, this study uses a cost function to investigate
the presence of scale economies and the nature of input interrelationships. The findings include
statistically significant economies of scale present in both industries and cross price elasticity
estimates indicating that most inputs are substitutes for one another. The first result offers an
opportunity to reduce unit costs if these industries can grow their markets. However, lower
prices on imported intermediate goods will likely decrease the demand for domestic
inputs. The cross price elasticity of demand are relatively low in some cases, consistent with
domestic input market rigidities and international trade restrictions.
4.5 APPAREL RETAIL INDUSTRY PROFILE: INDIA. May2010
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Presents a profile of the Apparel Retail industry in India. Background on Datamonitor, a
business information company specializing in industry analysis; Executive summary of
the industry; Market overview; Market value; Market segmentation; Competitive landscape;
Leading companies in the industry; Market forecasts; Demographics; Further reading.
4.6 THE GLOBAL APPAREL VALUE CHAIN:What Prospects for Upgradingby Developing CountriesAuthor-Gary Gereffi 2007The paper uses the global value chain framework to explain the transformations in production,
trade and corporate strategies that altered the apparel industry over the past decades and
changed the conditions for innovation and learning in the industry. The apparel industry is
identified as a buyer-driven value chain that contains three types of lead firms: retailers,
marketers and branded manufacturers. With the globalization of apparel
production, competition between the leading firms in the industry has intensified as each type
of lead firm has developed extensive global sourcing capabilities. While de-verticalizing out
of production, these firms are fortifying their activities in the high value-added design and
marketing segments of the apparel chain, leading to a blurring of the boundaries
between them and a realignment of interests within the chain. Innovation in the global apparel
value chain is primarily associated with the shift from assembly to full-package production.
Full-package production changes fundamentally the relationship between buyer and suppliergiving more autonomy to the supplying firm and creating more possibilities for
Innovation and learning.
The paper distinguishes between three new models of competition in the North American
market namely the East Asian, Mexican and Caribbean Basin model. Each model presents
different perspectives and challenges for industrial innovation and learning.
4.7 IMPACT OF DEMOGRAPHIC FACTORS ON CONSUMER RESPONSE TO
SALES PROMOTIONS: AN EMPIRICAL STUDY- Patel Vipul, 2010.
Sales promotion has grown enormously in recent years in India. Vast amount of money is
being spent on sales promotion. It consists of a wide variety of short term tactical promotional
tools aimed at generating a desired response from consumers. In this study, attempt is made to
study the impact of demographic factors on consumer responses to sales
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promotions. Five demographic factors were considered to have impact on consumer responses
to sales prorhotion. These demographic factors were gender, age, income, education and
household size. 518 active mall shoppers are surveyed with the help of structured questionnaire
in shopping malls located in the four cities of Gujarat, T-test and ANOVA were applied to test
the null hypothesis. This study may provide refined insights in and understanding of the
influence of sales promotions on consumer purchase behavior. The results of this study may
help the marketing managers of retail stores to identify their target consumers and in turn, to
develop appropriate sales promotional programs to persuade those consumers to purchase
readymade garment.
4.8 x
CHAPTER 5
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BLOCK-WISE LOCATION OF BRANDS IN THE CONNAUGHT PLACE MARKET :
The following stores were visited for conducting the research work in the Connaught place
market which a very prime location and one of the most visited place by the general customers
for shopping. This market was chosen since it is a very appropriate market to conduct the
research as all the brands which are being talked about is having a retail outlet here. Block
wise locations are given below.
Block C Van Heusen (Men)
- Lee
Block D Louis Philippe
Block E Wills Lifestyle
Van Heusen (Women)
Benetton
Allen Solly
Color Plus
A new Benetton store is scheduled to open at E-3 in the
Month of May.
Along with these there are brands like Spykar & Puma
in the same block which are coming up very well.
Block F Levis Store
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LP Youth
Apart from this, Blocks A and B witness the highest footfall in CP due to the presence of some
famous eating joints like Wengers, Keventers and McDonalds.
Actual Competitors: Van Heusen, Louis Philippe, Allen Solly, Levis, United Colors of
Benetton, Color Plus.
Also the following Potential Competitors namely Puma, Spykar & GAS were identified
during the course of the survey as a large number of people were found to be interested in
these brands and were also seen shopping from them (number of carry bags spotted with
shoppers).
5.1 DESCRIPTION ABOUT BRANDS
5.1.1BENETTON
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SALES STRATEGY
1.Visibility from outside Sober lighting with a creamish-yellow effect. The whole store is
visiblefrom outside at one go which works as a marketing technique in itself for the
merchandise.2. Displays Huge and catchy displays are especially visible at the first floor. The displays are
full of colors & show happy expressions on the faces of the models.
3. Size relatively small store with approximately 2100 sq. ft. of selling space.
MARKETING STRATEGY
1. Promos Assured voucher of Rs. 500 on purchases worth Rs. 3999. Started on 29th of
April.
2. Benetton has come up with its new store in inner circle, Block E.
PRICING STRATEGY
1. Casuals Rs. 299 (t-shirt) to Rs. 4999 (jacket)2. Formals Rs. 599 (shirt) to Rs. 6999 (formal suit)
3. Accessories Rs. 299 (flip-flops) to Rs. 3999 (handbags)
OBSERVATION AT STORE
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LAYOUT
1. Mannequins A lot of display has been done through the use of mannequins. Six female
mannequins & seven male mannequins have been used.
2. Fixtures Low height rectangular tables are used to display tops and t-shirts, again with the
purpose of easier accessibility to merchandise.
3. Small and light colored wooden panels are used to stack merchandise. These wooden panels
are alternated with bars for hangs.
5.1.2 LOUIS PHILIPPE
1. Louis Philippe is a premier brand of Madura Fashion & Lifestyle.
2. Madura Fashion & Lifestyle, is a part of Aditya Birla Nuvo Ltd, and is one of Indias
fastest mushrooming branded apparel companies and a elite lifestyle player in the retail
sector. After consolidating its market leadership with its own brands, it introduced
premier international labels, so because of it it let the Indian consumers to buy the most
prestigious global fashion wear and within the country.
SALES STRATEGIES
1. The companys brand includes product lines that has range from affordable and mass-
market to elite, high-end designs and outfits; that is targetted towards every age group,
from men and women to children and youth,.
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2. Madura Fashion & Lifestyle is known by its brands Louis Philippe, Van Heusen,
Allen Solly, Peter England and People that personalizes style, attitude, luxury and
comfort.
3. Madura Fashion & Lifestyle caters its vast customers through an wide and extensive
network comprising 700 exclusive franchise stores, many department chains and over
2,000 premium multi-brand trade outlets, both within and outside India.
4. The company's lifestyle store, The Collective, offers a distinct blend of global fashions,
international trends and innovative customer services, to customers in Bangalore,Mumbai and Delhi.
5. A distribution agreement with international brand Esprit has ensured that this highly
growth-oriented company bolsters its international presence.
PRODUCT DESIGN STRTEGIES
1. Louis Philippe has a presence in all the segments of the clothing market.
2. Its shirts, made from the most premium cotton fabrics sourced from the best mills in
India and abroad in fine counts of 80s going up to 120s, offer the finest dress shirts in
the country .The designs and colors are inspired by the latest trends in France and
Italy .To ensure that the fabric retains its original color and luster, Louis Philippe
specifies the use of the finest cottons in the world for its fabrics.
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3. Louis Philippe created the super premium segment for the mens ready made garment
category in India.
4. For fabrics used in its shirts, Louis Philippe specifies the use of only Suvin, Egyptian or
Pima cotton.
5. The Louis Philippe Permapress range of shirts is the first 100% wrinkle-free shirt
made from Japanese fabrics which have a soft handle and retain the crisp, freshly
ironed look throughout the day
6. Permawhite the best white formal shirt introduced taped seams to garments in India.Taped seams ensure that the shirt is absolutely pucker free.
7. The brand has the distinction of innovating the first ever left handers shirt in India
perhaps ,in the world
8. Louis Philippe became the first brand to offer exclusive made-to-measure suits to
consumers
Marketing strategies
1. The premium readymade brands Louis Philippe and Van Heusen (under Madura
Fashion and Lifestyle of Aditya Birla Nuvo Ltd) is targeting a sales turnover of Rs
1,700 crore in the current year.
2. Both these brands are also planning a major foray into tier 2 and tier 3 towns aiming to
achieve a growth rate of 30 per cent in the current year
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3. The brands are also looking at large formats stores of 4,500 sq ft. As many as 40 stores
will be opened in the country in the current year, and of this, 20-25 will be large
format, Mr Jacob John, Brand Head, Louis Philippe and Mr Ajay Ramachandran,
Brand Head, Van Heusen told reporters.
4. They pointed out that the market for branded apparels in the organised sector in the
country is estimated between Rs 13,000-Rs 14,000 crore, of which both the brands
have 7-8 per cent market share. Mr John and Mr Ramachandran were in Kochi for the
opening of their exclusive large format stores in Kottayam.
5. According to Mr John, Louis Philippe, which used to cater to the age group above 30,
now has a wide range of choices for the youth as well. This has helped in the
aggressive growth of the brand, which is present in 100 exclusive stores in the country
besides in multi-brand outlets.
6. He said the growth is coming from smaller towns like Jaipur, Thrissur, Patna,
Dehradun, among others. In Kerala, it has opened a store in Kottayam and two more
are in the pipeline in Kollam and Thiruvananthapuram.
OBSERVATION AT STORE
1. Very similar to other communication in the category
2. A lot of mood advertising
3. Showcase the range
4. The communication is aspirational urban office- goer.
5.1.3 VAN HEUSEN
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The worlds No. 1 shirt brand, which was brought to India by Madura Fashion & Lifestyle in
1990, has diversified from catering only to men to a wider portfolio with offerings for women
and youth.
SALES STRATEGY
1. Van Heusen, a premium lifestyle brand, is expecting to end the year with net sales of
nearly Rs 500 crore as it has outpaced the apparel industrys 15 per cent growth rate
with a robust 60 per cent rise.
2. According to Ajay Ramachandran, brand head, Van Heusen (VH), the high revenues
were a result of its product strategy as consumer sentiment improved, adequatemerchandise and logistics arrangements and introductions like womens offerings and
youth apparel (V Dot). The newly launched Van Heusen Sport casual wear has seen
great response in the last 15 days.
3. As a sub-brand, it can rake in Rs 80 crore quite fast. V Dot has grown by around 75 per
cent this year. Our captive business, which includes exclusive VH stores and Planet
Fashion multi-brand stores, has seen doubling of sales if you include department store
sales. The womens apparel line has also started to show significant traction in the past
18 months, said Ramachandran, who oversees the brand in India, SAARC and West
Asia.
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PRODUCT STRATEGIES
they had basically started as a formal shirts and trouser brand but after that they
diversified into suits and then launched a full range of youth and club wear under the
brand name V. in march, this year. As Van Huesen is for older customers, V. is for
younger customers aged 24 or so and products vary from club shirt, T-shirt to jeans,
trousers and suits. After that, we launched Van Heusens womens wear in 2007 with a
whole range of products like shirts, T-shirts, trousers suits and accessories like belts,
bags and shoes. Currently, we have everything for men, women and youth in the
apparel category.
MARKETING STRATEGIES
The company has plans to set up 30-40 additional stores in the next 10-12 months, to
add to its existing 120 stores under the Van Heusen brand. The focus is on deeper
penetration to cater to the growing demand. Van Heusen uses three store models --
Coco (company owned company operated), Cofo (company owned franchisee
operated) and Fofo (franchisee owned franchisee operated).
The first model is considered when the risk is big. But over the next few months, we
will adopt the other two models. In areas like Patna, we have one store, which has per
square foot sales far higher than those in Mumbai and Delhi. We want to reach a fair
penetration in locations where we are not well represented, said Ramachandran.
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OBSERVATION AT STORE
1. Visibility from outside a very bright looking store. Use of prominent bright yellow lights
with clean white interiors.
2. Size comparatively huge store with an area of approximately 7000 sq. ft. It has a high
ceiling with mannequins displayed at a high level.
3. Advert on window announcing the New Season Launch.
4. Mannequins 4 for the main window display along with 3 mannequins in the middle of the
store which is a very unique mannequin display as compared to the other brands.
5. Promos APRIL: Exciting offer on womens bags & shoes. Buy any item and get
accessories worth 50% of the value free.6. MAY: We Win, You Celebrate. Buy merchandise worth Rs. 3000 & get accessories
worth Rs. 1500 free.
7. New categories V (V-Dot) evening wear & party wear category from Van Heusen.
Consists of bright colored, flowery & patterned shirts for men. Also more new introductions in
casual wear T- Shirts showing an inclination to attend to the demand for casual wear in market.
5.1.4 ALLEN SOLLY
Allen Solly is probably the only brand that has truly redefined modern Indians
wardrobe. Launched in 1993, Allen Solly created ripples in the Indian market by
releasing the rules in corporate dress code. It trashed whites and greys thereby making
the corporate world a colourful and vibrant place.
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SALES STRATEGIES
1. Allen Solly entered the market with the blockbuster concept of Friday Dressing. The
idea was not new. Globally the there was a marked trend towards relaxed workwear
and Allen Solly pioneered that concept in the Indian market.
2. Allen Solly launched office wears in colored shirts and Khaki trousers which became
an instant hit. For the first time, Indian consumers were exposed to the idea of relaxed
formals. Indian consumers took the bait and rushed to color coordinate their wardrobe
with enthusiasm.
3. Allen Solly further experimented with unconventional shades like beige and tan.
4. The brand further reinforced its cult status with the launch of wrinkle free cottons and
checked formal shirts. The young restless generation lapped up the unconventional
formals and used it as an expression of their personal freedom.
5. WORKFORCE STRATEGY
6. In 2009, the brand went for a repositioning exercise. Allen Solly found that there is a
shift in the demographics of the target segment. While the workforce of 1990s were
predominantly of the age group of 26 +, now youngsters of age 22-23 yrs have started
entering the workforce.
7. The brand wanted to be more relevant to the new young working class. Also the brand
somehow wanted to attract consumers beyond the workplace.
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MARKETING STRATEGY
1. In 2009, the brand launched its famous " I Hate Ugly " campaign targeting the youth.
2. This in-your- face communication struck a chord with the consumers and critics and
the brand was able to break the earlier association of the brand as a formal wear.
3. Allen Solly also changed the tagline to " My World , My Way " to reflect the new
brand proposition. My World , My Way reflects the strong individualistic view of the
youngsters who own their world and create their own rules.
4. The brand literally exited the category of relaxed formal wears which it has created.
One reason can be that category itself became irrelevant since all brands have their own
line of relaxed formal wear. Brands like Color Plus has successfully established itself in
that category .
5. In the new avatar, Allen Solly is targeting the ever- fickle young generation whose
concept of fashion changes by the day. The brand has identified a gap for a premium
fashion brand specifically targeting this segment. Although brands like Levi's have a
strong equity in the market, there is a gap for a player like Allen Solly.
OBSERVATION AT STORE
1. Relaxed communication
2. Showcase the range
3. Has different stories of different products
4. Tells the same story in more than one way
5. Communicates only the working man
6. Portrays him to be a hero in his own Sphere
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7. No. of mannequins Since the store is not a very big one, there only approximately
four to five mannequins.
8. Fixtures Low height tables are used for displaying selected styles in tops. White
wooden panels are used at the top for stacking with bars for hangs below them.
9. New categories Allen Solly Youth, which was launched around a year back is the
only new category, with new styles being introduced in it at lower & affordable price
points.
10. Price Points
o Allen Solly Youth priced at Rs. 399 to Rs. 1499.
o Formals Rs. 999 (shirts) to Rs. 2499; Suits Rs. 7995
o Accessories Rs. 109 (socks) to Rs. 2500 (handbags)
5.1.5 ARROW
1. Arrow is one of the leading premium readymade brand in India. This international
brand has a rich history dating back to 1851. Globally Arrow brand belongs to Cluett
Peabody . In India, the brand is manufactured and marketed by Arvind Brands.
SALES STRATEGY
1. In 2000, the brand clocked a turnover of Rs 55 crore fighting for the market with Louis
Philippe and Van Heusen . This premium brand thrived on the International image and
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Arvind Co nurtured this brand by making the brand exclusive and through restricted
availability.
2. Arrow was famous for its ultra- formal shirts. Consumers liked to show off the brand
and the famous Arrow brand mark near the cuff.
MARKETING STRATEGY
1. Arrow had tried to build its brand using its American heritage. The brand had the
tagline Authentic American and used foreign (American) models to reinforce the
association.
2. In 2008 the company designed to reposition itself to target the youth. The brandadopted a new tagline " When You Know ". The target segment was identified as SEC
A male aged 25-35 years. Print campaign highlighting the new positioning were
released across the market.
3. Since there is a huge equity and awareness, these brands feel that there is no need to
promote. Zodiac , Color Plus ,Park Avenue and Louis Phillippe has been consistently
investing in brand promotions but not Arrow.
4. Arrow had established itself in the market not because of its campaigns but because of
the quality,premiumness and exclusivity. The question is whether the brand still retains
those value elements in the mind of the consumer
OBSERVATION AT STORE
1. Sales and promotion communication
2. Authoritative tonality
3. Does not showcase any range
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5.1.6 COLOR PLUS
1. Launched in 1993, ColorPlus created a niche in the ready to wear market in India with
a premium range of clothing for men. With focus on product innovation and unique use
of colors it has today come a long way since it was incepted in 1993. Today, the brand
is part of the Raymond group.
PRODUCT STRATEGY
1. ColorPlus has always used highest quality fabrics and product engineering techniques
that give the user the unique comfort and tactile feel which no other brand offers.
2. This is clubbed with the use of colors to give the sophisticate, yet colorful look that is
unique to the Brand.
3. ColorPlus has pioneered the techniques like Golf Ball Wash, Cone Dyed Casuals and
Thermo-fused buttoning.
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4. The brand in no time has become the choice of the up market, trend-savvy,
sophisticated and discerning Indian man and changed the way he dressed.
MARKETING STRATEGY
1. In this era of celebrity endorsement , this is a brand which uses no celebrity , and
Colorplus is always the star.
2. The brand is exposed through careful media selection and you never see a TVC of this
brand. Seen only in premium publications and business magazines reveals that the
brand is clear about the target segment.
3. The copy and the layout is ever so consistent and the ads has maitained a classy look
throughout its existence.
4. As a part of the initiative to reward our premium customers, ColorPlus has launched
Spectrum, an exclusive membership to a plethora of benefits.
OBSERVATION AT STORE
1. Sales and promotion communication
2. Authoritative tonality
3. Does not showcase any range
5.1.7 PARK AVENUE
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1. Launched in 1986, Park Avenue provides stylish and innovative wardrobe solutions to
well-dressed gentlemen. Park Avenue evolved into an innovation brand offering
leading new styles to the corporate world and won the 'Most Admired Mens
Formalwear Brand ' at the Images Fashion Awards 2011.
SALES STRATEGY
1. Brands such as Park Avenue, Parx, ColorPlus, Zapp!, Manzoni and the flagship
Raymond doesnt believe price reductions alone can draw more people to its stores or
boost sales.
2. To enter small cities such as Gandhidham, Nadiad and Himmatnagar in Gujarat andsmaller markets in other states, Raymond will bank on franchisees for its Park Avenue
formal menswear and Parx casual wear, in addition to price cuts .
3. Raymond will retain its premium positioning for ColorPlus, which contributed to about
25% of the firms Rs569 crore apparel revenue in 2008-09, because of a niche, loyal
clientele for the brand.
4. Similarly, Raymond will keep intact its womens wear line, which it sells through Park
Avenue.
5. As it scales down other brands, Raymond, which runs 548 stores, wants an efficient
franchise network to keep investment in check while expanding quickly, said Joshi,
pointing to a shift in the firms thrust on high streets. The new format calls for smaller,
500 sq. ft stores costing not more than Rs2,000 per sq. ft each. Currently, the outlets are
typically larger, at 1,200-1,500 sq. ft and above.
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MARKETING STRATEGY
1. The Raymond Group also has an expansive retail presence established through
theexclusive chain of The Raymond Shop fortheir brands.
2. Mainly focus on local market with their brand name.
OBSERVATION AT STORE
1. Formal tone of display
2. Cool and calm ambience with light music
3. Spacious showrooms.
4. No major offers.
5.1.8 LEVIS
1. Levis India, which had struggled to find its feet in the price conscious Indian Denim
market, is set to achieve a sales turnover of USD 100 million plus this year. It would
make it the first international apparel brand to do so as ETreports .Besides another
brand - Benetton - is also set to achieve the same feat .
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http://economictimes.indiatimes.com/news/news-by-industry/cons-products/garments-/-textiles/Levis-UCB-in-Rs-500-cr-club/articleshow/5237510.cmshttp://economictimes.indiatimes.com/news/news-by-industry/cons-products/garments-/-textiles/Levis-UCB-in-Rs-500-cr-club/articleshow/5237510.cms -
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2. Levis India plans to open over800 stores by 2011 and it seems that the turnover is set
to increase at a faster pace in the coming years and it plans to take a larger cake of the
existing $450 million organized denim market . However, it is to remembered that the
organized denim market in India is much smaller than the unorganized denim market .
However , with increased incomes with the youth, the organized denim market is
growing at a fast pace of around 10-12%p.a . This is prompting other
Internationaldenim brands in India like Pepe Jeans , Lee Cooper etc to expand
aggresively with Pepe Jeans itself wanting to add another 300 stores in the coming
year. The local denim brands like Spykar,Flying Machine (Arvind Mills) etc are also
creating an impact in the denim market.
SALES STRATEGY
1. How will this objective be achieved: The premium jeans wear market is completely
driven by the high income group people, which do not contribute to a large customer
base. Hence, to induce the upper middle class to buy this range of products, some
incentive needs to be given. By bringing in this strategy, Levis has shifted the one
time burden of Rs. 4000 to EMIs. Therefore, this strategy will bring in a new
customer base for its premium products.
2. 1. Lower income group and middle income group can now afford branded and
premium apparel.
2. Those customers who want to buy apparels on certain occasions such as birthdays
or other festive occasions and even those who want to buy them to gift to others, but
could not afford to do so because of tight purse strings, can now be relieved of
spending too much at one point of time.
3. This strategy will be pocket friendly. However, this may increase per capita
spending of the consumer as the payment is delayed. The strategy will simply make
these premium brands look more affordable to bring in new sets of customers.
However this lucrative offer may simply increase total spending, as it now looks
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http://www.fashiongen.com/story/459/Escalating-Denim-Jeans-Market.htmlhttp://www.denimsandjeans.com/denim-brands/http://www.denimsandjeans.com/latest-denim-reports/denim-data-figures/levis-india-to-touch-100-million-sales-turnover/www.pepejeans.comhttp://www.google.co.in/url?sa=t&source=web&ct=res&cd=1&ved=0CAcQFjAA&url=http%3A%2F%2Fwww.spykar.com%2F&ei=2DECS-KeDND-kAXsh9W-AQ&usg=AFQjCNEh8lCSApWwwSGQorheES34_Mrs6A&sig2=cE1iejSEWkaydyfh42LLpQhttp://www.flyingmachine.co.in/http://www.flyingmachine.co.in/http://www.fashiongen.com/story/459/Escalating-Denim-Jeans-Market.htmlhttp://www.denimsandjeans.com/denim-brands/http://www.denimsandjeans.com/latest-denim-reports/denim-data-figures/levis-india-to-touch-100-million-sales-turnover/www.pepejeans.comhttp://www.google.co.in/url?sa=t&source=web&ct=res&cd=1&ved=0CAcQFjAA&url=http%3A%2F%2Fwww.spykar.com%2F&ei=2DECS-KeDND-kAXsh9W-AQ&usg=AFQjCNEh8lCSApWwwSGQorheES34_Mrs6A&sig2=cE1iejSEWkaydyfh42LLpQhttp://www.flyingmachine.co.in/http://www.flyingmachine.co.in/ -
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affordable.
4. These sets of consumers may no longer feel Levis is a premium brand as it will
now be affordable to all the income groups and they may not like to be associated
with Levis anymore. This strategy may back fire on Levis as it may lose its upper
middle class and upper class consumers.
MARKETING STRATEGY
1. Two types of customers have been identified by the apparel brands which are toughnuts to crack. First being those for whom purchase of jeans and other apparels depends
on impulse. By providing EMI on jeans, Levis will ensure that there is an added reason
by which these impulses can be generated by the company rather than waiting for the
consumers to activate and act upon their impulse. The second set of customers is not
customers per se but is termed as window shoppers. Even for this set of customers,
Levis (through EMI) will make its jeans more lucrative and at the same time will not
be a big cut on their pockets.
2. 1. It will pressurize other premium apparel brands to contemplate a me too strategy.
2. It will provide direct competition to unbranded jeans wears companies. Those
consumers who want to wear branded clothes but cannot afford spending Rs. 1500- Rs.
4000 at a time will now have better options in hand.
OBSERVATION AT STORE
1. Levis has cool ambience and the entire store depicted the brand personality- Rebel
extremly well
2. The campaign was well targeted towards Youth
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3. celebrity endorser
4. Sale and product communication
5. Bold communication
6. Consistent visual grammer
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CHAPTER 6
COMPETITIVE LANDSCAPE
Poor firms ignore their competitors; Average firms copy their competitors; Winning firms
lead their competitors.
Competition can be defined as A market in which rival sellers are trying to gain extra business
at one another's expense and thus are forced both to be as efficient as possible and to
hold their prices down as much as possible.
Competitors, on the other hand are, those firms or individuals who seek to satisfy the same
customers or customer needs and offer similar products or services, close
substitutes or brands to them. CP inner circle mainly consists of international brands like
United Colors of Benetton, Van Heusen, Levis, Louis Philippe,LP Youth, etc. which majorly
cater to the same target segment as WLS and thus count as competitors for the brand. Since
Wills is a complete wardrobe solution with its brand Wills Sport, casual wear brands
Benetton and Levis also form competition. Along with the presence of all these international
brands, there are Indian brands like Raymonds, Prax, and many more which also compete for
the customers share of wallet.
6.1 MARKET OVERVIEW
Market definition
Ready made garment industry consists of the sale of all menswear, womens wear and children
wear. The menswear market includes mens active wear, casual wear, essentials, formalwear,
formalwear-occasion and outerwear. The womens wear market includes women's active wear,casual wear, essentials, formalwear, formalwear-occasion and outerwear. The childrens wear
market includes baby clothing, boys active wear, boys casual wear, boys essentials, boys
formalwear, boys formalwear-occasion, boys outerwear, girls active wear, girls casual wear,
girls essentials, girls formalwear-occasion, girls outerwear and toddler clothing. The industry
value is calculated at retail selling price (RSP), and includes all taxes and levies. All currency
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conversions used in this report have been calculated at constant 2009 annual average exchange
rates.
For the purposes of this report, Asia-Pacific comprises Australia, China, India, Japan,
Singapore, South Korea, and Taiwan.
6.2 RESEARCH HIGHLIGHTS
The Indian apparel retail industry had total revenue of $28,102.6 million in 2009, representing
a compound annual growth rate (CAGR) of 9.9% for the period spanning 2005-2009.
Sales of menswear proved the most lucrative for the Indian apparel retail industry in 2009, with
total revenues of $11,864.4 million, equivalent to 42.2% of the market's overall value.
The performance of the industry is forecast to decelerate, with an anticipated CAGR of 7.6%for the fiveyear period 2009-2014, which is expected to drive the industry to a value of
$40,586.9 million by the end of 2014.
6.3 MARKET ANALYSIS
The apparel retail industry consists of all menswear, womens wear and childrens wear. The
apparel retail industry in India has grown rapidly in recent years and although the growth rates
are forecast to decelerate, will remain very strong.
The Indian apparel retail industry had total revenue of $28,102.6 million in 2009, representing
a compound annual growth rate (CAGR) of 9.9% for the period spanning 2005-2009. In
comparison, the Chinese industry increased with a CAGR of 7.9%, and the Japanese industry
declined with a compound annual rate of change (CARC) of -0.8%, over the same period, to
reach respective values of $102,291.5 million and $96,589.5 million in 2009.
Sales of menswear proved the most lucrative for the Indian apparel retail industry in 2009, with
total revenues of $11,864.4 million, equivalent to 42.2% of the market's overall value. In
comparison, sales of womenswear generated revenues of $10,202.4 million in 2009, equating
to 36.3% of the industrys aggregate revenues.
The performance of the industry is forecast to decelerate, with an anticipated CAGR of 7.6%
for the fiveyear period 2009-2014, which is expected to drive the industry to a value of
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$40,586.9 million by the end of 2014. Comparatively, the Chinese industry will increase with a
CAGR of 5.4%, and the Japanese industry will decline with a CARC of -0.9%, over the same
period, to reach respective values of $132,911.1 million and $92,413 million in 2014.
6.4 LIMITATIONS
1. The study conducted for the brand has been undertaken in the Connaught Place Market.
All the surveys conducted as well as the showrooms of the competing brands visited
were limited to this market.
2. The survey method takes into account the responses of customers. These responses may
be incomplete and sometimes biased.
3. Confidentiality.
4. Paucity of data related to competitors is another limitation which might lead to
insufficient knowledge about the competitor.
6.5 METHODOLOGY
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For the purpose of conducting a comparative study, two methods were adopted Questionnaire
Method and Self Observation. For the research we used descriptive type of research.
A questionnairewas prepared & administered to the shoppers in CP market. The target
segment was people shopping from the brands which are competitors to WLS as well as
customers of the brand itself. The sample size taken is 100. Most of the people surveyed were
shoppers in blocks D, E and F since these are the blocks which have the maximum no. of
competitors stores. The questionnaire is provided in the annexure for reference.
6.6 Target Segment People shopping from Wills Lifestyle, Van Heusen (both VH Men & VH
Women), Allen Solly, Puma, Spykar, Levis, Benetton, Louis Philippe, LP Youth & a few
general shoppers.
6.7 Blocks Covered for Survey B, C, D, E, & F
6.8 Sample Size 100, out of which 91 are usable.
In the self observation method, a personal visit to all the stores was made to collect first
hand information about the brands. The various aspects of the stores were taken note of.
SOFTWARE USED- SPSS is used along with MICROSOFT EXCEL.
CHAPTER 7
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ANALYSIS FROM THE QUESTIONNAIRE FILLED
Q1. WHAT IS THE OVERALL BRAND IMAGE OF THE FOLLOWING BRANDS?
Figure 7.1 overall brand image
0
5
10
15
20
25
30
w ills lifes ty le lp benetton allen s olly van heus en levis
Series1
This table as we can see tells that out of the survey conducted the brand image of Benetton,
levis, wills lifestyle and allen solly are the ones whose brand image is good as compared with
the other brands.
In this table also we can see the same trend which is coming from the earlier pie chart which
says:-
1. Benetton at top
2. levis at second
3. wills and allen solly are somewhat at same level.
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Q2. WHAT ARE THE VARIOUS FACTORS WHICH INFLUENCE THE BUYING THE
BRANDS?
7.1 TABLE SHOWING THE FACTORS WHICH CREATES DEMAND
creation of demand by brand ambassadors
from where do you often buy from * What does influence/inspire you to buy new apparel? [BRAND
AMBASSADORS] Cross tabulation
Count
What does influence/inspire you to buy new apparel?
[BRAND AMBASSADORS]
Total
STRONGLY
AGREE AGREE CANT SAY
from where do you often buy
from
benetton 15 13 0 28
wills 13 12 10 35
levi's 4 3 0 7
vh 0 9 1 10
Lp 1 7 3 11
Total 33 44 14 91
This table tells us that other than Van Heusen and louis philippe the brands like levis, Benetton
and wills lifestyle customers are indifferent in choice regarding Brand Ambassadors.
So that is the reason Wills Should focus on other factors because it is already creating its
demand. But this can also be that so as to climb the ladder to the top it should try various
marketing strategies such as:-1. Advertisements during occasions and clearance sale.
2. more and more brand promotion in the off seasons.
Q3. WHAT IS THE AGE WISE BUYING PATTERN OF THE BRANDS?
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7.2 TABLE SHOWING AGE WISE PREFFFERENCES
from where do you often buy from * age Crosstabulation
Count
Age
Total15-20 20-25 25-30 30-35
from where do you often buy
from
benetton 3 18 2 5 28
Wills 0 11 23 1 35
levi's 0 3 4 0 7
Vh 0 0 2 8 10
Lp 1 2 7 1 11
Total 4 34 38 15 91
From this above table it is evident that age group between 20-25 years prefers Benetton andwills is more favorite brand of the age group 25-30 years, which is proving that its market
positioning is more towards this particular working class people.
Like Van Heusen is most preffered as a formal wear in the 30-35 age group or working
executives.
So Wills Lifestyle should concentrate on enhancing its customer base in wide age groups by
offering the blend of classy, casual, formal and affordable.
Q4. WHICH ARE THE WORDS THAT RELATES TO THE BRAND NAME?
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Figure 7.2 words which shows the brand image of Benetton
c o o l a n d c o l o r f
c l a s s y a n d f a s
fo r m a l a n d s u i t
From the above pie chart we can see that Benetton is more famous towards young group and
the word truly Depicts its name UNITED COLORS OF BENETTON.
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Figure 7.3 word showing brand image of wills lifestyle
cool and colorful
classy and fashionable
denim and jeans
formals and classy
In this pir chart it is evident that wills has aptly positioned its brand into the minds of the
customer and we can see that majority of them has said that it is classy and fashionable.
So in this area it is a strong brand as it has successfully captured the share of the market and
thus we can say that its marketing strategies is very good the reasons may be
1. Youth Icon is its Brand ambassador ie. Ranbir Kapoor
2. its classy showrooms
3. Superb ambience and good and classy range.
4. ITC ltds Brand value and Marketing strategies.
Figure 7.4
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The above table shows that when customers think of levis they instantly identify it with denims
and jeans which it is famous for.
So their marketing strategy has completely been towards advertising new style jeans and
denims,
Since it wants to be looked as an aggressive and youthful brand they have taken Akshay
Kumar as their Brand ambassador.
Implications of the perception of these brands
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Benetton people wanting a cool & vibrant kind of look would choose Benetton as their
shopping
destination. E.g I want to buy something nice & colorful today! would lead a person to
choosing Benetton.
Wills Lifestyle would be preferred by fashion conscious people & shoppers for evening or
party wear.Also assurance of quality to customers comes from this brand.
Levis for comfort wear or simply the one stop shop for denims.
Van Heusen a person looking for well fitted & elegant formals would certainly choose to
purchase from a Van Heusen store.
Louis Philippe again, for people looking for official wear.
Allen Solly it offers quality formals at affordable prices to people.
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Q5. WHAT ARE THE BUYING HABITS OF CUSTOMERS WITH RESPECT TO
VARIOUS APPARELS?
Table 7.3 consumer buying habits
how often do you shop from wills lifestyle * where do you buy the following items
[formal] Crosstabulation
Count
where do you buy the following
items [formal]
TotalMALLS
EXCLUSIVE
SHOPS
how often do you shop from
wills lifestyle
Always 2 12 14
very often 3 30 33
Often 19 15 34
sometimes 0 5 5
Rarely 2 3 5
Total 26 65 91
So from the above we can say that most of the shopping in formal line of clothing are sought
from the exclusive shops and thus wills lifestyle are going the right way in increasing the chain
of their shops every year and are less focusing on marketing through Malls.
Thus it should try to focus on exclusivity of the brand.
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Q6 WHICH ARE THE VARIOUS TYPES OF SHOPS WHICH THE CUSTOMER PREFERS
TO BUY THEIR DESIGNER OUTFITS, HIGH END APPARELS?
Table 7.4 types of apparels wanted by customers
from where do you often buy from * If your income bracket goes up, then what do you aspire to buy?
Crosstabulation
Count
If your income bracket goes up, then what do you aspire
to buy?
Total
HIGH END
BRAND
APPARELS
FASHION
DESIGNER
WEAR I DONT ASPIRE
From where do you often buy
from
Benetton 12 16 0 28
levis 20 5 10 35
wills 0 7 0 7
vh 1 8 1 10
lp 2 9 0 11
Total 35 45 11 91
So this table tells us that most of the people will go for high end brand apparels if their income
goes up.
So by this we can interpret that as Indias economy is growing at a fast rate, the demand for
high end apparels is going to increase so it can be an opportunity to tap the market by getting
the first mover advantage.
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Q7. WHAT IS THE SATISFACTION LEVEL OF CUSTOMERS IN PRICE FACTOR FOR
WILLS LIFESTYLE?
Figure 7.5 satisfaction in context of price in wills lifestyle
0
5
1 0
1 5
2 0
2 5
3 0
3 5
4 0
4 5
h i g h l y s a t i s f i e ds a t i s f i e d c a n t s a y s o m e w h a t
u n s a t i s f i e d
h i g h l y u n s a t i s f i e d
S e r i e
In the above table we can see that most of the customers are highly unsatisfied from the brand
because of its high prices.
This is the reason it should also focus on its other affordable brand called JOHN PLAYERS.
It can overcome this situation by promotinf the John Players brand thus capturing a large
customer base. Thereby increasing its overall market share and sales.
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Q8. WHICH AGE GROUPS PREFERS BUYING FROM THE GIVEN OUTLETS?
Table 7.5 Age wise choice of shopping area
age * where do you buy the following items [casual]
Crosstabulation
Count
where do you buy the following
items [casual]
TotalMALLS
EXCLUSIVE
SHOPS
Age 15-20 3 1 4
20-25 23 11 34
25-30 23 15 38
30-35 0 15 15
Total 49 42 91
In this table we can see that most of the age group in 20-25 and 25-30 are preferring Malls as
their destination of their choice in buying casuals. So from this we can interpret that Wills
should also focus on the malls also since these age groups are highly energetic and fun loving
so thats why they prefer malls because of large choices available. Since nowadays malls are
coming up really very fast so this area should be explored and in the coming future this will
prove more profitable than exclusive shops.
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Q9 WHAT IS THE FREQUENCY OF SHOPPING OF CUSTOMERS?
Table 7.6 frequency of shopping
How frequently do you go to buy apparel in 3 months? * from where do you often buy from Crosstabulation
Count
from where do you often buy from
Totalbenetton levis wills Vh lp
How frequently do you go to
buy apparel in 3 months?
LESS THAN 2 TIMES 9 2 0 0 8 19
2-4 TIMES 17 14 7 1 1 40
5-6TIMES 2 19 0 9 2 32
Total 28 35 7 10 11 91
From the above table we can say that Wills lifestyle is not a very much soughed brand unlike
Benetton and levis. The reasons may be:-
1. price
2. lack of awareness due to low advertisements.
3. dominance of other brands.
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10. WHICH OF THE BRAND CAN BE RELATED AS A GLOBAL BRAND?
Figure 7.6 global brand image
benetton
wills lifestyle
levi's
van heusen
From this above pie chart we can see that Levis is leading the list in the category of globalbrand image. This may be a factor which leads to its high brand image and overall leadingtrend. Since customers are buying and having a satisfaction level in areas of quality, price,image.
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Q11. WHAT IS THE OVERALL RANKING OF THE BRAND?
Figure 7.7 overall brand image.
b e n e t t
l e v i s
w i l l s
vhl p
So from this pie chart it is evident and we get an Idea that Benetton and Levis are dominatingthe target market and wills lifestyle is following it as the third most wanted brand which the
customer prefers.
So wills have to enhance its presence by various marketing strategies so as to have a higher
position in the market.
Currently it is offering various discounts which is very much going to help to clear the stocks
as well as the new launches in classy segments.
Q12. DERIVE THE PERCEPTUAL MAPPING OF THE FILLED QUESTIONNAIRE?
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Table 7.7 spss data (functions)
Standardized Canonical Discriminant Function Coefficients
1 2
brand image .315 .547
look of thestore
-.559 .238
product quality .614 .498
customerservice
.411 -.726
price -.527 .272
styles/variability .011 -.183
wills lifestyle -.157 -.226
louis philippe .115 -.066
levi's .153 .229
benetton .107 -.242
allen solly -.457 .050
van heusen .238 .055
Figure 7.8 perceptual mapping
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-.800
-.600
-.400
-.200
.000
.200
.400
.600
.800
-.800 -.600 -.400 -.200 .000 .200 .400 .600 .800
.315
-.559
.614
.411
-.527
.011
-.157
.115
.153
.107
-.457
.238
B2
B1
B3
B4B5
B6
A1 A2
A3
A4
A5
A6
B2
A1- Brand image B1- Levis
A2- product quality B2- Van Heusen
A3- customer service B3- Louis Philippe
A4- Styles Variety B4- Benetton
A5- Look of the store B5- Wills LifestyleA6- Price
To know the various factors which influences various brands a perceptual mapping was done.
A perceptual mapping was done for the brands that are:-
1. Wills lifestyle
2. Louis philippe
3. Van heusen
4. Arrow
5. Allen solly
6. Levis
With respect to the various attributes such as:-
1. Brand Image
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2. Look of the store
3. Product Quality
4. Customer Service
5. Price
6. Styles/ availability
The results showed that in 1st quadrant in respect of brand image and product quality levis and
Van Heusen are the most favorites by the customers, and also levis is slightly above Van
Heusen. Since from the questionnaire we also got to know that levis is also considered to be
global brand so this might be the reason for this.
And from second quadrant we can see that Allen Solly is considered to be a brand which
comes in mind of the customers when it thinks of the price factor and also the look of the storefactor. Since also it is considered to be the brand as affordable and quality brand so they are
able to establish themselves as the brand in the manner they wanted.
From the third quadrant we can infer that the brand Wills Lifestyle lacks clarity since no factor
can be related with the brand and thus it creates a confusion in the minds of the customers
which acts as a lacunae in the way of achieving the top position, it can also be said that
strategies implemented are not very efficient and clear cut goals should be established.
From the fourth quadrant we can say that Louis Philippe and Benetton are the most sorted out
brand when customer thinks of styles and variety and also we can see in the quadrant that
customer service is also the quite factor which creates the customers for the brands.
7.1 INITIATIVES & CONTRIBUTIONS
1. A contribution of approximately Rs. 2,65,000 has been made to the company, through
sales, during the period of the internship, with the highest invoice value of Rs 35,000.
2. A micro marketing activity was initiated to take care of the decreasing footfalls. Different
restaurants, bars and stores like that of watch companies or camera companies, which were
also in proximity to the store, were targeted. The following places were visited for this
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purpose Indian Coffee Home, Spirit Restaurant & Bar, World of Titan, Canon and
Oriflame. The deal with Spirit Restaurant & Bar has been successfully converted. A two
way tie up has been finalized. 100 Gift Vouchers of denominations of Rs. 500 of Wills
Lifestyle will be given on a bill of Rs. 3000 at Spirit. Similarly, a discount of 15% at Spirit
will be applicable on an invoice of Rs. 3000 at Wills Lifestyle.
3. An opportunity was received to interview candidates for the post of customer associate
for the store. The interviews were held on the 11th of March within the store itself.
4. An initiative was taken to make the store presentable at all times. Visual Merchandising
exercises were taken up regularly with a change in the Window Displays every 10 to 15
days.
7.2 LEARNING FROM THE ABOVE
From the above analysis there are many things that we can see is important they are:-
1. Since Indian market consists of various dimensions and which is very much dynamic in
nature so our strategies should be to be at a same frequency and pace with the ever
changing time by various kind such as :- a) Innovation b) fast and consistent growth c)
constant vigil on the market changes d) customer need identification and fulfillment.
2. Since we know that ITC Wills lifestyle is a very huge brand but then also it is not at thetop of the league. It can be increased only by positioning the brand into the minds of
the customer.
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3. Innovative advertisements like what LEVIS always gives, recently it came with a
huge collection of denim range called CURVE ID for women and its a huge hit, so
these kind of innovation is always profitable for the company.
4. we also can see that offers play a very major role in creating sales, in this all the
companies try to give many offers but only some are proved to be profitable, levis
came with a very innovative add in which there is a EMI system and we can buy
expensive denims by taking it on installments.
5. since overall image is build by the synergy effect of the various attributes such as A)
price factor B) quality C) look of the store D) styles. If all of these are taken care of
then the brand image can be increased hence increasing the market share.
6. Ground level staffs are the ones who are in a direct contact with the customers so they
should be properly trained by the Human Resource Department of the concernedcompany.
7.3 Devising Promotional Strategies based on Customer Profiling
In accordance with the study conducted outside the store, to measure the effectiveness of the
brand it was also important to note the trends occurring inside the store. Therefore a small
project was taken up towards the end of May to do an in-store study of the buying patterns of
customers as well as the sub-brand performance (Sport, Classic, Clublife, and Signature).
In this project basically a customer profiling was done. It aimed at observing the trends or
buying patterns of the customers based on their age, gender, and the hour at which they visit &
purchase from the store. A record of 840 transactions has been made, which includes the trend
for the period of one month.
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7.3.1 Limitations:
The mapping for the age of the shopper is done on the basis of assumption.
The tracking is done from 3 p.m. to 8 p.m. only On the basis of the above observations the
following promotional strategy has been devised.
PROMOTION NAME: Fashion by Wills
PROMO OPTION 1: Buy Wills Signature collection worth Rs. 2500 (or above) & get Gift
Vouchers worth Rs. 500. (Gift vouchers applicable on accessories & Essenza Di Wills)
PROMO OPTION 2: Buy Wills Signature collection worth Rs. 2500 (or above) & Pick Fiama
Di Wills worth Rs. 250.
TIMINGS (during which promo is applicable): Applicable between 1 p.m. & 4 p.m. on
weekdays.
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CHAPTER 8
SUGGESTIONS
From the study of the other brands along with the experience of working at the store, a few
points were identified which are mentioned here. An attempt has been made to come up with
a few suggestions which would help in increasing the effectiveness of the store as well as the
brand.
1. The sub brands Wills Classic, Wills Sport, Wills Clublife, and Wills Signature can be
advertised separately to increase the awareness these brands. This can be done by putting
up separate, easily movable (to facilitate regular change in VM), signage for each brandshowing their respective logos, within the store.
2. CARRY BAGS Carry bags are a great means of advertising. The new season launch
should be advertised through carry bags also.
3. TRIAL ROOMS The trial rooms dont look like that of a premium brand. It doesnt
match up to the facilities provided at the South extension and Ambi store as well as other
stores like Levis.
4. Centralized cooling is required.
5. Sofas required for comfort (like that at other Wills stores).
6. Sizes Waiting for sizes becomes a turn-off for the customer if it takes too much time. It
sometimes results in the customer walking out of the store.
7. The stocks in the back room should be kept size-wise as well as brand-wise (classic, sport,
etc) and the racks can be tagged with stickers indicating the sizes it contains.
8. Training house-keeping staff for faster service & quicker replenishments throughout the
day.
9. In order to build a dominant presence in the apparel market it should go for a robust
portfolio of offerings.
10. It should have clearly differentiated product presentation, and more product range.
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11. It is also seen that customers hesitate to come to store when the salesman there is
constantly hovering around them, so in order to have more footfall in the store it should
take care of the comfort area of their customers.
12. Since it is more focusing on the exclusive shops thus they should increase their number of
shops so that more target segments are covered.
13. Since it has international look and feel it should take advantage of this stage and should
know what the elite class exactly wants since they are the main buyers.
14. John players should also be promoted so that it is recalled into the minds of the customers
when they go for shopping.
15. During research it was also found that most of them think that it is very expensive, so this
perception should be changed by justifying the price charged with the various value
attached to it.16. During the research it was also found that advertising is also very helpful in developing the
market share of the brands, since levis and park avenue is very much into the advertising
and Benetton is giving ads in the print media which is also helping them with brand
recalling into the minds of the customers which wills lifestyle is not doing.
17. Relating towards a particular age group is very important or relating towards a particular
department gives a clear cut idea about the brands. Like levis and Benetton is targeting
towards denims and youth and also there price range is large.
18. An exercise was done by changing the pattern of the store located at the C.P market in
every 5-6 days and showcasing the latest designs caused an increase of footfalls and
purchases. In fact the layout inside the store was also changed by changing the
mannequins and racks into different places also caused a favorable factor in increasing
sales.
19. Wills Lifestyle should also focus on entering into the formal or business suit segment
which is dominated by various brands such as Giovanni, Blackberry, Park Avenue and
other players. Since it has the potential and a market image of a classy brand it wo
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