Report

MEGAMART (HYD) 1
EXECUTIVE SUMMARY
Objective:
The main objective of the study is to collects data on Consumer perception or behavior about
Megamart and to know how people are satisfied with shopping at Megamart so that necessary
steps can (could) be taken in strategy formulation to improve company performance further.
Scope:
This report will be of great help for the marketer in order to formulate his retailing strategy.
Technical data in the project:
The data were collected through Questionnaire by personal interview method.

a) Primary data b) Secondary data c) Silent Observation
Importance of the project:
This project is important from marketer point of view as it shows the perception of consumer
towards MEGAMRT.
Limitation:
This study has its limitation as the data were collected mainly from “HYDERABAD” area.
Also the time of two month’s is not enough to go deep study on this problem.
SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

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RETAIL OVERVIEW
According to this year's Global Retail Development Index India is positioned as the leading
destination for retail investment. This followed from the saturation in western retail markets
and we find big western retailers like Wal-mart and Tesco entering into Indian market. India's
retail industry accounts for 10 percent of its GDP and 8 percent of the employment to reach
$17 billion by 2010. There are about 300 new malls, 1,500 supermarkets and 325
departmental stores being built in the cities very soon.
A shopping revolution is ushering in India where, a large population between 20-34 age
groups in the urban regions is boosting demand by 11.1 percent in 2004-05 to an Rs 23,308
purchasing power. This has resulted in huge international retail investment and a more liberal
FDI.
India tops the AT Kearney's annual Global Retail Development Index (GRDI) for the third
consecutive year, maintaining its position as the most attractive market for retail investment.
Furthermore a report by PricewaterhouseCoopers foresees India and China to continue as the
top sourcing hubs in retail and consumer sector in the coming years.
The Indian retail industry in valued at about $300 billion and is expected to grow to $427
illion in 2010 and $637 billion in 2015. Only three percent of Indian retail is organised.
Retailers of multiple brands can operate through a franchise or a cash-and-carry wholesale
model.
Retail is India’s largest industry, accounting for over 10 percent of the country’s GDP and
around eight percent of employment. Retail in India is at the crossroads. It has emerged as
one of the most dynamic and fast paced industries with several players entering the market.
That said, the heavy initial investments required make break even hard to achieve and many
players have not tasted success to date. However, the future is promising; the market is
growing, government policies are becoming more favorable and emerging technologies are
facilitating operations.
Retailing in India is gradually inching its way to becoming the next boom industry. The
whole concept of shopping has altered in terms of format and consumer buying behavior,
ushering in a revolution in shopping. Modern retail has entered India as seen in sprawling
shopping centres, multi-storeyed malls and huge complexes offer shopping, entertainment
and food all under one roof.
The Indian retailing sector is at an inflexion point where the growth of organised retail and
growth in the consumption by Indians is going to adopt a higher growth trajectory. The Indian
population is witnessing a significant change in its demographics. A large young working
population with median age of 24 years, nuclear families in urban areas, along with

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increasing working-women population and emerging opportunities in the services sector are
going to be the key growth drivers of the organised retail sector.
Initially, this was about Indian corporate houses rolling out malls and supermarkets, but with
Wal-Mart coming into the Indian market, the era of the superstore is dawning. Unlike the
kirana stores that served us for decades, this new breed of retail chains is heavily dependent
on IT.
Wal-Mart, the world’s largest retailer, and Bharti Enterprises have signed a Memorandum of
Understanding (MoU) to explore business opportunities in the Indian retail industry. This
joint venture will mark the entry of Wal-Mart into the Indian retailing industry.
The biggest competitor for Bharti-Wal-Mart is likely to be Reliance Retail, the retail wing of
Reliance, which had planned to establish 10,000 stores by 2010. It had already opened 11
pilot stores under the “Reliance Fresh” format in Hyderabad.
All these trends and developments present a great business opportunity for software and
hardware vendors from across the globe. Indian solution providers are targeting this segment
have reason to rejoice. For while organised retail occupies a miniscule two to three percent of
the overall Indian retailing industry, that is poised to change.
Continuing the robust growth of the organised retail in India, according to the Credit Rating
and Information Services of India, the industry raked in US$ 25.44 billion turnover in 2007-
08 as against US$ 16.99 billion in 2006-07, a whopping growth rate of 49.73 per cent.
India has one of the largest number of retail outlets in the world. Of the 12 million retail
outlets present in the country, nearly 5 million sell food and related products. Thought the
market has been dominated by unorganised players, the entry of domestic and international
organised players is set to change the scenario.
Organised retail segment has been growing at a blistering pace, exceeding all previous
estimates. According to a study by Deloitte Haskins and Sells, organised retail has increased
its share from 5 per cent of total retail sales in 2006 to 8 per cent in 2007. The fastest growing
segments have been the wholesale cash and carry stores (150 per cent) followed by
supermarkets (100 per cent) and hypermarkets (75-80 per cent). Further, it estimates the
organised segment to account for 25 per cent of the total sales by 2011.
A McKinsey report 'The rise of Indian Consumer Market', estimates that the Indian consumer
market is likely to grow four times by 2025. Commercial real estate services company, CB
Richard Ellis' findings state that India's retail market is currently valued at US$ 511 billion.
Banks, capital goods, engineering, fast moving consumer goods (FMCG), software services,
oil marketing, power, two-wheelers and telecom companies are leading the sales and profit
growth of India Inc in the fourth quarter of 2008-09. India continues to be among the most

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attractive countries for global retailers. At US$ 511 billion in 2008, its retail market is larger
than ever and drawing both global and local retailers. Foreign direct investment (FDI) inflows
as on January 2009, in single-brand retail trading, stood at approx. US$ 25.18 million,
according to the Department of Industrial Policy and Promotion (DIPP).
India's overall retail sector is expected to rise to US$ 833 billion by 2013 and to US$ 1.3
trillion by 2018, at a compound annual growth rate (CAGR) of 10 per cent. As a democratic
country with high growth rates, consumer spending has risen sharply as the youth population
(more than 33 percent of the country is below the age of 15) has seen a significant increase in
its disposable income. Consumer spending rose an impressive 75 per cent in the past four
years alone. Also, organised retail, which accounts for almost 5 per cent of the market, is
expected to grow at a CAGR of 40 per cent from US$ 20 billion in 2007 to US$ 107 billion
by 2013.
India has emerged the third most attractive market destination for apparel retailers, according
to a new study by global management consulting firm AT Kearney. It further says that in
India, apparel is the second largest retail category, representing 10 per cent of the US$ 37
billion retail market. It is expected to grow 12-15 per cent per year. Apparel, along with food
and grocery, will lead the organised retailing in India. India has one of the largest numbers of
retail outlets in the world. A report by Images Retail estimates the number of operational
malls to grow more than two-fold, to cross 412, with 205 million square feet by 2010, and a
further 715 malls to be added by 2015, with major retail developments even in tier-II and tier-
III cities in India.
• Marks & Spencer Reliance India is planning to open 35 more stores over the next five
years, according to Mark Ashman, CEO of the company. The 51:49 joint venture
between UK’s Marks and Spencer and Reliance Retail Ltd already has 15 stores in
India.
• Future Group has been restructured to test the new rules on FDI under Press Notes 2,
3 and 4 issued in February 2009. The company plans to bring in up to US$ 148.7
million in foreign investment. Although FDI is permitted only in single-brand retail
and not permitted in multi-brand retail businesses like Future Group's, the
conglomerate has created two layers of operations to take advantage of the three Press
Notes that allow FDI up to 49 per cent in operating-cum-investment companies as
long as they are owned and controlled by Indians.
• Carrefour SA, Europe’s largest retailer, may start wholesale operations in India by
2010 and plans to set up its first cash-and-carry outlet in the National Capital Region.
Currently, Carrefour exports goods worth US$ 170 million from India to Europe,
UAE, Indonesia, Europe, Thailand, Singapore and Malaysia.
• Jewellery manufacturer and retailer, Gitanjali Group and MMTC are jointly setting up
a chain of exclusive retail outlets called Shuddi–Sampurna Vishwas. The joint
venture, which plans to open around 60 stores across India by end of this year, will
retail hallmarked gold and diamond jewellery.
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• Mahindra Retail, a part of the US$ 6.7-billion Mahindra Group, plans to invest US$
19.8 million by 2010 to step up its specialty retail concept 'Mom and Me'.
• Even though India has well over 5 million retail outlets of all sizes and styles (or
non-styles), the country sorely lacks anything that can resemble a retailing industry in the
modern sense of the term. This presents international retailing specialists with a great
opportunity.
• It was only in the year 2000 that the global management consultancy AT Kearney
put a figure to it: Rs. 400,000 crore (1 crore = 10 million) which will increase to Rs.
800,000 crore by the year 2005 – an annual increase of 20 per cent.
• Retailing in India is thoroughly unorganised. There is no supply chain management

perspective. According to a survey b y AT Kearney, an overwhelming proportion of the Rs.
400,000 crore retail market is UNORGANISED. In fact, only a Rs. 20,000 crore segment of
the market is organised.
• As much as 96 per cent of the 5 million-plus outlets are smaller than 500 square feet
in area. This means that India per capita retailing space is about 2 square feet (compared to
16 square feet in the United States). India's per capita retailing space is thus the lowest in
the world (source: KSA Technopak (I) Pvt Ltd, the India operation of the US-based Kurt
Salmon Associates).
• Just over 8 per cent of India's population is engaged in retailing (compared to 20 per
cent in the United States). There is no data on this sector's contribution to the GDP.
• From a size of only Rs.20,000 crore, the ORGANISED retail industry will grow to
Rs. 160,000 crore by 2005. The TOTAL retail market, however, as indicated above will
grow 20 per cent annually from Rs. 400,000 crore in 2000 to Rs. 800,000 crore by 2005
(source: survey by AT Kearney)
• Given the size, and the geographical, cultural and socio-economic diversity of India,
there is no role model for Indian suppliers and retailers to adapt or expand in the Indian
context.
• The first challenge facing the organised retail industry in India is: competition from
the unorganised sector. Traditional retailing has established in India for some centuries. It is
a low cost structure, mostly owner-operated, has negligible real estate and labour costs and
little or no taxes to pay. Consumer familiarity that runs from generation to generation is one
big advantage for the traditional retailing sector.
• In contrast, players in the organised sector have big expenses to meet, and yet have
to keep prices low enough to be able to compete with the traditional sector. High costs for
the organised sector arises from: higher labour costs, social security to employees, high

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quality real estate, much bigger premises, comfort facilities such as air-conditioning, back-
up power supply, taxes etc. Organised retailing also has to cope with the middle class
psychology that the bigger and brighter a sales outlet is, the more expensive it will be.
• The above should not be seen as a gloomy foreboding from global retail operators.
International retail majors such as Benetton, Dairy Farm and Levis have already entered the
market. Lifestyles in India are changing and the concept of "value for money" is picking up.
• India's first true shopping mall – complete with food courts, recreation facilities and
large car parking space – was inaugurated as lately as in 1999 in Mumbai. (this mall is
called "Crossroads").
• Local companies and local-foreign joint ventures are expected to more

advantageously positioned than the purely foreign ones in the fledgling organised India's
retailing industry.
• These drawbacks present opportunity to international and/or professionally managed

Indian corporations to pioneer a modern retailing industry in India and benefit from it.
• The prospects are very encouraging. The first steps towards sophisticated retailing
are being taken, and "Crossroads" is the best example of this awakening. More such malls
have been planned in the other big cities of India.
• An FDI Confidence Index survey done by AT Kearney, retail industry is one of the
most attractive sectors for FDI (foreign direct investment) in India and foreign retail chains
would make an impact circa 2003.
Policy Initiatives
100 per cent FDI is allowed in cash-and-carry wholesale formats. Franchisee arrangements
are also permitted in retail trade.
51 per cent FDI is allowed in single-brand retailing.
India retail industry is progressing well and for this to continue retailers as well as the Indian
government will have to make a combined effort.
• India Shopping Malls

• Scope of the Indian Retail Market
• Indian Organized Retail Market
• Growth Factors in Indian Organized Retail sector
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• Opportunities in Indian Organized Retail sector

• Challenges facing the Indian Organized Retail sector
• Role of Supply Chain in Indian Organized Retail
• Employment Generation by Indian Organized Retail Sector
• Indian Organized Retail Sector's Impact on Lifestyles
• Emerging Trends in Indian Organized Retail Sector
• Growth of Retail Companies in India
• Evolution of Indian Retail
• FDI in Indian Organized Retail Sector
• Formats in Indian Organized Retail Sector
• Consumer Durables Retail
Retail space
Driven by changing lifestyles, strong income growth and favorable demographic patterns,
Indian retail is expanding at a rapid pace. Mall space, from a meagre one million square feet
in 2002, was 40 million square feet by end-2007 and was 60 million square feet by end-2008,
says Jones Lang LaSalle's third annual Retailer Sentiment Survey-Asia.
Alongside, Indian cities are witnessing a paradigm shift from traditional forms of retailing
into a modern organized sector. A report by Images Retail estimates the number of
operational malls to more than double to over 412 with 205 million square feet by 2010 and
further 715 malls by 2015, on the back of major retail developments even in tier II and tier III
cities in India.
Luxury Retail
With consumers for luxury goods more in numbers than adult population of several countries,
the Indian luxury retail market is estimated to leap-frog from around US$ 3.5 billion to US$
30 billion by 2015, according to a survey done by AT Kearney. India's luxury market,
estimated to be the 12th largest in the world, has been growing at the rate of 25 per cent per
annum.
Already Indians splurge US$ 2.9 billion on luxury assets, spend another US$ 953 million on
luxury services and top it by buying luxury goods worth US$ 377 million. And with a rapidly
expanding population of high net worth individuals, India could emerge as the next hub for
luxury goods consumption.
Consequently, a number of foreign brands including French Connection, Sanrio of Hello

Kitty fame, Jimmy Choo, La Pearla and Calvin Klein among others have already lined up for
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permission to infuse foreign direct investment through the single-brand retail window.
Kids' Retail
When it comes to Indian children, retailers are busy bonding -- and branding:
• Monalisa, the Versace of kids, is coming to India.

• International brand Zapp tied up with Raymond to foray into kids' apparel.
• Disney launched exclusive chains which stock character-based stationery.
• Pantaloon's joint venture with Gini & Jony will set up a retail chain to market kids'
apparel.
• Swiss kidswear brand Milou is collaborating with Tirupur-based Sreeja Hosieries.
• French furniture brand Gautier is all set to hit the Indian retail market by the end of
the year with a comprehensive range of furniture for children and infants.
• The UK based retail chain, Marks & Spencer, is launching its kids' wear categories in
India.
Leading the kids' retail revolution is the apparel business, which accounts for almost 80 per
cent of the revenue, with kids' clothing in India following international fashion trends.
According to research firm KSA Technopak, the branded segment comprises US$ 701.7
million of the total kids' apparel market-size of over US$ 3 billion. Industry experts say kids'
retailing will touch annual growth of 30-35 per cent.
Discount Malls
Even as the organized retail market is starting to take off, there has been a concomitant surge
in branded discount outlets in India. Top realtors and local retail chains are developing malls
in regional boroughs, specifically to sell premium branded goods. At least 50 such malls are
to come up in the next two years across the country positioned in the middle-to-the-premium
end of the market.
For example, Royal Palms is developing Orchard Road Mall in the western suburbs of
Mumbai. Similarly, Akruti Nirman, which is planning to brand its discount malls in
Kanjurmag, Ghatkopar, Mumbai and Thane as 'Cityworld', has decided to develop similar
malls in Tier II and Tier III cities. Some of the other prominent discount retailers include
Pantaloon Retail (India) Ltd's Brand Factory, Arvind Mills Ltd's Megamart andand Provogue
(India) Ltd's Promart among others.
E-retailing
The increase in the PC and internet penetration along with the growing preference of Indian
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consumers to shop online has given a tremendous boost to e-tailing-the online version of
retail shopping. An estimated 10 per cent of the total e-commerce market is accounted by e-
tailing.
With today's, net-savvy Indians making online purchases like never before, both the number
and variety of products sold online has grown exponentially. According to the Indian
Marketing Research Bureau (IMRB) and Internet and Mobile Association of India (IAMAI),
the e-tail market is estimated to grow by 30 per cent to US$ 273.02 million in 2007-08, from
US$ 210.01 million in 2006-07.
In fact, there has been a continuous rise in the number of people accessing the internet.
According to online research and advisory firm JuxtConsult's 'India Online 2008', there are
over 49 million internet users in India. Significantly, internet penetration (as a percentage of
population) has grown to 12 per cent, up 3 per cent from last year's 9 per cent.
Retail Franchising
Along with e-tailing another perceptible trend in the growth of organized retail market has
been the concept of retail franchising. According to industry estimates, retail franchising has
been growing at the rate of 60 per cent in the last three years and is set to grow two-fold in
the next five years.
A number of companies have been taking this route driven mainly by the need to meet the
increasing consumer expectations of quality, ambience and brand experience. In addition, this
route also helps the big retailer players to rapidly foray into the tier II and III towns and rural
areas.
In fact, according to Mr Rod Young, Executive Director, DC Strategy, franchised outlets of
leading brands in India are estimated to sell 20 per cent more than the company-owned ones.
And with immense potential seen in this segment, the US$ 4 billion franchising industry is
likely to see almost two-fold rise in the number of franchisees (from 0.2 million) by 2010.
Rural retail
Led by the rising purchasing power, changing consumption patterns, increased access to
information and communication technology and improving infrastructure, rural retail market
is estimated to cross US$ 45.32 billion mark by 2010 and US$ 60.43 billion by 2015, says a
study by CII and YES BANK.
Consequently, Corporate India is already firming up concrete plans to tap the rural retail
market, which is growing at double the rate of urban markets, with innovative schemes and
human resource policies. And with 87 per cent of rural markets not having access to any sort
of organised marketing and distribution, this segment has tremendous potential for growth.

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International Retailers
With international brands like Tommy Hilfiger, Esprit and Puma (that have entered the
country) growing well over 100 per cent, many others are also planning to foray into the
Indian retail market. India's vast middle class with its expanding purchasing power and its
almost untapped retail industry are key attractions for global retail giants wanting to enter
newer markets.
• The world's largest retailer, Wal-Mart, has tied-up with Sunil Mittal's Bharti
Enterprises to enter Indian retail market.
• Microsoft's first shop-in-shop pilot has been launched with the Tata Group subsidiary
Infiniti Retail's multi-brand consumer durables retail format, Croma.
• The Walt Disney Company, consumer product retailing arm of global animation
giant, will soon add 135 new stores to its existing 15 stores.
• World's leading coffee chain, Starbucks' enters India through a tie-up with the
country's leading multiplex operator PVR Limited.
• Apple Inc has entered into an exclusive marketing and distribution deal with Reliance
Retail through "iStore by Reliance Digital".
• The UK-based international coffee chain, Costa Coffee, plans to double the number of
retail outlets by the end of 2008.
• British retailer Marks & Spencer's has tied with Reliance Retail and plans to open at
least 50 new stores in India over the next five years, with an initial investment of up to
US$ 58 million.
• UK's largest home textile retail chain, Rosebys, which was acquired by Gujarat Heavy
Chemicals in 2006, is set to foray into the domestic market this year with a slew of
stores.
• German sportswear and Apparel Company, Adidas is going in for a major expansion
across India, and plans to have a total of about 450 franchisee outlets in the country.
Some of the international players that have already entered India include McDonald's, Pizza
Hut, Dominos, Levis, Lee, Nike, Adidas, TGIF, Benetton, Swarovski, Sony, Sharp, Kodak,
Medicine Shoppe among others.
Retail Reform
The Government allows 100 per cent foreign direct investment (FDI) in cash and carry
through the automatic route and 51 per cent in single brand. Besides, the franchise route is
available for big operators. To further attract global retailers, the economic survey 2007-08
has suggested a share for foreign equity in all retail trade and 100 per cent in respect of
luxury brands and other specialised retail chains.
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Retailing in India: a forecast:
Future of organized retail in India looks bright. According to recent researches it is projected
to grow at a rate of about 37% in 2007 and at a rate of 42% in 2008. It will capture a share of
10% of the total retailing by the end of 2010.
According to the Union Minister of Commerce & Industry, Shri Kamal Nath, the organized
retail sector is expected to grow to a value of Rs. 2,00,000 crore (US$45 billion) and may
generate 10 to15 million jobs in next 5 years. This can happen in two forms- 2.5 million of
these people may be associated directly with retailing and the rest 10 million people may be
gainfully employed in related sectors that will be pulled up through the strong forward and
backward linkage effects.
However to compete in this sector one needs to have up-to-date market information for
planning and decision making. The second most important requirement is to manage costs
widely in order to earn at least normal profits in face of stiff competition.
Road Ahead
According to industry experts, the next phase of growth is expected to come from rural
markets, with rural India accounting for almost half of the domestic retail market, valued over
US$ 300 billion. Rural India is set to witness an economic boom, with per capita income
having grown by 50 per cent over the last 10 years, mainly on account of rising commodity
prices and improved productivity.
According to retail and consumer products division, E&Y India, basic infrastructure,
generation of employment guarantee schemes, better information services and access to
funding are also bringing prosperity to rural households. The rural market, product design
will need to go beyond ideas like smaller sizes (such as single use sachets) to create genuinely
new products, according to Ramesh Srinivas, national industry director (consumer markets),
KPMG India.
According to the Investment commission of India, the overall retail market is expected to
grow from US$ 262 billion to about US$ 1065 billion by 2016, with organised retail at US$
165 billion (approximately 15.5 per cent of total retail sales). India is expected to be among
the top 5 retail markets in the world in 10 years.
According to new market research report by RNCOS titled, "Booming Retail Sector in India",
organised retail market in India is expected to reach US$ 50 billion by 2011.

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• Number of shopping malls is expected to increase at a CAGR of more than 18.9 per
cent from 2007 to 2015.
• Rural market is projected to dominate the retail industry landscape in India by 2012
with total market share of above 50 per cent.
• Organised retailing of mobile handset and accessories is expected to reach close to
US$ 990 million by 2010.
• Driven by the expanding retail market, third party logistic market is forecasted to
reach US$ 20 billion by 2011.
Exchange rate used: 1 USD = 50.5047 INR

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Retail in Hyderabad
Hyderabad Retail business sector is very large industry. This is both in terms of
establishments and employees. In India, every year the Retail Industry generates 12,000
crores in terms of retail sales. The Retail Sector is also one amongst the largest worldwide
business zones.
The retailing industry in Hyderabad is come into big Shopping Malls, and huge departmental
stores and retail chains like Big Bazaar, Shopper Stop, and Metro. The employment
opportunities in Hyderabad Retail are highly increased, and have nice financial rewards also.
The big names in the Retail Marketing like Shopper Stop, Pantaloon Retail, Lifestyle,
Subhiksha, Koutons, Bata, and Liberty are ready to invest huge money in Hyderabad Retail
Industry. In the next two years thousands of jobs will be generated in this Hyderabad Retail
sector. Integrated retailing like retail cum entertainment is booming at a great pace in the
Hyderabad city. Growth in the field of online shopping is also an important factor that helps
in enhancing the business in Hyderabad Retail Sector.
Overall, the Hyderabad Retail Business Sector has large opportunities for prospective
business persons. With in the Hyderabad retail sector generating fair profits, it would be
beneficial for investors to tap it exactly in the manner in which they want.

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ARVIND MILLS
Arvind Mills is India's largest integrated textile company and operates across the entire value
chain from design to fabric to brands. Arvind was the first company in India to bring
international brands when they brought Arrow to India. Arvind now has licensing
relationships with many international brands like Arrow, GANT US Polo & Cherokee. JV's
with VF Corporation with brand portfolio of Lee, Wrangler, Nautica, Jansport, Kipling, Hero
by Wrangler & Lee Riders, Tommy Hilfiger and most recently a JV with Diesel.
In addition Arvind also owns a number of successful Indian brands: Flying Machine,
Newport and Excalibur among others. Arvind also own & operates India's largest 75 outlet
strong value retail chain under the name 'Megamart'
Enriching lifestyle
Styles may be short lived, but for well over seven decades Arvind has been defining and
shaping many a collection and trendsetting styles across the ramps and retail outlets of the
fashion capitals of the world. Arvind is today synonymous with a vast range of lifestyles
products - be it fabrics or brands. Time and again we have been called to produce some of the
finest fabrics and exacting dresses for some of the world's most quality conscious brands -
while evolving our own extensive brand portfolio.
Brand portfolio
Arvind is amongst a few organizations worldwide with a portfolio of brands that are
distinctive and relevant across diverse consumers. At Arvind, brands work across multiple
channels, price points and consumer segments.
Own Brands
Mainstream-
1.Excalibur
2.Flying Machine
Popular-
1.Ruff & Tuff
2.New Port University
Licensed Brands-
1.Gant
2. U.S.A. 1949

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MEGAMART (HYD) 15
Premium-
1.USPA
2.SansaBelt
3.Izod
4.Pier Cardin Paris
5.Arrow
Popular
1.Cherokee
Joint Venture Brands

1.Tommy Hilfiger
2.Nautica
Premium
1.Lee
2.Wrangler
Popular
1.WranglerHero
2.Riders
The Evolution
1930 was a year the world suffered a traumatic depression. Companies across the globe began
closing down. In UK and in India the textile industry in particular was in trouble. At about
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this time, Mahatma Gandhi championed the Swadeshi Movement and at his call, people from
all India began boycotting fine and superfine fabrics, which had so far been imported from
England. In the midst of this depression one family saw opportunity. The Lalbhais reasoned
that the demand for fine and superfine fabrics still existed. And any Indian company that met
this demand would surely prosper. The three brothers, Kasturbhai, Narottambhai and
Chimanbhai decided to put up a mill to produce this superfine fabric. Next they looked
around for state-of-the-art machinery that could produce such high quality fabric. Their
search ended in England. The best technology of that time was acquired at a most attractive
price. And a company called Arvind Limited was born.
Arvind Limited started with a share capital of Rs 2,525,000 ($55,000) in the year 1931. With
the aim of manufacturing the high-end superfine fabrics Arvind invested in very sophisticated
technology. With 52,560 ring spindles, 2552 doubling spindles and 1122 looms it was one of
the few companies in those days to start along with spinning and weaving facilities in
addition to full-fledged facilities for dyeing, bleaching, finishing and mercerizing. The sales
in the year 1934, three years after establishment were Rs 45.76 lakh and profits were Rs 2.82
lakh. Steadily producing high quality fabrics, year after year, Arvind took its place amongst
the foremost textile units in the country.
In the mid 1980’s the textile industry faced another major crisis. With the power loom
churning out vast quantities of inexpensive fabric, many large composite mills lost their
markets, and were on the verge of closure. Yet that period saw Arvind at its highest level of
profitability. There could be no better time, concluded the Management, for a rethink on
strategy. The Arvind management coined a new word for it new strategy – Renovision. It
simply meant a new way of looking at issues, of seeing more than the obvious and that
became the corporate philosophy.
The national focus paved way for international focus and Arvind’s markets shifted from
domestic to global, a market that expected and accepted only quality goods. An in-depth
analysis of the world textile market proved an eye opener. People the world over were
shifting from synthetic to natural fabrics. Cottons were the largest growing segments. But
where conventional wisdom pointed to popular priced segments, Renovision pointed to high
quality premium niches. Thus in 1987-88 Arvind entered the export market for two sections
-Denim for leisure & fashion wear and high quality fabric for cotton shirting and trousers. By
1991 Arvind reached 1600 million meters of Denim per year and it was the third largest
producer of Denim in the world.
In 1997 Arvind set up a state-of-the-art shirting, gabardine and knits facility, the largest of its
kind in India, at Santej. With Arvind’s concern for environment a most modern effluent
treatment facility with zero effluent discharge capability was also established.
Year 2005 was a watershed year for textiles. With the muliti-fiber agreement getting phased
out and the disbanding of quotas, international textile trade was poised for a quantum leap. In
the domestic market too, the rationalizing of the cenvat chain and the growth of the organized
retail industry was likely to make textiles and apparel see an explosive growth.

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MEGAMART (HYD) 17
Arvind has carved out an aggressive strategy to verticalize its current operations by setting up
world-scale garmenting facilities and offering a one-stop shop service, by offering garment
packages to its international and domestic customers.
of Lee, Wrangler, Arrow and Tommy Hilfiger and its own domestic brands of Flying
Machine, Newport, Excalibur and Ruf & Tuf, is setting its vision of becoming the largest
apparel brands company in India.
The Lalbhais –A Historical Perspective
The Lalbhais can trace their descent from Seth Shantidas (c.1590-1659), who was a dominant
figure in the business and civic life of the city. He enjoyed the patronage of the Moghul
emperors to whom he was a trusted jeweler. Shantidas was amongst the prominent financers
of his time as well. He played an influential role amongst the Jain community of his time, and
it was because of his influence at the Moghul court that Shah Jehan confirmed the rights of
the Jains over the ancient shrines of Shetrunjaya. His grandson, Khushalchand, (1680-1748)
too occupied a place of prominence in the business and social life of the city. He saved the
city of Ahmedabad from the marauding Maratha army in 1725 by paying a ransom of Rs. 5
Lakh on behalf of the whole city. For this act the grateful “mahajans” promised in perpetuity,
a small amount collected as town duties on goods entering the city to Khushalchand and his
family, and the title of Nagarsheth was bestowed upon him .
The current surname, Lalbhai, is derived from Lalbhai Dalpatbhai the great great great
grandson of Khushalchand. Lalbhai was born around the time when the first textile factory in
the city went into production. The first manufacturing company of the Lalbhai family,
Saraspur Manufacturing Company was established in 1897. It started with producing cotton
yarn. During the intensifying Swadeshi movement the second company Raipur Mills was
established in 1905. Due to untimely death Lalbhai Dalpatbhai the reins of his businesses
were handed over to his young sons including a seventeen year old Kasturbhai Lalbhai.
Kasturbhai started the first large scale textile mill under the name of Asoka Mills in 1920
with a capital of Rs.12 Lakh at a time when the largest mills in the region were built with not
more than Rs. 5 Lakh. 1930-31 saw the resurgence of second Swadeshi movement
coinciding with the great depression. While different entrepreneurs reacted to the situation
differently Kasturbhai saw this as the decade of prosperity and growth and established the
flagship Arvind Limited in 1931 with an authorized capital of Rs. 25.25 Lakh. Kasturbhai had
also floated mills for families of his three sisters under the name of Aruna Mills in 1928 and
Nutan Mills in 1931 and Ahmedabad New Cotton Mills in 1938.
With the expansion Kasturbhai came to occupy the position of the biggest textile magnate in
the country. Few groups could claim to have made such great strides during one of the worst
periods in India’s industrial history.
After a continuously successful period of four decades in the pre-independence era, the group
entered into other fields such as dyes, pharmaceuticals, chemicals, etc. The first
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MEGAMART (HYD) 18
diversification started in 1939 with Anil Starch Limited. Atul Products Limited was
established in 1952 for manufacturing textile-related chemicals and dyestuff. Atul formed
joint ventures with Ciba-Geigy called Cibatul, with American Cynamid called Cynamid of
India and with ICI of UK called Atic Industries. As time progressed the JV partners
separated amicably and these companies exist in India today as full representatives of these
global giants.
With the retirement of Kasturbhai and his younger brother Narottambhai from active
business, the role of the patriarch fell on the shoulders of Arvindbhai. He along with his
brother Niranjanbhai and his cousins Ashokbhai, Ajaybhai, Chinubhai and Vijaysinhbhai
looked into the running of the te1tile mills, Siddharthbhai headed Atul Products, and
Shrenikbhai, Anilstarch. The group took over a sick company called Ahmedabad Laxmi
Cotton Mills Co. Ltd. and merged with Arvind Limited and the unit was renamed as Ankur
Textiles. The unit currently under Arvind Products Limited is today the country largest
organized player in the voiles market.
The group also invested in Anup Engineering Limited engaged in fabrication and set up Amol
Dicalite in collaboration with General Refractories Limited, U.S.A for manufacturing filter
aids and perlite products.
With the third generation of Lalbhais retiring from business Sanjay, Sunil and Samveg
Lalbhai, the fourth generation of Lalbhais, now oversee all the businesses.
Apart from the field of business the Lalbhais over generations have contributed to education,
social and religious causes. Their contribution to education starting from Gujarat Vernacular
Society in late 1800’s to the formation of Ahmedabad Education Society, (1936), which
governs 11 leading colleges and 6 schools, and 4 other educational programs. Kasturbhai
Lalbhai played a key role in establishing the Physical Research Laboratory (1948),
ATIRA(1947) and the famed IIM Ahmedabad (1961). The Lalbhai family has been closely
associated with the Jain trust called Anandji Kalyanji Trust which is involved in propagating
and maintaining Jain temples in western India. Shri Kasturbhai Lalbhai headed the trust for
50 years, followed by Shrenik Lalbhai for 30 years, and now, Samveg Lalbhai heads the
trust. Sanjay Lalbhai heads Sharda Trust – Arvind’s CSR vehicle. Arvind is committed to
upgrading the standard of municipal schools in Ahmedabad and work towards building a pool
of bright employable youth.

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MEGAMART (HYD) 19
CORPORATE SOCIAL RESPONSIBILITY
The Lalbhai Group has made significant monetary and management contributions to the
following Institutions:
EDUCATION – PROFESSIONAL, CULTURAL, AND RESEARCH BODIES
• Ahmedabad Education Society

• Lalbhai Dalpatbhai Institute of Indology
• Ahmedabad Textile Industries Research Association (ATIRA)
• L.D. Engineering College
• L.D. Arts College
• Indian Institute of Management, Ahmedabad
• Gujarat University
• Mohinaba Kanya Vidyalay
• Rachana School
• Lalbhai Dalpatbhai Municipal School
• Lalbhai Dalpatbhai Bharatiya Sanskriti Vidya Mandir
• Consumer Education and Research Center
HUMAN DEVELOPMENT
• Sharda Trust
• Narottam Lalbhai Rural Development Foundation
• Chandraprasad Desai Memorial Foundation
• Blindmen’s Association
• Sankat Nivarn Samhiti
MEDICAL CARE AND RESEARCH
• Gujarat Cancer Society

• Jiuraj Hospital
• Shaardaben Chimanbhai Minicipal Hospital
• Sharda School of Mentally Retarded Children
• Sudhir Chimanbhai Rehabilitation Center

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MEGAMART (HYD) 20
HISTORY
1931
Arvind Limited Limited is set up by three brothers Kasturbhai, Narottambhai and

Chimanbhai Lalbhai with a share capital of Rs 2,525,000 (US$55,000) backed by
state-of-the-art technology, with the aim to produce high-end superfine fabric.
1934
•
With sales reaching Rs 45.76 Lakhs, and a profit of almost Rs 3 Lakhs, Arvind
establishes itself amongst the foremost textile units in the country.
1986
•
- An uninterrupted record of not missing out on paying dividend to its shareholders.
- An established leader in fine & superfine cotton fabrics for Indian market.
1986
•
Renovision: First company to bring globally accepted fabrics Denim, yarn dyed
shirting fabrics & wrinkle free gaberdines to India.
1987
•
- The largest zero discharge green efluent treatment plant in India.
- Commitment to greener world
•
1987
•
- First company to bring International shirt brand “Arrow” to India
- First company to start dedicated “retail” outlets for Arrow brand.
- Awarded various awards for Highest exports and ISO
•
1989
•
- Largest denim & shirting in South Asia.
- 3rd Largest denim capacity in the world
•

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MEGAMART (HYD) 21
1997
•
First Indian company to verticalise the cotton textile business from cotton fields
to apparel retailing.
1997-1998
•
First company to introduce ERP SAP business solutions
2008
•
Company launches 'Megamart', now India's largest value apparel-retail chain
• 2008
• Largest portfolio of International brands: Lee, Wrangler, Nautica,
Jansport, Kipling, Tommy, Arrow, US Polo, Izod, Pierre Cardin, Palm Beach,
Cherokee, hart Schaffner Marx
•
Value and vision

The underlying theme running across the broad spectrum of all business activities at Arvind is
that of enhancing lifestyles of people, across all diversities and demographics.
To serve that end, the corporate vision for Arvind states: 'We will enable people to experience
a better quality of life by providing enriching and inspiring lifestyle solutions'.
PHILOSOPHY
WE BELIEVE
In people and their unlimited potential. In content and focus in problem solving. In teams for
effective performance. In intellect & its power.
WE ENDEAVOUR
To select, train and coach people to obtain higher responsibilities. To nurture talent to build
leaders for tomorrow's corporation. To reward, celebrate and activate all intellectual business
contributions.
WE DREAM
Of excellence in all endeavours. Of mutual benefit and prosperity. Of making the world a
better place to live in. We Make Things Happen.
COMAPANY’S TRANSFORMATION

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MEGAMART (HYD) 22
History has been witness to the Arvind Group’s commitment to excellence, innovation,
perseverance and undying attention to customer and societal needs. As an organization,
Arvind has successfully integrated diverse businesses, services and products, unified by a
common vision - of enriching lifestyles.
Founded in 1931, Arvind lost no time in establishing its position as one of India’s leading
super-fine fabric manufacturers for the domestic market. And yet, Arvind has always felt the
pulse of the market; welcoming change and reinventing itself for the challenges of a dynamic
society and marketplace.
This policy of change has fetched us well deserved results. Arvind’s adoption of new-age
fabrics has seen the Company emerge as one of the largest denim manufacturers in the world,
while also bringing us global recognition for the manufacture of shirting, khakhi and knitted
fabrics.
A large and growing presence in the manufacture of ready-made garments - jeans, shirts and
knits – has further seen Arvind’s rise as a one-stop solution provider for leading global and
domestic apparel brands.
Finally, the Company’s direction and rapid growth in the branded apparel and retail business
along with a more recent involvement in the growing of organic cotton, has consolidated its
presence through the apparel value chain.
Arvind’s expertise is end to end; we apply exacting standards of innovation, design and
service through the journey; from its origin as a fiber of cotton in a farmer’s field, all the way
to its culmination as a satisfying shopping experience. And that, in fact is the feather in our
cap.
Lifestyle Fabrics-

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MEGAMART (HYD) 23
Denim Division
Arvind Limited
Naroda Road
Ahmedabad – 380025
Gujarat
India
Tel: +91-79-22203030
Fax: +91-79-22200267
e-mail : feedback@arvind.com
Khakhi Division-
Arvind Limited
Santej Road , Near Khatrej
Taluka Kalol , Dist Gandhinagar
Gujarat - 382721
India
Tel: +91-2764-281100/22
Fax: +91-2764-281177
Contact Person : Pranav Dave
e-mail : pranav.dave@arvind.in
Voiles-
Ankur Textiles
Outside Raipur Gate
Ahmedabad – 380 022
Gujarat
India
Tel: +91-79-25461191/95
Fax: +91-79-25454182
Contact Person : Brijesh Bhati
e-mail : brijesh.bhati@arvind.in
Shirting Division-
Arvind Limited
Gujarat - 382721
India
Tel: +91-2764-281100/22
Fax: +91-2764-281127

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MEGAMART (HYD) 24
Contact Person : Pranav Dave

e-mail : pranav.dave@arvind.in
Knits Division-
Arvind Limited
Gujarat - 382721
India
Tel: +91-2764-281100/22
Fax: +91-2764-281060
Contact Person : Praney Mehta
e-mail : praney.mehta@arvind.in
Lifestyle Apparel
Knits
Arvind Limited
Gujarat - 382721
India
Tel: +91-2764-281100/22
Fax: +91-2764-281060
Contact Person : Praney Mehta
e-mail : praney.mehta@arvind.in
Jeans-
Arvind Limited
26/2 & 27/2 Kenchanahalli
Mysore Road
Bangalore - 560059
India
Tel: +91-80-26999000
Fax: +91-80-26999299
Contact Person : Saurabh Samnol
e-mail : saurabh.samnol@arvindexports.com

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MEGAMART (HYD) 25
Shirting-
Arvind Limited
#55 Puttappa Industrial Estate
Mahadevapura
Whitefield Road
Bangalore -560048
India
Tel: +91-80-41123900
Fax: +91-80-41123909
Contact Person : Maneesh Patel
e-mail : maneesh.patel@arvindexports.com
Arvind Brands-
Arvind Brands Limited
Du Parc Trinity
8th Floor,
17, M. G. Road,
Bangalore – 560001
Karnataka
India
Tel: +91-80-41550100
Fax: +91-80-41550111
CEO : J.Suresh
e-mail : sureshj@arvindbrands.com
Arrow :
Contact Person : Mr.Rishi Vasudev

e-mail : rishi.vasudev@arvindbrands.com
Mega Mart :
Contact Person : Mr.Venkat

e-mail : venkat@arvindbrands.com
Flying Machine :
Contact Person : Mr.Alok Dube

e-mail : alok@arvindbrands.com
HR :

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MEGAMART (HYD) 26
Contact Person : Mr.Nagraj

e-mail : nagarajv@arvindbrands.com
OUR PEOPLE
Being an Employer of Choice is a rare feat. And Arvind accomplishes that by aiming to
attract, retain and nurture talent. The development of the individual is all-important and as
long as there is learning, there is job satisfaction. That explains Arvind’s HR policy and its
emphasis on learning and skill enhancement.
Training calendars keep our people busy across businesses, encompassing technical,
functional and behavioural modules. Training is imparted on the job, as well as through
classrooms and seminars.
Career and succession planning initiatives are implemented through role elevation and
enhancement, evaluating inter company and inter unit opportunities, and special development
plans for top talent. Arvind employs 20324 people as workmen and over 5296 people as
management staff, making it one of the more prolific employers in the state.
Corporate
Jayesh Shah
Director & CFO
Anang Lalbhai
MD - Arvind Products
Milind Hardikar
Group President - Projects
Lifestyle Fabrics
Aamir Akthar
CEO, Lifestyle Fabrics - Denim
Susheel Kaul
CEO, Lifestyle Fabrics - Shirtings & Khakhis
Senthil Kumar
CEO, Knits

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MEGAMART (HYD) 27
PD Chavda
President, Lifestyle Fabrics - Voiles
Lifestyle Apparel
Senthil Kumar
CEO, Lifestyle Apparel - Shirts , Jeans & Knits
Brands & Retail
J.Suresh
CEO - Brands & Retail
Anup Engineering
Sanjay Lapalikar
CEO, Anup Engineering
Telecom Business
Vipen Malhotra
President - Arvind Telecom
CHAIRMAN AND MANAGING DIRECTOR

Mr. Sanjay S. Lalbhai
He is a Chairman and Managing Director of the Company. He is a Science Graduate with a

Master's degree in Business Management. He has been associated with the Company for more
than 28 years. He also holds directorships in Arvind Spinning Ltd., Mauritius, Amol Decalite
Limited, Mahindra Gujarat Tractor Limited, Torrent Pharmaceuticals Limited, Arvind
Worldwide Inc., USA, Arvind Worldwide (M) Inc. and Arvind Overseas (M) Ltd.
DIRECTOR AND CHIEF FINANCIAL OFFICER
Mr. Jayesh K. Shah
He is a Wholetime Director with designation of Director and Chief Financial Officer of the
Company. He is a Commerce Graduate and Chartered Accountant and has been with the
company for more than 22 years. He has a distinguished academic career and extensive
administrative, financial, regulatory and managerial expertise. He also holds directorships in
various companies
OTHER DIRECTORS
Mr. S. R. Rao (Nominee of EXIM Bank)
He is a Nominee Director of EXIM Bank. He is a graduate from The Indian Institute Of

Technology, Bombay. He is the Chief General Manager of EXIM Bank of India. He is also

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MEGAMART (HYD) 28
on the Board of Global Procurement Consultants Ltd., Global Trade Finance Ltd., and
Nagarjuna Oil Corporation Ltd.
Mr. K.M. Jayarao (Nominee of ICICI Bank)
He is a Nominee Director of ICICI Bank Ltd. He is a B.E. (Mechanical) and a Senior General
Manager of ICICI Bank Ltd. He is also on the Board of Ispat Industries Ltd., Nagarjuna
Fertilizers and Chemicals Ltd., Share Microfin Ltd., and Aban Loyd Chiles offshore Ltd.
Mr. Sudhir Mehta
He is a Non-executive and Independent Director of the Company. He is a Science Graduate

from Gujarat University He was instrumental in the growth and progress of Torrent
Pharmaceuticals Ltd. the flagship Company of the Torrent Group. He systematically
expanded the power business of Torrent Group by acquiring significant stakes in the Torrent
Power AEC Ltd. and Torrent Power SEC Ltd. and Torrent Power Generation Limited now
merged with Torrent Power Limited and one among the few successful independent power
projects in India. He has managed strategic alliance with leading international giants from
U.K., Germany, France and USA. He is an Executive Chairman of Torrent Power Limited,
Chairman of Torrent Pharmaceuticals Limited and Torrent Private Limited and a Director of
The Torrent Power Transmission Private Ltd.
Mr. Tarun Seth
He is a Non-executive and Independent Director of the Company. He has a master's degree in

Arts (Sociology) from M.S University and ITP Harvard Business School, USA. He is a
Management Consultant. He was a President of Bombay Management Association and a
member of professional bodies like Indian Society for Applied Behavioral Science, Indian
Society for Training and Development and Bombay Management Association. He is on
Board of various Companies. He is a former faculty member of Motorola University and has
trained Motoral managers in the US, Europe, Australia, China, Taiwan, Singapore and India.
He is an independent and a non-executive Director of the Company.
Mr. Munesh Khanna
He is a Non-executive and Independent Director of the Company. He is a Chartered

Accountant from Institute of Chartered Accountants of India. He has 21 years of experience
in Investment Banking from across the Industrial spectrum in India in the areas of M&A,
Financial Restructuring and Resource Raising. In addition, he has also an extensive
experience in the Energy, Utilities and Telecom sectors.
Prior to joining Halcyon Resources & Management Consulting Private Limited, he was the
Managing Director and Head of Investment Banking in DSP Merrill Lynch. Prior to this he
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MEGAMART (HYD) 29
was the Country Head and Managing Director of Rothschild India and Partner- Country Head
of Arthur Andersen Corporate Finance. He has advised Indian Lenders on the Restructuring
of the Dabhol Power Project and LNG facility for a total value of US$ 1.9 billion. AXA on its
joint venture with Bharati Group, Air Deccan on raising funds US$ 40m through Private
Equity and IPO and many other significant transactions.
He is a member of the Young President Organisation (YPO). He was also a Member of CII
and a member of the Executive Committee of Federation of Indian Chambers of Commerce
and Industry ('FICCI') and Co - Chairman of the Finance & Capital Market committee of
FICCI.
Mr. G.M.Yadwadkar (Nominee of IDBI)
He is a Nominee Director of IDBI. He is a General Manager of IDBI, Ahmedabad. He is also

on the board of Ecoboard Inds. Ltd. Pune, SJK Steel Plant Ltd., Hyderabad, Gujarat Alkalies
& Chemicals Ltd., Vadodara and Gujarat Industrial and Technical Consultancy Organization
Ltd.
CLASSIFICATIONS
Lifestyle Fabrics
The Fabric of a Global Society

In a world without boundaries, Arvind fabrics are equally universal in their appeal. Arvind
aims to enrich lifestyles globally, inspiring diverse customers with the beauty of their fabric.
Denim
There are many delightful features of Arvind denim: An annual capacity of 110 million
meters; the position of 3rd largest producer of denim in the world; and an export network of
70 countries worldwide. Prominent products in this category include ring denim, indigo
voiles, organic denim, bi-stretch denim and fair trade certified denim. This is apart from
regular light, medium and heavy weight denims. They come in various shades of indigo,
sulphur, yarn-dyeds, in 100% cotton and various blends.
With a discerning clientele that includes GAP, VF Corporation, Levi Strauss, Abercrombie &
Fitch, Calvin Klein to name a few, Arvind has to stay fashionably ahead. Their designers
based out of Japan, Europe and USA create trend setting collections for the season, ensuring
that heads keep turning for the Arvind name. Good from the outside and from within is the
hallmark of a good product. Denim from Arvind offers reliability, quality and value-addition
through services like shrink-film wrapping, bar-coded labeling of rolls, providing washed and
unwashed shade blankets with every order, besides faster documentation. The facilities of
Arvind Denim are accredited with ISO 9001, ISO 14001, OEKOTEX 100, GOTS, Organic
exchange standard, FLO for fair trade and Lycra Assured. The labs are accredited by Dupont,
Levi Strauss.

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MEGAMART (HYD) 30
Further, there’s excellent infrastructure, state-of-art technology and a dedicated customer

counselling team that continuously resolve quality issues and provide desired wash results.
Arvind also has in place an effluent treatment facility, which recycles waste water and
converts denim waste to denim paper, in keeping with their eco friendly production process.
As one of the largest denim producers in the world, Arvind caters to quality markets of
Europe, US, West Asia, the Far East and the Asia Pacific.
Shirtings-
Arvind Shirting fabric has many aces up it’s sleeve. It is one of the most well-known products
of Arvind Group, selling at a premium in the international market. It has an astonishing
annual capacity of 34 million meters. Prominent products within this category include fabrics
with non-iron properties, mechanical finishes, printed fabrics apart from the cotton and cotton
blends in Linen, Lycra, Polyester, Modal, Silk etc. with varieties in yarn dyeds and solids.
Further, Arvind has a unique plant for manufacturing very light weight indigo dyed fabrics in
yarn dyed and solids for top weights. Arvind Shirting has a liquid ammonia based fabric
processing plant and a state-of-the-art print house – a first for India and one of the few in
Asia. The clientele for the product include names like Polo, Ralph Lauren, ESPRIT, GAP,
FCUK, Zara, Pull & Bear, Louis Philippe, Van Heusen, Allen Solly, Color Plus, Parx and
Park Avenue.
Backed by the latest technology and state-of-the-art equipment, every stage of the production
process, right from spinning of the yarn to final processing and testing of the fabric, ensures
that stringent quality standards are met and products remain eco-friendly.
The plant is equipped for spinning company, lycra and super fine yarn up to 170’s count. This
is in addition to an existing state-of-the- art yarn dyeing facility, automatic drawing in unit
and an automated fabric inspection and packing facility. And if that wasn’t enough, the
division has the largest sampling plant in India for speedy churning out of desk looms and
yardages for customers. Plus, there’s additional support from an in-house design studio and a
team of designers, who in turn get continuous inputs on latest international trends from
designers based in Italy and the UK.
Khaki-
The many virtues of Arvind Khaki merit your undivided attention: An annual capacity of 21
million meters which facilitates the launch of two new collections annually; and the
distinction of being the only khakis division in South East Asia to do so.

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MEGAMART (HYD) 31
The division provides the finest fabrics in the variants of 100% Cotton, Cotton Rich Polyester
Blend, Cotton Lycra, Cotton Tencel, Cotton Linen, etc to name a few. The division has an
integrated plant with weaving and processing facilities. The most prominent products in this
range include Chinos, Canvas, Ribstop, HBT, Tussore, Cavalry, Structures and Dobbies. It’s
easy to see why the most discerning customers flock here: The exalted list includes GAP, J
Crew, Polo Ralph Lauren, Abercrombie & Fitch, Banana Republic, Ann Taylor, Liz
Clairborne,(US), Marks and Spencer, Pull & Bear, Benetton, Grotto Gas, Diesel, Debenhams,
(UK), Madura Garments, and Color Plus (India).
To satisfy such quality conscious customers, the khaki division has a testing and Quality
Control Laboratory, and a Product Development Cell, which not only undertakes value-
engineering of the existing products but is also involved in creating new weaves, blends and
dyeing and processing techniques. The plants are certified by OEKO TEX, Lycra, Teflon.
Laboratory accredited by Marks and Spencers, Next, Dupont, Levi’s, INVISTA.
Knits-
Arvind’s knits department has an annual knitting capacity of 10,000 tons. Apart from the
basic knitting capabilities (jersey, pique, rib, and interlock), Arvind has mastered specialty
knitting techniques such as yarn-dyed autostripers, jacquards, and stretch fabric. The knits
vertical has a fabric dyeing capacity of 6500 tons per annum and yarn dyeing capacity of
3500 tons per annum. It has the ability to process both tubular and open-width fabric and
offer specialty finishes like mercerization, singing and various forms of brushing and
peaching. The department also boasts of a state-of- the art print shop equipped with fully
automatic placement printing capabilities.
Voiles-
Arvind is the uncontested market-leader in the manufacture of voiles, with a production
capacity of 33 million meters per annum. Arvind’s voiles are primarily used as blouse
material and are sold in the domestic market through an impressive network of 150 dealers,
reaching over 5000 retail outlets throughout India. High quality Swiss voiles are exported to
Switzerland, Sri Lanka and countries in the Middle East.
Lifestyle Apparel
Ready to wear ready, ready to get noticed.
The manufacture of ready-made garments has emerged as a key business area for Arvind,
enabling us to become a one-stop shop for leading apparel brands across the globe. Arvind
garments receive design inputs from Studio Arvind, which has highly creative designers from
the world over, hard at work at the drawing board. It’s no wonder that Arvind has effectively
captured the imagination and fancy of diverse and discerning customers; becoming the
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MEGAMART (HYD) 32
preferred wear - be it in boardroom dressing or campus classics or just plain affordable

fashion. Arvind has successfully enhanced lifestyles across profiles - the conformist, the
modernist and the rebel are each happy to be Arvind customers.
Jeans-
Arvind boasts of the largest ready-made Jeans facility in India with an annual capacity of 9
million pieces. Our key customers include GAP, VF Corporation, Ben Sherman, ESPRIT,
FCUK, Guess among many others. The facility is equipped with a state of the art laundry,
which offers specialty washes in addition to the basic stone, enzyme and bleach washes. We
are capable of specialty finishes like hand sanding, sand blasting, whiskers with laser and
hand; garment tinting, spraying, brushing, grinding, and permanent creasing and coating. Key
automations like the cylindrical feed of the arm, loop attach machine, pocket attach machines
etc. ensure the highest efficiency. The product mix includes innovative products like recycled
jeans, organic and fair trade jeans, and various performance finishes.
Shirts-
Arvind’s ready-made shirt capacity stands at 4 million pieces per annum and is set to grow.
With the support of Studio Arvind, the facility produces shirts of the highest quality for
brands such as ESPRIT, Mexx, Next, and FCUK among others. The factories are designed for
the most efficient material flow and host key automations like auto-welt pocket machines,
pneumatic bottom hem machines, and various special attachments. The facility is equipped
with a laundry designed to offer all kinds of wet and dry washes and performance finishes.
Knits-
Servicing customers that include Marks and Spencer, Reebok, Adidas, Hanes Brands and
FCUK among others, the ultra-modern knits garments facility has a production capacity of 9
million pieces per annum. The facility, designed on the principle of straight line material
flow, boasts of a multi-skilled work force and key automations such as the unit production
system to ensure the highest productivity. The product portfolio includes men’s and women’s
tee shirts, men’s and women’s polo shirts, golf polos, full placket shirts, and training wear.
The unit is capable of producing innovative products like climate control apparels, variety of
printed apparel, fair trade and organic apparel and a variety of performance finishes. Arvind’s
ready-made garment portfolio of Jeans, Shirts and Knits is ready to grow, and will soon
include Khakis as well.
Retailscape-
For over four decades Arvind has been at the forefront of redefining retail experiences in
India. We understand the constantly evolving aspirations of Indian customers like few others
do. Our retail innovations and initiatives are driven by combining our global perspective with
local insights. With the country’s largest network of retail outlets addressing virtually every
segment of the market, Arvind is the lifestyle gateway to India.

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MEGAMART (HYD) 33
Leader in Value Retail
Arvind had a mega vision that went on to becoming a revolution in value retailing. A
revolution called Mega Mart. Mega Mart offers a unique retail experience, combining a
premium ambience with amazingly low prices. A pioneer in this category, Mega Mart has
penetrated into tier 2 & 3 cities and has opened over 120 stores in the last two years. These
stores are across various size formats giving customers an international experience in value
retailing.
CONSTANT INNOVATION
Arvind has a strong Research and Development focus on process improvement, cost
reduction and new product development. This is evident in the fact that Arvind continuously
modifies its production process to enhance flexibility on the use of various types and quality
of cotton. To further meet customer needs, Arvind has also introduced a new dyeing and
processing method for denims.
State-of-the-art technology and equipment have made Arvind one of the top three producers
of denim in the world, paving the way for the Company to emerge as a global textile
conglomerate. This cutting edge position comes to Arvind courtesy technologies such as
Open-end Spinning, Foam Finishing, Mercerizing, Slasher-dyeing, Rope-dyeing, Air-Jet,
Projectile and Wet Finishing. It’s only natural that Arvind quality fabrics are in high demand
in the markets of Europe, US, West Asia, the Far East and Asia Pacific.
The Arvind Organic Cotton Growing Project
Arvind is committed to support and develop models that bring sustainability to the
production of its most valued and extensively used raw material. Cotton farming has
traditionally relied extensively on the use of chemical fertilizers and pesticides that are
harmful to the environment. Arvind is working with over 1000 small and marginal farmers
in the Vidharb region of Maharashtra to grow organic cotton, without the use of any chemical
inputs. The relationship works on the contract-farming model, wherein Arvind provides the
farmers know-how on organic farming, and a guarantee to buy back the cotton produced
directly from the farmer. A dedicated team of Arvind’s organic farming experts provides
constant technical support for farmers in the form of weekly consultation visits, practical
demonstration of composting and organic pest management methods, and village-level

(2008-10)
MEGAMART (HYD) 34
training programmes on all aspects of organic farming. In non-irrigated farmland of Vidharb,

which has poor quality soils, organic practices do not lead to any drop in yield. The farmers
can thus avail of the full benefits arising from a premium paid to them for conversion to
organic farming practices, a reduction in input cost by obviating the need for chemicals,
liquidity brought in by Arvind’s 7-day payment schedule, an enhanced knowledge base and
the elimination of the exploitative practices of middlemen. Arvind, in return, gets an assured
source of high quality organic cotton. Not only is the project mutually beneficial to both
Arvind and the farmers, but is also a scalable model that ensures the congruence of economic
and environmental interests.
Organizational hierarchy:
Business Head
Product Manager Product Manager Designer Marketing Manager

( Suits)
Shirts, Knits, Casuals, Assistance Manager VM

Accessories
Business Manager Manager SCM Sourcing Manager

Retail
(2008-10)
MEGAMART (HYD) 35
Retail Executive Customer Fabric Trims Knits Prod.

Planner SCM service
In the happening world of retail, here's a promising new model. Arvind Brands has
reconceptualised the format of its popular factory outlet-cum-seconds' store chain Megamart.
The new-look Megamart won't be a factory seconds' store at all. In fact, it will look much like
a modern fashion store and will come with defect-free apparel. The regulars wouldn't have to
despair either. Because Megamart's biggest attraction - the discounts - will remain.
The new Megamart has a bright new logo. In-store, the boxes stuffed with clothes are being
replaced with brightly lit quality racks on which garments are neatly arranged.
Trial rooms are being introduced. The staff is being retrained to become more customer
friendly. Above all, the store is being imbued with a youthful look with the use of more
colours, music and even a dance floor.
The discounts continue because the products are marketing seconds. In other words, they are
not fresh from the factory, but have remained on other store shelves for a little too long.
``Fashions change so fast that the shelf life of apparel is barely two to three months today.
What's not sold in that period will come to Megamart. Not only will there be no defective
pieces, we'll also keep out soiled clothes. In essence, Megamart will be value stores with good
(2008-10)
MEGAMART (HYD) 36
brands and products and an environment that's totally entertaining. And we hope to attract a
whole new segment of people with this change,'' says Ramachandran, head of Megamart
Operations.
Megamart, of which there are 20 across the country and accounts for about 15 per cent of
Arvind Brands' sales, will also create and stock brands of its own.
Thus, in addition to Arvind brands like Lee, Arrow and Wrangler, the chain already stocks
the newly introduced brand AXS. AXS consists of apparel designed from surplus export
fabric from parent company Arvind Mills.
Ramachandran says the company is able to give styles in AXS that are not available in its
other brands.
The popular apparel discount chain ‘Megamart’ owned by the Arvind Mills may soon acquire
a new separate identity as it’s likely to spin off from the parent company with help from an
outside investor. This plan is said to be a part of the significant rebuilding of the Arvind’s
brands and retail business that estimated to touch a turnover of Rs 450 crore this year.
It is learnt that Arvind Mills could either seek hauling up its brands and retail operations into
two separate units or into a single separate body embodying both businesses. However, the
probability of establishing a retail company under the discount fashion store chain, Megamart
seems more credible. Industry insiders reveal that investigatory talks with private equity
investors is on though the spin-off plans may gain impetus only next year.
Even though Megamart is being seen as the vital retail growth driver in the coming four years
– the parent company, Arvind Mills, is aiming to derive income of about Rs 2,000 crore from
the value chain format by the conclusion of financial year 2011. It is being stated that Arvind
Mills may eye premium formats to enhance its retail operation. Officials from the company
have, however, refrained from divulging further details about the project for the time being.
The present revenues of Megamart could be in the Rs 130 - 150 crore bracket. So the spin off
may come at a time when the company’s income has escalated to around Rs 250 - 275 crore
in the following 12-18 months. However, Arvind Mills is concentrating on growing
Megamart into an Rs 2,000 crore body by the year 2011. For this, it will need about 2 million
sq ft of retail space in India. At the moment, it has 2.5 lakh sq ft retail space in its name.
In the fourth quarter of the current fiscal, Arvind Mills is projected to open huge format
Megamart stores in Chennai, Pune and Hyderabad. The space in these stores may be between
50,000 sq ft and 1,00,000 sq ft in size, housing about 80 to 100 brands. Megamart, which
until now only sold Arvind’s own or related brands, will henceforth invite products of other
competing companies too. It’s being viewed as a move against Pantaloon’s Brand Factory in
the value fashion sector.
Arvind Mills Ltd is introducing Super Stores under its Megamart retail model.
(2008-10)
MEGAMART (HYD) 37
To begin with, the company will set up two Super Stores of 40,000 sq ft each at Hyderabad
and Chennai next year.
“While our discount store Megamart is of 5,000-7,000-sq ft area, Super Store will be a large
format retail outlet of 40,000-sq ft area. The format will also act as a thrust to sell our private
labels. We sell a combination of discounted apparels and private labels because we realise
that selling only discounted apparel does not do justice to the overheads,” he said.
The discount will vary based on sourcing.
If the apparel is one season old, it will have a certain discount. If it is damaged, it will have
more discounts, adding that the store will help brands such as Lee, Wrangler, Arrow and Ruf
& Tuf among others, to sell surplus stock.
The company currently runs 50 Megamarts and plans to set up 50 more in the next two years.
The retail business contributes to one-third of Arvind Mills’ total business and is perceived as
the largest growth area. Most of the stores will come up in tier-II and -III cities.
To fund the expansion, the company has announced the issue of 5,06,00,000 preferential
allotment of warrants for Rs 263.12 crore to promoters.
The company is looking forward to expand its retail and brands business and trying to
manage the challenge in its core fabrics and garments business, against the backdrop of the
rising rupee. There is requirement of funds for the growth of the business as well as a need to
augment the net worth.
It is unwise to fund our brands expansion with debt capital because brands have a long
gestation period. Hence, we decided to raise the money through the equity channel.
The company reported revenues (net sales) of Rs 1,844 crore in the last fiscal. It’s shares
closed at Rs 61.90 on Friday, up 6.36 per cent from the previous day’s close.
A retail venture of Arvind Limited, India's largest integrated textile manufacturer and a
leading branded apparel manufacturer& retailer, Megamart is a pioneer of the value-retailing
concept in India. Megamart arrived on the scene at a time when multi-brand discount outlets
were still an unheard of phenomenon and changed the rules of the retailing business in India.
By keeping overheads and other costs to a bare minimum, it was able to pass on maximum
savings to customers. Today, Megamart is the largest player in this segment and has a
network of 100 Megamart stores spread across 41 cities in India and 1 Megamart Outlet
Centres each in Chennai and Pune soon to be launched in Bangalore. The Outlet Centre has
on offer more than 130 of the top brands at fabulous discounts and offers throughout the year.

(2008-10)
MEGAMART (HYD) 38
Exchange policy
• Exchange within 15 days of purchase provided

• Items to be exchanged are intact, unused and in good condition along with original
megamart barcodes.
• Original invoice is produced as proof of purchase.
• No cash refunds.

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MEGAMART (HYD) 39
Missing categories
As suggested by the customers they want the following things to be added to the store-
• Kids wear section.

• Women’s wear section(much brands are not available).
• Women’s accessories section.
• Two to three stores does not have brands like wrangler and lee.
• Insufficient merchandise in some of the good brands.
• Prices on merchandising tag are written without VAT which sometimes creates
confusion.

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MEGAMART (HYD) 40
Customer Satisfaction
Is the individual’s perception of the performance of the product or service in relation to his or
her expectations. Customers have drastically different expectations of an expensive French
restaurant and a McDonald’s, although both are part of the restaurant industries. This concept
is a function of customer expectations. A customer whose experience falls below expectation
will be dissatisfied.
The achievement of satisfaction is an active, dynamic process.
The satisfaction process often has a strong social dimension.
The linked levels of customer satisfaction with customer behavior identified several types of
customers:
LOYALISTS- completely satisfied customer who keep purchasing

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MEGAMART (HYD) 41
APOSTLES- completely satisfied customer whose experiences exceed their expectations and
who provide very positive word of mouth about the company to others.
DEFECTORS- who feel neutral or merely satisfied and can switch over to other store easily.
MERCENARIES- very satisfied customers but who have no real loyalty to the company and
may defect because of a lower price elsewhere or on impulse.
Satisfaction Loyalty Behavior

Loyalists/Apostles High High Staying and
Supportive
Defectors Low to Medium Low to Medium Unhappy and May
leave
Mercenaries High Low to Medium Coming and Going
The five dimensions that customers consider while evaluating service quality are:
Tangibles: the appearance of physical facilities, equipments, personnel and communication

materials.
Reliability: ability to perform the promised service dependably and accurately.
Responsiveness: willing to help customers and provide prompt service.
Assurance: knowledge and courtesy of employees and their ability to inspire trust and
confidence.
Empathy: caring, individualized attention provided to the customers.
The various parameters in the above five dimensions are:
Reliability:
1. Providing services as promised.

2. Dependability in handling customer’s service problems.
3. Performing services right the first time.
4. Performing services at the promised time.
5. Keeping customers informed about when services will be performed.
Responsiveness:
6. Prompt service to customers.

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MEGAMART (HYD) 42
7. Willingness to help customers.

8. Readiness to respond to customer’s request.
Assurance:
9. Employees who instill confidence in customers.

10. Making customers feel safe in their transactions.
11. Employees who are consistently courteous.
12. Employees who have the knowledge to answer customer questions.
Empathy:
13. Giving customers individual attention.

14. Employees who deal with customers in a caring fashion.
15. Having the customer’s best interests at heart.
16. Employees who understand the needs of their customers.
Tangibles:
17. Modern equipment.

18. Visually appealing materials associated with the service.
19. Convenient business hours.
ZONE OF TOLERANCE
The concept of zone of tolerance has been discussed by many authors in the services
management and customer behavior literature in recent years. Essentially it proposes the
customers bring to a service encounter a set of expectations that are related to desired service-
the level of service that the customer hopes to receive- and adequate service- the level of
service that the customer is prepared to accept. In between these two levels of services lies
the zone of tolerance.
Desired service

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MEGAMART (HYD) 43
Zone of Tolerance
Adequate service
The implications of zone of tolerance are important are important to those companies which
are trying to improve their service quality. When the customer perception of service quality
falls within the zone of tolerance, even if it is close to the desired level of service, mere
satisfaction is the result.
DRIVERS OF CUSTOMER SATISFACTION MODEL
Respect Confusion
Appreciation Emotional Frustration
Recognition + Elements - Disappointment
Felling of value Neglect
Better Treatment Rudeness

Friendliness
SUMMER INTERNSHIP Interaction FASHION MANAGEMENT
Lack ofSTUDIES
caring
Helpfulness
(2008-10) with the Mistreatment
Courtesy Organization Disgruntlement
MEGAMART (HYD) 44
+ -
On time delivery Delays

Stock outs
Accuracy
Access to
+ Technical
Performance
- Waiting lines
information System failure
Delivery Inflexibility
Warranties + Process
and
- Complexity
Red tape
Payment options
Longer hours Support Stupid rules
Product features Core product

Product quality + On - Price
Bells and whistles Service
DRIVERS OF CUSTOMER SATISFACTION
Core product is the essence of the offer. This is the most basic of the things being offered to
the customer and the one other that affords the services provider the least opportunity to
differentiate or add value.
Support services and systems-include peripheral that enhances the provision of the core
product or service: delivery and billing systems, availability and access hours of service, level
of staffing, communication of information, inventory system repair, help lines, and other
programs that support the core. A customer can be dissatisfied with a service provider even
though he or she receives a n excellent core product.

(2008-10)
MEGAMART (HYD) 45
Technical performance- deals with whether the service provider gets the core product and
the support services right. The emphasis is on performing in manner that was promised to the
customer.
Elements of customer interaction- is where the company meets the customer in person. This
level is the way the service provider interacts with customer, through either a face to face
service in counter or technology based contact. Company should focus on the interpersonal
interaction between customers and employees. It indicates the importance of meeting and
greeting customers positively in face to face environment and also while dealing through
technology.
Emotional elements- the affective dimensions of service- it means how we make the customer
feel. The customer may be satisfied with all the above mentioned aspects but his business
may be lost because some comment from staff member or because of some other thing that
may not even be noticed by staff members.
Considering these levels, we should keep the following observations in mind-
• Things that the company and its employees provide and do at each level take on
progressively more importance in terms of their influence on customer satisfaction as
we from the core product or service to the emotional elements of interaction.
• As we move from the core product or service to delivery to interpersonal interaction
and on to delivering positive emotions, we are addressing progressively higher order
customer needs, similar to human needs.
• In this movement, we are adding progressively more value to the customer.
• It is far easier to differentiate one’s company from the competition by competing at
the higher levels of this model than at the level of core and process.
Gauging the level of customer satisfaction and its determinants is critical for every company.
Marketers can use such data to retain customers, sell more products and services, improve the
quality and the value of their offerings and operate more effectively and efficiently. Customer
satisfaction measurement includes quantitative and qualitative measures, as well as a variety
of contact methods with customers. These methods and instruments and examples of their
applicayions to business situations are:
Customer satisfaction data collection instruments
Customer satisfaction surveys

Generally, customer satisfaction surveys use 5 point sementic differiantial scales
ranging from “very dissatisfied” to “very satisfied” the customers are along relevant attributes
of the product or the service and the relative importance of the attributes (using an important
scale). Research shows that customers who indicate they are “very satisfied” (typically a
score of 5 on the satisfaction scale) are much more profitable and loyal than customers who
indicate that they are “satisfied” (a score of 4). Therefore, companies that merely strive to
have “satisfied” customers are making a crucial error.
(2008-10)
MEGAMART (HYD) 46
Customer’s expectations Vs their perceptions of the product or service delivered

This approach states that customers’ satisfaction or dissatisfaction is a function of the
difference between what they had expected to get from the product or the service purchased
and their perceptions of what they received. A group of researchers developed a scale that
measures the performance of the service received against 2 expectations levels: adequate
service and desired service, and also measures the customers’ future intentions regarding
purchasing the service. This approach is more sophisticated than standard customer
satisfaction survey and services that fall short of customer’s expectations.
Mystery shoppers
This method consists of employing professional observers, posing as customer, to
survey and provide an unbiased evaluation of the operations service against the company’s
service standards in order to identify opportunities for improving productivity and efficiency.
For example, one bank used mystery shoppers who, while dealing with a bank employee on
another matter, dropped hints about buying a house or seeking to borrow college funds.
Employees were a score on how quickly and effectively they provided information about the
bank’s pertinent product and service. The Wall Street Journal employed a Dallas firm to
dispatch mystery shoppers to 25 McDonald outlets in the New York, Chicago, Dallas and Los
Angeles regions. The reports indicated that only 64% of the employees encountered by the
mystery shoppers greeted customers with a smile, only 52% repeated the order for accuracy,
and only 36% mentioned food promotions or large size products.

(2008-10)
MEGAMART (HYD) 47
• About 40% of customer’s were those who were visiting the store for first time.
• About 33% of customer’s were those who visits the store every month.
• About 27% of customer’s were those who visits the store once in 6 month or more.

(2008-10)
MEGAMART (HYD) 48
• 21% customers came to know about the store by In-store display.

• 53% customers came to know about the store by word of mouth.
• 11% customers came to know about the store by attractive window display.
• 5% customers came to know about the store by print media.
• 10% customers came to know about the store by internet.

(2008-10)
MEGAMART (HYD) 49
W hich sto
• For adults clothing mass number of people prefer to shop at Hyderabad Central and
LifeStyle.
• For Lifestyle products mass number of people prefer to shop at Hyderabad Central
and LifeStyle and Shoppers Stop.

(2008-10)
MEGAMART (HYD) 50
Brand Awareness among the customers

Brands No. of Customer
Arrow 75
Wrangler 72
Lee 56
Cherokee 49
Auburn Hill 43
US Polo 36
Flying Machine 75
Newport 56

(2008-10)
MEGAMART (HYD) 51
Q. No. 05
Most of the people said that they like brands like Arrow, Wrangler, Lee, or Flying Machine
because of the quality and the comfort of the product.

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MEGAMART (HYD) 52
W h at d

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MEGAMART (HYD) 53

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MEGAMART (HYD) 54

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MEGAMART (HYD) 55

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MEGAMART (HYD) 56

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MEGAMART (HYD) 57

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MEGAMART (HYD) 58

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MEGAMART (HYD) 59
Conclusions

(2008-10)
MEGAMART (HYD) 60
• Store should keep all the merchandise of the leading brands like arrow, wrangler and
lee.
• Store should keep the merchandise up to date according to the changes in the fashion
trends.
• Visual merchandising of the store should be improved that can attract the customers.
• Advertisement of the store should be done that will help in bringing more customer to
the store.
Limitations
(2008-10)
MEGAMART (HYD) 61
• Is a cross sectional study and not a longitudinal study.

• Observations are taken mainly during evening hours and so give exaggerated results.
• Though attempt was made to minimize the sources of error still non response error
and situational errors exist.
• Time factor was the most limiting factor it unable researcher to cross check the data
and observation.
• Many customers don’t provide good feedback as they came to the shop for shopping
and were not very much interested in completing the questionnaire.
• Personal bias sometimes crept in for interviewing and filling the questionnaire by the
same age group or individual customer rather than couples.

(2008-10)
MEGAMART (HYD) 62
1. Website Referred :
• www.researchandmarkets.com
• www.retailing.com
• www.ibef.org
• www.ibtimes.co.in
• www.indiainbusiness.nic.in
• www.indiaonestop.com
• http://business.mapsofindia.com
• www.digitalmarketingtech.com
• retail.selfserviceworld.com
• www.imageretail.com
• www.arvindbrands.com
• www.megamart.com
• www.indiaretailing.com
2. Books and Magazines Referred :

• Images : Retail and Fashion
• Retail Biz
• Retail management
• Customer relationship management
• Consumer behavior

(2008-10)
MEGAMART (HYD) 63
QUESTIONNAIRE
Name ……………………………… Contact No.

………………………….
Gender: M / F Education: +2 / UG / PG Marital status:
Single/Married
Kindly answer the following questions:

Q 1. How frequently do you visit Megamart? (Please tick).
(a) First time (b) Every month (e) once in 6 month or more
Q 2. How do you come to know about the store? (Please tick).

In-store Word of mouth Attractive shop window display Print media Internet
display
Q 3. Which store would you prefer for the following? (Please tick).
Megamart Shoppers Pantaloons Central LifeStyle Exclusive
Stop brand
outlet
Adult
clothing
Kids wear
Footwear
& bags
Home
products
Lifestyle
products
Customer
service
Value for
money
Q 4. You are familiar with following brand name. (Please tick among the followings)
Arrow Wrangler US Polo Cherokee
Lee Auburn Hill Flying Machine Newport
Q 5. Which brand do you prefer the most ………………………………..
and
why?..............................................................................................................................................
..............
Q 6. What do you buy in apparels?

Mostly Occasionally Seldom
Co-ordinate set
Shirts Casual
T-shirts
Trousers
Denims
Shorts
Cargos
Skirts
(2008-10)
MEGAMART (HYD) 64
Q 7. What are top 3 attributes do you mostly prefer while purchasing and rank them 1-3. (3
being the highest)
(a) Fabric/Quality (b) Fit/Size (c) Price (d) Colour
(e) Convenience (f) Brand Image (g) Design/pattern (h) Others
Q 8. Product of which brand you owned in your last purchase? (Please tick).
Arrow Auburn Hill US Polo Newport Flying Machine
Wrangler Lee Excalibur Cherokee Others
Q 9. Is your Purchase (Please tick).
Planned Impulse
Q 10. How do you rate Megamart store compare to other competitive stores? (Please tick).
(a) Excellent b) Very Good (c) Good (d) Similar (e) Not
good
Q 11. Do you think Megamart pricing is compatible with quality? (Please tick).
(a) Highly compatible (b) Reasonably compatible
(c) Compatible (d) Not compatible
Q 12. Where do you like to see our brand’s advertisement? (Please tick).
Magazines Newspaper Television Radio Internet Billboard
Q 13. Please rate the variety available in each of the departments. (5 being the highest)
1 2 3 4 5
Adult
clothing
Kids wear
Footwear &
bags
Home
products
Lifestyle
products
Q 14. What price range is more preferable to spend on apparels? (Please tick).
Price Range <399 400-599 600-799 800-1099 1100 & above
Kids wear
Shirts
T-Shirts
Jeans
Trousers
Bottoms
Q 15. How do you grade sales staff with respect to? (5 being the highest)
1 2 3 4 5
Greeting
Smile
Availability
Communication
Product
Knowledge
Prompt
Assistance
Body Language

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MEGAMART (HYD) 65
Q 16. How do you rate the following parameters in Megamart compared to the others? Rank
them 1 to 5. (5 being the highest).
Megamart Pantaloons Lifestyle Central Shoppers
Stop
Membership
privileges
Timely
alteration
service
Parking
facility
Exchange
policy
No. of trail
rooms
Clean
washrooms
Well-placed
signages
Billing
Gift wrapping
Air
conditioning
Drinking
water
Q 17. Do you think your suggestions complaints are acknowledged at Megamart and proper
and timely action is taken? Yes No
Q 18. What else do you think Megamart should offer you?

…………………………………………………………………………………………………
…………………………………………………………………………………………………
………………………………
Q 19. Any suggestions on store
……………………………………………………………………………………………….
………...……………………………………………………………………………………..
……………….…..………………
Thanks for giving your valuable time and participating in this survey.

(2008-10)

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MEGAMART (HYD) 1

Technical data in the project:

The data were collected through Questionnaire by personal interview method.

Importance of the project:

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

• Retailing in India is thoroughly unorganised. There is no supply chain management

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

• Local companies and local-foreign joint ventures are expected to more

• These drawbacks present opportunity to international and/or professionally managed

51 per cent FDI is allowed in single-brand retailing.

• India Shopping Malls

• Opportunities in Indian Organized Retail sector

Consequently, a number of foreign brands including French Connection, Sanrio of Hello

• Monalisa, the Versace of kids, is coming to India.

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Retailing in India: a forecast:

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Exchange rate used: 1 USD = 50.5047 INR

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Joint Venture Brands

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

The Lalbhais –A Historical Perspective

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

CORPORATE SOCIAL RESPONSIBILITY

EDUCATION – PROFESSIONAL, CULTURAL, AND RESEARCH BODIES

• Ahmedabad Education Society

MEDICAL CARE AND RESEARCH

• Gujarat Cancer Society

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Arvind Limited Limited is set up by three brothers Kasturbhai, Narottambhai and

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Value and vision

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Contact Person : Pranav Dave

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Contact Person : Mr.Rishi Vasudev

Contact Person : Mr.Venkat

Contact Person : Mr.Alok Dube

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Contact Person : Mr.Nagraj

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

CHAIRMAN AND MANAGING DIRECTOR

He is a Chairman and Managing Director of the Company. He is a Science Graduate with a

DIRECTOR AND CHIEF FINANCIAL OFFICER

Mr. Jayesh K. Shah

Mr. S. R. Rao (Nominee of EXIM Bank)

He is a Nominee Director of EXIM Bank. He is a graduate from The Indian Institute Of

SUMMER INTERNSHIP FASHION MANAGEMENT STUDIES

Mr. Sudhir Mehta

He is a Non-executive and Independent Director of the Company. He is a Science Graduate

The Torrent Power Transmission Private Ltd.

Mr. Tarun Seth

He is a Non-executive and Independent Director of the Company. He has a master's degree in

Mr. Munesh Khanna

He is a Non-executive and Independent Director of the Company. He is a Chartered

He is a Nominee Director of IDBI. He is a General Manager of IDBI, Ahmedabad. He is also

The Fabric of a Global Society