ACKNOWLEDGEMENT

I would like to convey my extreme gratitude towards all the people who supported and guided me during the project. Especially, Im grateful to Mr. Ramesh Tahiliani, Mr. Alok Wadhwa, Mrs Sunita, Mrs Usha & immensely Mrs Nandita Abraham for providing the initial guidance for the project, for routing my interests in the research and, for believing in me and giving me the confidence that I can succeed despite of the difficulties I faced the time I was working on this project.

In spite of my best effort, there may be some possibilities of errors in my project. I shall acknowledge with gratitude any error if pointed out in the project. Any suggestions for improvement in this project will be welcomed.

Satakshi Arora MA-FMG Semester 1

TABLE OF CONTENTS
1. Introduction 1.1 1.2 Organization and Product History

2. Strategic Plan and Focus 2.1 2.2 2.3 Mission Statement Goals and Objectives Core Competencies

3. Situational Analysis 3.1 3.2 3.3 3.4 3.5 SWOT Analysis Industry Analysis Competitor Analysis Customer Analysis Environment Analysis

4. Market-Product Focus 4.1 4.2 4.3 4.4 Marketing and Product Objectives Target Market Brand Identity and Consumer Insights Positioning and Perceptual Mapping

5. Marketing Program Strategy and Tactics

5.1 5.2 5.3 5.4

Product Line Promotion Place Pricing

6. Financial Data and Projections 6.1 6.2 6.3 Overview Operating Expense Gross Profit Per unit Sold

7. Implementation Plan 7.1 Gantt Chart 8. Evaluation and Control 8.1 8.2 Quality Control Risk Analysis

References Appendices

Executive Summary
The purpose of this study was to probe and observe into the unorganized retail market sector in India, focusing on small-medium scale enterprises dealing in Bridal Couture, and designing a strategy to expand them and furthermore heading them towards more organized scenario. This was done by observing the internal organizational structure of a company known as Khera Saree Sansar, taken as an example in Delhi and studying the factors like showroom location, merchandise, visual merchandise, supply chain management etc. and recommending a marketing strategy for them. Then a consumer behavior survey was done in the locations that are usually most shopped at for wedding trousseau i.e. rajouri garden, karol bagh, south extension I, to identify the drivers that affect the buying behavior of a wedding customer. Based on Primary Data, Market Study and Past Researches on Indian Wedding industry, a Brand identity is created and promotional statrgies are given. Also, as per the companys interest to open a new showroom in a different location in Delhi, a study of possibilities and locations is also done.

CHAPTER 1: INTRODUCTION
1.1 ORGANIZATION AND PRODUCT
Khera Saree Sansar is a 52 year old small-medium scale enterprise (SME) established by Mr. Baldev Raj Arora in 1959 in the city of Agra and further developed by his sons Mr. Deepak Khera and Mr. Sudhir Khera in Delhi. The enterprise deals in different types of bridal wear like sarees, lehengas and suits. The designs are executed and produced in-house. They have three showrooms in Chandni Chowk (Delhi). This family shares a common passion for fabrics, embroideries and bridal wear, but have a very different qualification background. Mr. Baldev Raj came to India in 1948 while the division of India and Pakistan. He was 14 when he stated the business of bridal wear in partnership with his uncle and studied side by side. Hes a graduate in bachelors of arts. Mr. Deepak Khera has done a Masters in commerce and has an extensive knowledge and experience of 40 years about business management. Mr. Sudhir Khera is a graduate in commerce and has a high level of interest and passion in fashion designing and has an experience of over 30 years. Khera sarees deals in retail as well as wholesale of bridal wear. They use more of traditional and ethnic work and embroideries for the merchandise like zardozi, dabka, zari, crystal, silk bandhej and pitta etc. The fabric used is basically pure and semi pure like georgette, silk, crepe, chiffon, semi georgette, semi crepe etc. Its price range is from Rs.1000 Rs. 200,000. The fabric used is sourced grey and is dyed according to the trends and designs. There is a very traditional way of organizing and arranging the merchandise in the showrooms. The display is weak due to space limitation and weak location. The merchandise is just classified by the price range in the inventory and the display. The workforce is of 32 people including salesperson, embroiderers, helpers and accountant.

Job description of members : Members Baldev Raj Arora Deepak Khera Sudhir Khera Khera Sarees has 3 Showrooms: Showroom Address Showroom 1 : 571-572, 1st Floor, Katra Ashrafi, Chandni Chowk, Delhi-6 Showroom 2 : 552-553, Katra Ashrafi, Chandni Chowk, Delhi-6 Description Area : 80 sq. yards Sections : 2 Office Showroom Merchandise : High Fashion customized wear Target Customer : Loyal and repetitive Area : 60 sq. yards (3 floors) Sections : 4 Showroom Office Embroidery Workstation (Adda) Merchandise : Wide price range and variety (preferably less expensive) Target Customer : First Time and Regular Area : 60 sq. yards Sections : 1 Showroom Merchandise : High Fashion Target Customer : First Time and High Budget Job Description Management and HR Inventory and Production Designing and Marketing

Showroom 3 : 421-422, Ground Floor, Katra Ashrafi, Chandni Chowk, Delhi-6

The Overview
The Showroom

The Merchandise

1.2 HISTORY
Khera Saree Sansar was rooted and established in Agra as a family owned business in 1959. Mr. Baldev raj started it as a proprietor and earned a goodwill in the city. He built the foundation that grew to 3 showrooms in Agra. By the Beginning of 1999, he and his sons decided to expand the enterprise in Delhi. The first showroom was inaugurated in April 1999 at Chandni Chowk (Delhi). The second showroom was opened 5 years later, after the establishment and success of the fist showroom at the same place. By the end of 2005, Agra showrooms were shut down because of the losses and mismanagement and the business was completely moved to Delhi. In 2009, the third showroom was opened comprising of high fashion merchandise.

CHAPTER 2: STRATEGIC PLAN AND FOCUS

2.1 MISSION
Lucrativeness, business growth and financial security of the enterprise with a strong essence of customer satisfaction and loyalty.

2.2 GOALS AND OBJECTIVES

Khera Saree Sansar is recently planning to open two new showrooms but are uncertain of the area and places to choose which can turn out to be maximum profitable according to their budgets. Therefore, following are the primary goals that the enterprise is looking forward to: To study the major markets comprising of bridal wear showrooms in Delhi

To analyze the cost and potential of profitability to the chosen location to open the showroom

2.3 CORE COMPETENCIES

Innovative Self designed and wide range of Merchandise

Traditional work and embroideries from all over India Use of pure and authentic raw materials like fabrics (Eg. silk) and crystal elements (Eg. Swarovski) After sales service for expensive merchandise (Eg. Stone and crystal polishing) Good public relations

 Strong management with more than 50 years of experience

CHAPTER 3 : SITUATIONAL ANALISIS

3.1 SWOT ANALYSIS

STRENGTHS

Because of the enterprise being 60 yrs old, the amount of experience is really high. Innovative in-house designed merchandise makes the collections trendy and different. The Enterprise has a very Skilled workforce with artisans from different parts of India. Deals in B2B as well as B2C.

WEAKNESSES
-

Due to the conventional background of the enterprise, it is not open to invest in promotional marketing strategies. The merchandise is delicate and weary and there is lack of proper attention to inventory management. Limited capital for promotion.

 OPPORTUNITIES

There is a high increase in demand of Designer Bridal wear i.e. increasing by 20-25% every year. A high scope in international market as NRIs demand increases for Indian wedding apparel.

THREATS

Competitors like Chhabra 555, Frontier and CTC Emporio started their business at the same time as Khera Saree Sansar but have already established themselves in organized retail sector.

Lack of awareness amongst Delhi customer.

3.2 INDUSTRY ANALYSIS

Indian Culture has been endowed by people with self-indulgent lifestyle since ages. A Wedding in India is marked with a grand celebration. With the innumerous traditional ceremonies embellished with lavishness. The onset of the wedding season in India, signals the season of splurging. The Bridal couture industry is very huge, especially in the capital region. People from northern India prefer to shop from Delhi for the wedding merchandise. Wedding apparel costs are predicted to be up by 20-25 percent every year. As per the estimates, over 2,000 planned weddings take place everyday across India.

Retailing in India is predominantly unorganized. According to a survey by 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 organized. We are known as a nation of shopkeepers with over 12 million,the highest outlet density in the world in the world with an estimated turnover of $ 200 billion. However a disturbing point here is that as much as 96 per cent of them 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. Another point to note is that only 8 % of our population is engaged in Retail whereas the global average is around 10-12%.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. The major advantage for the smaller players is the size, complexity and diversity of our Indian Markets. Although organized retail has taken hold in India -- with large, "modern trade" stores offering a more sophisticated shopping experience, better selection, competitive prices, and formalized return and exchange policies -- the unorganized sector isn't going away any time soon. At present, unorganized outlets represent 97% of Indian retail, and according to a 2008 report by the Indian Council for Research on International Economic Relations, the sector is expected to grow at an annual rate of 20-25%, reaching US$496 billion in 2011. Ethnic wear is ruling the charts in bridal wear as the festive season draws upon in India. The market is abuzz with the latest designs, styles and trends to woo the fashion-conscious Indian female. Shopping sees an upward trend in the festive season and apparel manufacturers are very much geared to welcome the female shopper. Womens ethnic wear is generally restricted to the wardrobes, showing its presence only on certain occasions like festivals and marriages. Womens ethnic wear has a strong presence in the market and is drifting from an unorganized retail to an organized one. But still the majority in ethnic wear category is still largely unorganized. Womens wear owns a huge share of 57% in the apparel retail out of which ethnic wear has a meager share of approximately 7%-9%, of which, largely it is the unorganized sector that has the grip on the market. The unorganized

segment comprises tailors and embroiderers who have inherited the art of stitching immaculate sherwanis and achkans and embroideries like zari, zardozi, chikan, pitta and dabka etc from their forefathers and are located in the ancient markets of Chandni Chowk of Delhi and Bada Bazar of Kolkata. However, with the changing tastes of the Indian female, womens ethnic wear is witnessing a comeback. Now, the working professional who likes to dress immaculately while at work, needs to be dressed to kill even at family functions and traditional celebrations. Apparel manufacturers have of course noted the change in trend and are working towards carving a niche for their respective brand. The festival and wedding dates are marked well in advance in the calendars of all designers, manufacturers and retailers catering to this segment. The festive and wedding season in India is the time when the demand for ethnic wear for men is at its highest. 90% of Indian men opt for ethnic wear during involved. Pure silk ensembles are expensive but a similar effect can be created in the polyester and poly blend fabrics too to make it price effective and suit all pockets. Traditionally, the embroideries were done by skilled artisans specializing in the art but to make it more cost effective and turn around the product in quicker lead times the embellishment is now also done on the machines. The womens ethnic wear styles and silhouettes are predominantly a derivation and evolution of Mughal styles from Lucknow, Agra and Delhi. While Lehengas and Sarees is an all-time favourite for all, various other options on offer are Sherwani, achkans, jodhpuris, dhoti kurta, other ethnic wear. Price is no constraint. The more you pay the better you get. The entry-price point for a wedding ensemble is Rs 10000 Rs 15000 to more than a lakh depending on the requirements of the customer and the kind of detailing starts a year preceding the launch of the season. The demand is on the up during the festive and wedding months of September to May. Thus, the product development activities need to complete at the latest by August every year. For those crme de la crme clients, who are ready to shell out big money for both style and service, high-end brands offer custom-made ethnic wear. This service is quite popular for bridegroom wedding shopping. A wide range of fabrics, trims, embellishment concepts, style ideas, silhouettes and fits are presented and a client can pick and drop as per his choice to arrive at the final style during the interactive session with the designers and technicians. This kind of service is offered by all legendary manufacturers like CTC Emporio, Chhabra 555, Frontier and Meena Bazaar and ace fashion designers like Tarun Tahiliani, Shantanu and Nikhil,

Suneet Varma etc.

3.3 COMPETITOR ANALYSIS

There are many traditional bridal wear businessmen who started their business with the hub of the wedding market in Delhi i.e. Chandni Chowk and has expanded in a rapid growth in recent past by engrossing their generations to the business and educating their successive generations about more organized way of managing and marketing the business. In fact, the head office and main showroom of some major players like CTC Emporio, Chhabra 555 and Meena Bazaar is still situated in Chandni Chowk itself.

COMPETITOR PROFILE Chhabra 555 & CTC Emporio 50 year old family based business Turned to Organized retail by the time Adopted promotional and marketing strategies to establish and expand the brand First to adopt franchising in the Bridal couture Entered B2B and Exports Other key Competitors are Frontier, Meena Bazaar, Gyans, Charming etc.

COMPANY Chhabra 555 CTC Emporio

Frontier

Meena Bazaar Gyans

MERCHANDISE Lehenga, Saree, Suits (Stitched & Unstiched), Blouses, Evening Gowns, Sherwanis, Sharara Hand embroidered Lehengas, Sarees, Punjabi Suits, Ethnic wear and Artificial Jewellery Bridal wear, IndoWestern wear and Shawls Lehenga, Saree, Suits, Evening Gowns

STORES 12 9

PRICE RANGE ~Rs.1000-6 lac Rs.2000-10lac

3 (India) 2(US and UK)

Rs. 2000-20 lac

13 2

Rs.1000-10lac Rs. 1500-5 lac

3.4 CUSTOMER ANALYSIS

the consumers have started spending more and more of their increasing disposable incomes. In the last few years Indian retail especially in the organized segment has gone from strength to strength. Organized retailing has increased its share in the Indian retail market (estimated to be around $270 billion) from the three percent in 2004 to 4.6 percent and is currently valued at $12.4 billion. According to the India Retail Report 2007, at 2003-04 constant prices, the size of the organized retail market (projected to grow by over 45 percent per annum over the next three years) is expected to be in excess of $45 billion by the year 2010. This will make its contribution to total retail sales about 15 percent. Some of the key factors that are providing this thrust are as follows: Booming service sector bringing in a new consumer class with a greater exposure to overseas markets Rise in the disposable incomes of this class of consumers along with their aspirations

Over the last year salaries have increased by approximately 15-20 percent The growth of the Indian middle class from its current share of 22 percent to 32 percent of the total population by 2010

The minimum budget spend on a wedding varies from Rs 10 lakh (Rs 1 million) for medium size weddings to the upper middle class segment which go beyond Rs 50 lakh (Rs 5 million). The change is visible in the middle class, who want the flavour and ambience of elite weddings. Seeing the world around, they too are spending and want the best available. It is a sort of chain reaction which percolates down. With income levels going up, the middle class too wants to try and match the royal weddings in everything, be it decor, ambience or cuisine is concerned, but the apparel industry tops it too. With bollywood and fashion designers playing on the wedding couture, the majority of Indian customer is heading towards being as trendy. With attraction created by Movies, Wedding exhibitions and Television shows, people now are well informed of the trends in the wedding apparel. Weddings were expensive enough for Indians before, but this is truly a hard burden to expect a middle-class Indian to bear.

Types of Buying Behavior (Highlighted for Weddings)

High Involvement

Low Involvement

Significant differences between brands

Few differences between brands

Factors Influencing Consumer Behavior

Many brands especially wedding apparel brands now target specific subcultures with marketing plan tailored to their specific needs and preferences.

Buying decisions are affected by an incredibly complex combination of external and

Majorly two types of customer are targeted:

ABSOLUT E

ASPIRATIO NAL

Absolute is the customer who is inherently rich and belongs to elite class. For these kind of customer, price is not a criteria, instead they look for experimentation with innovation and new and unique designs.

Aspirational is the customer who has a new money and has grown rich recently. These type of customers wants to flaunt the bling and display of being trendy and rich. Eg. Young corporate professionals. Primary Research and Data Analysis ( Appendix- A) The research was done on the sample size of 200 and following are the findings:

The brides-to-be plan and spend more than 2 months in bridal wear shopping.

Budget is high (~5-10 lac) and flexible. While selecting a store to shop for wedding trousseau, trends, designs variety and price are the major criterias. Brand name doesnt matter much if the designs are good. While shopping people dont like to browse too many showrooms, as there is a huge amount of time spent at one stop.

The factors influencing the shopping behavior of a bride is more social but doesnt like someone else shopping for them. The major source of medium for people to go to a showroom is by word of mouth (63%). This is the most reliable as per the explanation they give. The second is Newspaper and magazines(22%).

When asked if showroom location matters, majority of respondents said yes (87%), specifically South Delhi (48%), Chandni Chowk(42%) and Rajouri Garden(10%).

3.5 ENVIRONMENT ANALYSIS

Indias burgeoning middle class - now 300 million strong - are turning weddings into showcases of their growing disposable incomes and newfound appetites for the goodies of the global marketplace. The largesse has spawned an $11 billion

wedding industry, growing at 25 percent annually and beginning to rival the US industry valued at $50 billion. The minimum budget for a wedding ceremony is $34,000, say wedding planners, while the upper-middle and rich classes are known to spend upward of $2 million. (The average American wedding costs $26,327.) This doesnt include cash and valuables given as part of a dowry. If considered the fact that Indias middle class are those considered to be earning $4,545 to $23,000 a year, weddings are priced comparably to an Ivy League education in the US. To help out banks are offering specialized wedding loans (at high rates). GE Money India has introduced an auspicious personal loan, a quick and easy loan exclusively for weddings. It might be a 'seasonal' industry, thriving only during the auspicious months of the year but with an estimated worth of Rs 1,25,000 crore (Rs 1,250 billion) the Indian wedding industry is getting bigger and fatter.

The Factors Leading to the Current Buying Behavior: High disposable incomes Large number of women are working High exposure to Trends and Fashion through movies and television Wedding seemed as a status symbol Modern Lifestyle and Preferences

CHAPTER 4 : MARKET- PRODUCT FOCUS

4.1 MARKET AND PRODUCT OBJECTIVES
To open the new showroom at the most profitable location for Bridal wear.

To suggest a promotion plan.

4.2 TARGET MARKET

The market location for bridal wear showroom has to be in the center and prime locations of city where there is the maximum footfall and shoppers for the same. There are four major present locations in Delhi for bridal wear market South Delhi (South Ex & G.K), Chandni Chowk and Rajouri Garden. The Enterprise is already established in Chandni Chowk, so the other two options are the ones to choose from. With the budget given of Rs.5crores as total and the fact of entering a new location market, we will take both the locations into the consideration and compare them.

MARKET LOCATION AND CUSTOMERS South Delhi (South Ex. & G.K) Area Cost (per sq ft): Rs. 6000-8000/6750-9000 Minimum Area Reqd: 540 Sq ft Rental Cost: ~Rs. 130,000

Customer Base:

Local population People from all over Delhi has only 3 major options to shop from for bridal wear as all the major brands are situated here. Neighborhood Residents The majority of people living in this area belongs to upper middle class and elite segment and prefer to shop from this area or the designers.

Foreign residents- There is a very high portion of NRI families and population living in south Delhi who prefers to shop at their convenient location

Rajouri Garden Area Cost : 2250-3000 Minimum Area Reqd: 540 Sq ft Rental Cost: Rs.80,000-120,000

Customer Base:
-

Local population This area is famous for rich embroidered garments and lot of bling. Thus the population having such kind of taste and preference shop here.

Neighbourhood Residents Most of the neighborhood residents are having a very high disposable income and are usually the absolutes in the buying behavior. They like to browse a lot and take time to select an item.

SEGMENTATION INCOME Bridal wear of this enterprise targets the Upper class, upper middle class and working professionals and youth. The reason being the kind of merchandise i.e. very authentic and detailed workmanship, usage of pure and expensive materials like silk fabrics and svarovski elements, and are self designed. Customers having income above Rs. 8-10 lac per annum are expected to go to Kheras Saree Sansar. DEMOGRAPHIC SEGMENTATION AGE: 20-28 year of aged people are expected to shop. PSYCHOGRAPHIC SEGMENTATION The people who are aspirant and are willing to spend a good amount of money on the wedding trousseau with customization and rich elements will be targeted.

4.3 POSITIONING AND PERCEPTUAL MAPPING

POSITIONING Khera Sarees wants to position itself as a brand for the niche and wants to target the upper class, upper middleclass families, working professionals and the youth. BRAND IDENTITY PRISM
PICTURE OF SENDER PHYSIQUE RICH TRADITIONAL DESIGN PERSONALITY TRADITION, CLASSIC, INDIAN, ETHNIC, RICH, CHIC

RELATIONSHIP TO BE AN EXCLUSIVE MIRROR OF EACH OTHERS SELF ESTEEM

SANSAR

KHERA

SAREE

CULTURE ENHANCE THE BRIDE WITH TRADITIONAL ROOTS AND MODERN ART

REFLECTION THE DAY IM SUPPOSE TO BE A PRINCESS,I COULDNT LOOK MORE LIKE IT

SELF-IMAGE TRADITION AND INNOVATION ARE ALWAYS APPRECIATED

PICTURE OF RECEPIENT

PERCEPTUAL MAPPING

This is a mapping done to show how the target customers perceive the following brands in terms of DESIGN and PRICE how the management would like to position KHERA SAREE SANSAR.
DESIG N KHERA SAREE SANSA R CTC EMPORIO MEENA BAZAAR CHHABRA HIGH PRICE

FRONTIER

CHARMIN G GYANS

LOW

CHAPTER 5 : MARKETING PROGRAM AND STRATEGY

5.1 PRODUCT LINE
Self designed, ethnic and traditional bridal wear such as Lehengas, Sarees and Suits with work and embroideries as zardozi, zari, dabka, pitta, crystal (using svarovski elements) BRANDING The rich traditional work in modern ethnic designs. The Logo in

Edwardian Script ITC

Kheras Saree Sansar

Brand Personality : TRADITION, CLASSIC, INDIAN, ETHNIC, RICH, CHIC

5.2 PROMOTION
OBJECTIVE : To position Khera Saree Sansar as a preferred destination for elite, upper- middle class, working professional and youth for wedding trousseau shopping.

Medium Selection
As discovered by the primary data, the most reliable medium is of word of mouth and further newspapers. Also, because of the limited budget for promotion, the best ways to promote the brand initially is by following means :

Promotion Medium SMS

Fliers ( Refer Appendix C) Seasonal Exhibitions

Social Networking websites

Description Sms should be sent for the events/ promotional offers & discounts by taking a database of the target market Fliers can be distributed to the newspaper vendor Exhibition displaying the latest collection in 5 star hotels and participation in other joint exhibitions and events Fan page and profile on facebook

Facebook, twitter (Refer Appendix E) Internet Database Just dial, Fashion and You

Twitting about the designs, speciality and the events Registering with various search engines and Shopping websites

5.3 PLACE
As analyzed before the two major locations that could be chosen were Rajouri garden and South Delhi. But investment in south Delhi for place is higher than the Rajouri Garden Market, whereas the buying preference when surveyed only had 5% of difference i.e. south Delhi had 5% higher preference over Rajouri Garden in Bridal wear. Therefore, the recommended place for the new Showroom is Rajouri Garden Market.

5.4 PRICING
The pricing strategy to be incorporated should be competitive pricing in the premium sector. The pricing should be in comparison with the competitors but it should be kept high as Khera Saree Sansar wants to position itself as a Bridal Couture premium brand and in order to encourage favorable perceptions among buyers who assume that expensive item enjoy an exceptional reputation or represent exceptional quality and distinction. This kind of pricing targets to attract both absolute as well as aspirational customers.

CHAPTER 6 : FINANCIAL DATA AND PROJECTIONS

Khera Saree Sansars present three showrooms in Chandni Chowk has the following financial overview : (Appendix B) Asset Turnover Ratio = 1.6 Gross Profit= Rs. 4,90,000 Current Ratio =1

6.1 PROJECTED SALES

For the new to-be opened showroom, the best suitable time would be initial wedding season as per the Indian calendar i.e. around july. Following are the overview of the projected sales for initial 6 months( a whole season) Projected Sales 1st Month 2nd Month Amount Per day sales: Rs 200,000 Per month Sales: Rs 200,000* 30=Rs60,00,000 Per day Sales: Rs 300,000

3 Month 4th-6th Month

rd

Per month sales: Rs 90,00,000 Per day Sales: Rs 400,000 Per month sales: Rs 120,00,000 Per day sales: Rs 600,000 Per month sales: Rs 180,00,000 Total sales: Rs 540,00,000

Being a family owned and conventional drivers of the business, they are not very open to investing a high amount in promotion and prefers to continue with the growth with majorly by word of mouth. Rest is done by filers, exhibitions and social media(internet).

6.2 OPERATING EXPENSE

Depriciation 150 Packing Exp. 5000 Postage 800 Electricity 25000 Accountancy Charges 8000 Bank Charges 4000 Conveyance 20000 Membership fee 1500 Diwali Exp. 2500 Salaries 95000 House tax 4500 Misc. Exp. 35000 Intt. 90000

Insurance 5500 Sales promotion 9000

6.3 GROSS PROFIT PER UNIT SOLD

Unit Taken : Saree Cloth 5.5 mts = 165*5.5 = 907 (georgette Rs.165/mt) Dying charges Rs. 20/mt= Rs. 110 Embroidery Svarovski Crsytals and Dabka = 15000 Steam Iron and Finishing = Rs. 100 Overheads = 30% Total cost = Rs. 20952 Sold at 100 % margin = Rs. 41904

CHAPTER 7 : IMPLEMENTATION PLAN

GANTT CHART

CHAPTER 8 : EVALUATION AND CONTROL

8.1 QUALITY CONTROL:

Customer feedback form: Customer feedback should be taken in terms of quality, design, experience and after sales service to know if the customer is satisfied. Inventory and merchandise management control measure should be taken like pest control etc. so that the delicate merchandise and fabric is not spoiled

8.2 RISK ANALYSIS:

Other Independent entities having a similar identity Unable to recover the fixed cost by the end of two yrs Competition with renowned established Showroom who already have a large market share and customer base Increase in the rent of the property where the showroom is suppose to be situated Disagreement/ Dispute between the members Economic depression

REFERENCING

Big fat Indian wedding just got more expensive,Yashpal Parmar. McClatchy - Tribune Business News. Washington: Sep 18, 2009. http://www.asianewsnet.net/home/ http://proquest.umi.com/pqdweb? did=2282155991&sid=1&Fmt=3&clientId=105187&RQT=309&VName= PQD www.frontierbazaar.org www.ctcemporio.in The Hindu Aug 21, 2009 by Snehesh Alex Philip in New Delhi

CMAI Apparel journal, October 07,2010

Innovation in unorganized sectors by PARVATHI MENON ON JUNE 29 2008

http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4348

APPENDICES
Appendix- A
Following questionnaire was made to survey a sample size of 200 in order to identify the tastes and preferences, buying behavior and decision making of the customer of the particular category. Age : Place : Q1. How much in advance you started planning and shopping for your wedding? Less than a month 2-3months more than 3 months

Q2. What are the criteria to select a Bridal outfit?

Design

Variety

Trend

Price

Brand Name

Quality

Q3. What is the Budget for Apparel for your wedding? Less than 2 lacs 2-5 lacs More than 5 lacs

Q4. Is it flexible?

Yes

No

Q5. How many showrooms you browse in one day? 1-5 5-10 more than 10

Q6. Is your buying decision influenced by anyone? Yes No

Q7. How do you get aware of the present brands for bridal wear? Newspaper & Magazines Television/ Radio

Word of mouth

Other Media

Q8. Does the Location and convenience matters to you for Bridal trousseau shopping? Yes No

Q9. Where in Delhi you shop for the same? South Delhi Karol Bagh

Rajouri Garden

Designers

Appendix B
Location of present Showrooms

Appendix C
The Website

Appendix D The Balance Sheet 2009

Profit and Loss A/C