Professional Documents
Culture Documents
Presented By:
Khushboo Bharati
Lawi Anupam
Mishal Kr. Jaiswal
Pushpdev Rai
GITAM INSTITUTE OF INTERNATIONAK
BUSINESS
VISAKHAPATNAM
MAJOR RETAILING FORMATS
1. Economic development
300-1000 sq.ft.
Innovative strategies :
• Introduced value-added services like home delivery, with Dial
a-book, Fax-a-book and Email-a-book programmes.
• Pioneered the concept of an in-house cafe.
• Organises Innovative events
• Offers a platform to literary-minded people.
• First of the retail bookstores to invest in an ERP.
Barista Coffee Aims at Number 2 Slot in World
Strategies implemented :
1. Consumer Needs
2. Site Development
3. Positioning
4. Mall Economics
Understanding Customer Needs
Market Potential
– Per capita consumption of each product category
– Consumer Spends on product categories
Catchment Area (Driving Time) Population of Section A & B % of Population willing to
travel
Primary (0 – 10 min) 50,000 90
Secondary (10 – 30 min) 1,50,000 60
Tertiary (> 30 min) 5,00,000 25
Proposed Mall (3) 50,000 sq. ft. 50,000 sq. ft. 50,000 sq. ft.
Expected Sales [1 / (2+3)] Rs. 1733 / sq. ft. Rs. 1760 / sq. ft. Rs. 2000 / sq. ft.
Site Development (contd.)
Consumer Perspective
– Lifestyle, Convenience,
– Merchandise needs, Ambience
– Parking, Accessibility & Timings
– Level of service & security etc.
Classification of consumers
• The Price / Value Seeker
• The Affinity Consumer
• The Quality / Service Consumer
Site Development (contd.)
• Category Management:
Category Location Brand
Positioning
Ans: Fierce competition is forcing retailers to respond to changes in the market quickly. This
highlights the growing importance of SCM in managing stock availability. Class products and
brand power no longer guarantee success in the aggressive battles for market share. Thus, it
is important to get closer to customers by understanding what it is they want, when they want
it, where they want it and at what price they want it.
However, SCM in India continues to be perceived as a low value added activity of managing
transportation and warehousing. It is time Indian corporates started thinking about SCM from
a strategic perspective rather than just as an operational issue. We are now moving into an
era where supply chains will compete with each other, rather than there being competition
between products and marketing
techniques alone, to ensure that the right goods are available at the right place at the right
time, in the right quantities and at the right cost.
Q2. growth rate of malls in India is 20 % & with 600+ malls already operating, how
the future malls would position themselves?
Ans. The fast growing and nascent retail industry in India has been a witness to the
introduction of a surfeit of malls across the country in recent years. However, only a few of
them have been a runaway successes; because positioning is the one issue which has not
been given much attention to, which has turned out to be one of the biggest mistakes of the
mall developers.
The positioning of the mall should aim at fulfilling the needs and aspirations of the target
consumers in a way that is superiors to the competitors. A mall should view itself not as a
physical alternative to the regular channels of retail outlets but an experience that goes much
beyond the simple joys of shopping. An overall unified and enriching experience at a price
which the customer is willing to pay should be the objective of the mall. It must strive to gain
the ‘mindshare’ and the ‘heartshare’ of the customer.
Thank You