Several companies are trying to organise the home-focused services sector in India and bring in professionalism. (Mint)

The world's largest online retailer is tiptoeing into India, using cover from a comparison shopping site Junglee.com it acquired 13 years ago. (The Economic Times)

As the ice cream market in India evolves and there is much more on offer, single scoops and the common flavours are no longer enough for many consumers. (Daily News & Analysis - DNA)

Spending on the High Street has never been cheaper for such a long period of time. Some of the biggest brands are literally shouting from the rooftops that they are offering up to 70% discounts. (Business Standard)

The world's second-largest apparel retailer Hennes & Mauritz (H&M), which usually enters large markets on its own, is not so sure about opening shop in India despite finding the market "interesting". (The Economic Times)

More than a century old, The Bombay Store is looking to attract youth with The Elephant Company, a young, quirky brand. (The Hindu BusinessLine)

Dutch-based supermarket chain Spar International plans to partner with multiple firms to expand its retail presence in India, a senior company executive said on Wednesday. (Mint)

Contrary to popular belief that allowing 100 per cent in single brand retail will give impetus to luxury brands in India and bring down costs, experts have a more conservative view. (Pitch)

India Inc has welcomed the lifting of the foreign direct investment (FDI) limit to 100 per cent on single brand retail. But retail sector specialists do not expect a stampede of investments any time soon. (The Hindu BusinessLine)

The Manmohan Singh government has finally given its nod for the relaxation on the existing 51 per cent FDI in single brand retail, increasing it to a much awaited 100 per cent. Indians could soon experience the unique frustration of assembling Scandinavian flat-pack furniture as stores such as Ikea are to be allowed to open in the country. (from The National-UAE and Retailer)

Apparel retailers in India are extending their end-of-the-season discount sales period to clear inventory that has been piled up due to slowdown witnessed in earlier months. (Fibre2Fashion)

The entry of Future Supply Chain Solutions into multi-brand retail via a subsidiary has given some regional brands the kind of exposure they could only aspire to before. (Business Standard)

Hit by a sharp slowdown in sales, apparel brands and retailers are either extending their end-of-the-season sales or advancing it by weeks to clear their inventory and free up cash. (Business Standard and Economic Times)

The Andhra Pradesh state government is drawing up plans to open swanky supermarkets, venturing into the multi-brand retail territory with multinational retailers such as Walmart and Tesco, but the proposed partnership will need alignment of objectives.(The Economic Times)

2012 will be the year of moderation in consumer spending across durable, consumer goods and apparel, as industry experts foresee an unfavourable sentiment gripping consumers, which could make companies cautious in their growth talk. (Daily News & Analysis - DNA)

With critical mass now available in the Indian market, four companies have a positive outlook despite the gloomy overall economic scenario, targeting 100 million dollars each in sales. (Mint)

Football clubs are jumping on the Indian sportswear bandwagon, pursuing the huge scope for growth in a US$900 million market. (The National)

India's retail industry is buzzing with entrepreneurial activity as a growing number of retail professionals trade in salaries for their own wall art chains, lingerie brand, and beer cafes. (The Economic Times)

FDI in retail will usher in changes in the shopping experience, believe experts. But, even without it, Kerala's textile retailers have been dressing up in style. A look at the action. (The Hindu - BusinessLine)

The industry is turning nervous about the prospects of single-brand retail, since the government has yet to notify a Cabinet decision raising the foreign investment level to 100 per cent, from the current 51 per cent. (Business Standard)

Reliance Industries, a $50-billion-plus oil and gas giant, will enter the fast-food business with its own brand next year, opening yet another front to do business directly with India's growing young population. (The Economic Times)

Foreign investment could change the way India retail firms function. But for now, most proponents of the policy will have to swallow their disappointment and hope that the government gets its act together enough to put it back on the agenda. (Businessworld)

With plans for raising FDI in single-brand retail from 51% to 100% getting the green signal, albeit possibly with riders, all is not lost for India Inc. (Outlook)

Some predict foreign investment will herald a consumer revolution in the huge retail sector, some forecast doom for countless small traders and farmers. (China Daily Asia Pacific)

Traders in Karnataka are livid at the Centres move to allow 51% FDI in multi-brand retail, fearing that their business will be hit by predatory pricing. (The Times of India)

The move to increase the 51% limit on foreign direct investment (FDI) in single-brand retail hasn’t attracted much attention, but could see a change in existing relationships and lead to a transformation of the Indian high street. (MINT)

The Indian government has proposed allowing single-brand retailers (such as the furniture giant IKEA) to wholly own stores in India, while multi-brand retailers (like Wal-Mart and Carrefour) can own a 51 percent stake. The moves, which have yet to be formalized, could greatly impact the supply chain landscape in this country of nearly 1.2 billion people. (American Shipper)

After foreign direct investment in multi-brand retail was approved by the Indian Government, could the Future Group enter into negotiations again with French retailer Carrefour? (The Hindu Businessline)

The supply chain efficiencies of cash-and-carry operations such as Metro are mainly beneficial to small retailers, as large format retailers choose to go direct to suppliers. (The Hindu Businessline)

Kenneth Cole's entry into India comes at an opportune time - the American company wants to attract the young, brand-aware segment of consumers. (The National)

Starting with bookings for two of India's biggest obsessions - Bollywood films and cricket matches - e-ticketing companies have now diversified into other events too. (Business Today)

Indian retailers suffered the highest loss of stocks to theft in the world, but the silver lining was that India is the world’s only country where the shrink rate came down in 2011, according to the Global Retail Theft Barometer 2011.(Asian Correspondent)

Retailers are countering the economic slowdown by offering interest-free equated monthly instalment (EMI) schemes, which they say are not only helping them pull customers into stores but also encouraging shoppers to buy higher value products. (The Economic Times)

The Lilliput Kidswear controversy could lead to irreconcilable differences, and weaker valuations. (Businessworld)

Tommy Hilfiger is taking direct control of its operations to integrate India into its global sourcing and design programmes. (Business Standard)

Vishal Krishna presents an in-depth analysis on why only a handful of India’s hundreds of malls make money, the 7 deadly sins that failed malls committed and what some of them are doing to correct course. (Businessworld)

High prices and economic uncertainty appear to be turning consumers stingy, if not altogether unwilling to spend. (Daily News & Analysis)

Even as participants at the Indian Retail Forum in Mumbai, the industry’s annual jamboree, are being cautiously optimistic, preliminary data from the first quarter of 2011-12 (FY12) reinforce the perception of a slowdown. But growth of space expansion continues. (Businessworld)

Cafe chains in India are offering more than coffee to stay ahead of impending competition. (Businessworld)

Tommy Hilfiger Group has bought out the Murjani Group’s 50% stake in the latter’s joint venture (JV) with clothes maker Arvind Ltd for an undisclosed sum, as part of a global strategy of consolidating its operations and having a more direct role in its various markets. (MINT)

Shoppers Stop will be the launchpad for Paris Hilton's eponymous brand of handbags and accessories in India. (The Economic Times)

To capture the hearts of millions of ever demanding consumers, a tweak in the products has become the ace card for a marketing game plan. (Retailer)

Reliance Retail has begun door-to-door direct selling through housewives and housing societies to boost sales of its private brands such as Sudz detergent, Amara soaps and Healthy Life food items. (The Economic Times)

Indian websites like snapdeal, taggle, sosasta, mydala offer up to 90% discount, pushing growth of online sales. (The Economic Times)

Indian personal-care (FMCG) companies have registered significant increases in revenue despite commodity inflation, as consumption patterns have gained momentum. (Businessworld)

Mall developers entering an increasingly crowded market are calling in experts to help them design and run their new projects. (Mint)

Who doesn't love to strike a deal, with discounts from 10 per cent to 90 per cent on lifestyle products and services? This is why group buying (discount deals) websites show strong potential in India. But there are many variables that these businesses need to pay attention to in order to succeed. (The Smart CEO)

Levi's, with the launch of Signature, was being perceived as a mass brand. Can it make a U-turn after phasing out Signature and bringing in Denizen? (Pitch)

Apparel sales in the country have slumped about 20% since March, forcing many brands to start end-of-season discount sales two weeks earlier than usual. (The Economic Times)

Trent, the flagship retail arm of Tatas, is in talks with Spanish retailer Inditex group to bring another fashion brand, Massimo Dutti, to India. (Business Standard)

Reliance's re-entry into the cash-and-carry business assumes significance even as global retailers such as Walmart, Tesco, Metro and Carrefour are expanding their presence in India, and amid anticipation that the government is likely to ease foreign direct investment (FDI) norms in retail. (Businessworld)

Three years after its experimentation with cash-and-carry retail fizzled out, Reliance Industries Ltd (RIL) plans a strong comeback. (Business Standard)

Considered as a mass brand in Spain, Zara came to India as a premium brand and has managed unprecendented success. How did Zara get its 4Ps right? (Pitch)

Major Brands (India) Pvt. Ltd, the local franchisee for fashion apparel and accessories brands such as Mango, Aldo, Charles & Keith and Nine West, will form a joint venture with French womenswear retailer Promod. (Mint)

Back in the race now, Shoppers Stop is gathering speed in expansion even as it improves operational glitches. (Businessworld)

Drink makers are busy courting the thirsty and the health-conscious. Fruit beverage is seen as the next big squeeze, growing at a healthy clip of 25 per cent year-on-year. (Businessworld)

Beaten on its home turf Delhi, the $1-bn Mother Dairy is crafting a new strategy to win back its base and go national. Mother Dairy is placing emphasis on value-added, high-margin products. (The Economic Times)

Micky Jagtiani's Lifestyle International went slow when others were rushing. Now, it is ready with massive expansion plans in the Indian market. (Businessworld)

Consumers are back to shopping with a vengeance. Retail rents are rising, too. (Businessworld)

A number of fast-food and cafe chains that are flocking to India would do well to take away lessons learned by established rivals such as McDonald's in navigating a market beset with obstacles. (Reuters)

Inditex entered India with its flagship brand Zara on a Friday in May 2010 and that day the South Delhi outlet recorded the largest single-day sale by an international retailer in the country. The journey continues in 2011. (The Economic Times)

Almost all established department store chains are reinventing themselves in a bid to win customers who are spoilt for choice. (Business Standard)

A host of mall management companies are eyeing a INR 240 billion market. (Businessworld)

The Indian presence of the Dutch supply chain cluster, Food Tech Holland, was formally launched by Ashok Sinha, Secretary, Ministry of Food Processing Industries, at the recently held Food Forum India 2011 in Mumbai. (Images Food)

Group buying websites, mostly launched in the last one year, plan aggressive expansion as they see record traffic for their offerings. (Business Standard)

The margin “issue” between retailers and manufacturers has resurfaced big time — whether between Reckitt and Future or consumer durables giants and Tata group’s Croma. (Business Standard)

The fledging retail sector in India will enter an expansion period and witness large-scale consolidation with increasing competition. (China Daily)

Large Indian retailers are using private labels to differentiate themselves from competition, but also to flex their muscles in their relationships with brand manufacturers.(Business Standard)

The textile industry has sought measures to boost exports of apparels and textile products in a cost-competitive market and easier access to funds for cotton buyers as it peaks in a year of global shortage. (Reuters)

Shoppers Stop (SSL) has topped the list of the Most Respected Companies in the retail category for the third year in a row. The company has been rated No. 1 by its peers in all categories except one. (Businessworld)

Star Bazaar, the chain run by Tata-owned Trent Hypermarket, says it used the economic slowdown to book properties when prices were down, allowing it now to open more stores. (Business Standard)

FMCG major Britannia Industries has entered the Rs 5 billion branded breakfast space dominated by players like MTR Foods, Kellogg India, PepsiCo and Marico. (The Times of India)

Starbucks is finally coming to India. The world's largest premium coffee retail chain announced that it has entered into an agreement with Tata Coffee for a strategic alliance. (Business Standard)

Retailers and mall operators in Singapore, Malaysia, the Philippines, Thailand and India share their views and expectations for 2011. (Retail Asia)

Luxury retailers from across the globe are thronging India, where they see a huge potential for growth. However, they do have to tackle significant hurdles along the way. (Retailer)

Bindra brothers split: Sanjay Bindra will sell his stake in an all-cash deal in Biba Apparels Pvt. Ltd; new firm in the offing. (MINT)

The regional markets in the country are dominated by the regional retailers. But national and international retailers are trying to get better of them and are now modifying their offerings to suit the regional tastes and preferences. (Retailer)

S Kumars now wants distinct segmentation for all its brands. (Business Standard)

There are strong arguments both in favour of and against the MRP (maximum retail price). Can we try giving retailers a chance to flex prices? (Indiaretailing.com)

In two years, the global retailer has built-up an impressive supply chain that no Indian retailer can match. (Businessworld)

Airtel's brand is going to be visible on two different continents. The company believes a change in the logo signals its readiness to change. But do consumers agree? (The Economic Times)

Call it the breakfast war. The scramble to serve the first meal of the day is getting busier with companies such as Britannia, Marico, PepsiCo, Kellogg India and MTR Foods offering more and more options to meet Indian consumers' rising demand for quick-fix food. (The Economic Times)

The Madras High Court’s order rejecting Subhiksha's merger proposition with Blue Green Constructions and Investment (BGCIL) has put a big question mark on the revival of the retail chain. (Businessworld)

Shweta Iyer talks about the pros and cons of launching a new brand and tries to find a success mantra to survive in the industry. (StoRAI - magazine of the Retailers' Association of India)

After wooing customers with happy meals and extra-value meals, Big Mac has added breakfast to its menu, which it believes will keep the chain "ahead of competition". (Business Standard)

Woodland, the outdoor shoe and apparel maker, wants eco-friendliness to become its brand recall. Here’s how it plans to grow. (Business Standard)

Indian beauty salon chains are looking to expand operations, offer cheaper services and increase the share of product sales in their earnings. (MINT - A Wall Street Journal Partner)

Do Indian retailers underplay the expense on a promotion while assessing the success of a sale campaign? Is top line growth the only purpose of a promotional campaign? Do the numbers at retail justify the costs involved? These are burning questions that need to be addressed while assessing the efficacy of this oft-used tool. (Images Business of Fashion)

Everything was on the track until the very famous after-effect of worldwide recession hit the Indian retail industry. The blow was too hard for some, and some ducked the impact. (Retailer)

Initially, stocking additional merchandise was treated to be a tool for branding but nowadays the same has managed to become a source of additional revenue. (Retailer)

As the competition heats up among shopping centres, what would differentiate one from the other? The answer lies in localisation of the shopping centre in line with local tastes and preferences. (indiaretailing.com)

Reluctant shoppers who used to drag themselves to the market even for that rare need-based shopping, don’t mind walking the clean corridors of some of the plush malls in town. (MINT - A Wall Street Journal Partner)

Back then, the sales were a much-awaited annual affair. Today, discount sales run all year round. Modern retail appears to be learning its lesson on right-pricing the hard way - the Indian consumer will go where the value is. (Daily News & Analysis)

'Couture equals bridalwear'- this perception is just the start of many a symptomatic issue that ails the Indian fashion sector. (Business India)

The latest catwalk designs, at affordable prices. That's Zara's promise. But to deliver that in India, it will have to tweak its centralized business model. (Forbes India)

Wadhawan Retail has decided to shut its Spinach food and grocery stores. (The Economic Times)

India is warming up to fair trade. But the concept remains a niche market as companies are hesitant about taking it to the masses. (Forbes India)

Foreign brands are lining up to enter the Indian market. Although many have positioned themselves as premium brands, most have become prudent enough to ensure that the prices are not beyond the reach of the Indian consumer. Indians are willing to pay more for foreign apparel brands. The brands themselves have lowered prices. And the resultant boom is attracting more players into India. (Outlook Business)

Customers visiting a store are looking for either the width of merchandise – the variety of product lines offered – or the depth – the number of each item or particular style of a product on offer. Which is more important? (IndiaRetailing)

While multinational companies have preferred franchise models, more are now seeking joint ventures and greater control over their presence in India. (Span)

Jewellery retailers looking at malls need to focus on those that are consistent with their own product mix and standing. (interview to Retail Jeweller)

India's top textile firms are generating additional revenue streams by developing or selling precious real estate as land rates rise in a buoyant economy.(Reuters)

Even the cautious are now convinced about the Indian recovery. The GDP projections are creeping up, production figures look good and, more importantly, demand is back. Organised retailers are heaving a sigh of relief with an uptick in sales after a bad year. But one group in the organised retail business is still not smiling: the mall owners. (Businessworld)

A change in rules may have put a pause on organised retail's expansion. (Businessworld)

The marketing mantra may sound incongruous outsibad year. But one group in the organised retail business is still not smiling: the mall owde a bar, but retailers from a range of sectors have started borrowing it to push sales in traditionally lean hours--betting that everyone loves discounts. (MINT)

Thomas Varghese wants to take the Aditya Birla Group's retail chain "More" to the top by 2015. But he has to give it an identity first. (Businessworld)

Cigarettes to hotel major ITC entered the consumer products business in 2007. In three years, it has managed to corner a two per cent market share. The personal care sector holds immense appeal for ITC due to the category's size and growth potential. (Business Standard)

Is it worth paying extra for feature-laden appliances or extended warranties? Not always. Find out why the price may not live up to the promise. (Money Today)

Retailers need to ascertain that the format, product assortment and the location of their store assures profits. How do exclusive branded outlets (EBO), shop-in-shop (SIS) and multi-brand outlets (MBO) compare as different channels? (Indiaretailing.com)

Grocery supermarket chain Spinach appears to be caught up in a slide that has seen a number of Indian retailers, particularly from low-margin food and grocery industry, down shutters in the wake of the economic slowdown. (MINT)

Aigner, the German luxury brand, and Genesis Luxury, the up-market retailing arm of Genesis Colors, have ended their tie-up in the country, as their plans did not go as expected. (Business Standard)

The textile industry had been battered by the economic slowdown for much of 2008/09 but has begun to recover in the past 2-3 quarters. But analysts said that the government needs to quicken disbursement of funds as there was no clarity on how soon a unit can receive the funds under TUFS, which is essentially a low interest-rate loan. (Reuters)

The second rung of retail players is shaking things up. But in a highly competitive market, smaller retail chains have cracks in their business models. Can they take the next leap? (Feature article from Businessworld, 23 January 2010)

Large retailers are trying to make their small food and grocery stores viable by trying out new ideas. While some like Reliance Retail are converting most of these stores into a deep- discount value format, RPG Group’s Spencer’s is looking at the franchising route.

As the New Year celebrations wear out sooner or later, bringing to the fore the harsh realities, the first thing that is likely to hit hard are the sharply rising food prices.

Tie-ups with international retailers and brands, emphasis on profitable growth and increased focus on private labels are set to be key trends in the Indian retail sector in 2010, say retailers and consultants that Business Standard spoke to.

Parents continuously strive to do better for their children. They play an indelible role in shaping up the eating habits of their kids beginning at infancy. So when it comes the matter of feeding their toddlers, urban Indians (parents) typically are willing to go the extra mile in enhancing the nutrition quotient.

An unforeseen drop in global cotton output has seen prices flare, putting at risk the fragile recovery of India's textile industry that was battered by the global recession earlier in the year

"Rather than trying to fit the world to our business model, we need to fit the business model to the real world that exists," comments Devangshu Dutta, chief executive of Third Eyesight.

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They're egg-headed, have squeaky voices and formless pale bodies, but the viewers seemingly can't get enough of them. Vodafone's Zoozoos have now ventured into merchandise. The reason: public demand.

With retailers downsizing operations, many senior executives from fast-moving consumer goods (FMCG) and telecom who had jumped on the retail bandwagon a couple of years ago are making a quiet comeback

Sustainability is a great concept like liberty - In three sessions, the panel of speakers tackled three key issues: What is Sustainable Fashion? Is Sustainable Fashion Profitable? Who Wants Sustainable Fashion?

The Indian call centre has become an international cliché. Its employees are young, educated, English-speaking and compared with their compatriots, well-off – and their disposable income, along with that of the rest of India’s fast-growing middle class, is driving extraordinary growth in the country’s consumer goods market.

Indian shopping hotspots are sporting more and more golden arches these days. If McDonald’s is expanding like never before, KFC is not far behind.

Normally, the performance of the market leader is a fair indicator of which way the wind is blowing in a sector, data from various retailers suggest that sales picked up slightly, but urban consumption could still be worrying.

Real estate is the largest component of cost for a modern retailer in India. At an average of 15 per cent of sales being paid out as rentals – compared to 2-3 per cent of sales in developedmarkets – just the retail space cost is enough to seriously dent a low-margin retailer’s bottomline. However, is reductionin rent the proverbial Final Solution?

The fast growth of digital media has amplified the potential of modern retailers to gain momentum in pushing brand building and consumption of their respective products among younger consumers. Opportunities in online brand building are particularly important to understand, given the tremendous pressure Indian retailers face in generating revenues robust enough to counter high operating costs.

A decade ago getting a branded footwear or apparel at 50 per cent discount gave rise to doubts in the minds of consumers. The stock was often comprised of store rejects and seconds. But this phenomenon has taken a complete turn with the terminology also being changed to value retailing.

Managing business poses many challenges to a retailer. Gross margin is only the starting point. A higher gross margin allows the retailer much more scope in deciding the operating costs. However, there are businesses with a high gross margin on products but slow inventory turn and high markdowns as well.

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The consumer driven industry is feeling a dire need to streamline processes and optimise operational efficiencies. Industry experts are of the view that to fight back in this challenging environment, retail value chain can prove a handy tool for retailers to understand and identify performance improvements within the network while at the same time improving the customer experience in every store.

Gone are the days of basic satchels, canvas shoes and hand-me-down clothes from elder siblings. Retailers are finding new ways to create buying opportunities.

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Skyrocketing rentals in big cities also makes moving to tier 2 and tier 3 cities attractive for apparel retailers.

After making their debut on television ads during the Indian Premier League earlier this year, the lovable egg-headed Zoozoos quickly made their way onto comic strips, newspaper mastheads, birthday cakes, wedding cards, shoes, T-shirts, key chains and even rakhis.

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The primary challenge in food retail, is its supply chain, which is making things difficult for retailers and food processors to procure quality produce at competitive costs directly from farmers in India.

Convenience and low prices are spurring an increasing number of Indians to purchase goods and services through the Internet. The innovations in securing online transactions are also fuelling the trend .

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Cash-and-carry players are still betting big on India despite their poor show so far

Indications are that foreign investment in front-end retail will remain a distant dream

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Modern retail is here in India to stay and growing but the friendly neighborhood stores are fighting back - and how.

It has been suggested that investing in innovation during a downturn helps retailers counter depressed consumer sentiments but a downturn also creates opportunities in the market and it may be the best time to invest in value marketing.

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Speciality home ware retail chains have changed tack as home sales drop and shoppers defer buying big-ticket items like furniture and furnishing to save cash in the downturn. To counter the slowing sales, retailers have adopted strategies to prop sales and cut losses.

The sustainability of any business depends - to a large degree - on loyal customers who come back again and again. A loyalty scheme can enable a retailer to not only to be in touch with its customers more regularly, but also to distinguish between customers and service the individual customers much better.

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Being an entrepreneur, Kishore Biyani is not shy of burning his fingers. Biyani took on a huge debt to expand Pantaloon Retail very quickly. Now the slowdown is making him rethink the Future Group's business plans and structure.

When the recession started in the second half of 2008, luxury retailers predicted that high-end brands would be immune as their target group would neither tighten their Chanel belts nor compromise on their lifestyles. Six months on, terms like recessionista and chicko-nomics are in and the Richie Rich club is shying away from luxury.

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Statistics gathered from eBay India reveal that one of the top-selling categories are jewellery and watches. Other hot categories are clothing and accessories, sporting goods, collectibles, home furnishings and musical instruments. These online shopping trends throw two big myths out of the window. One that the lack of the "touch and feel" factor is the biggest constraint in the path of e-commerce growth in India. And second, that only low value items peddle on the net.

Raheja-owned department al store chain Shoppers Stop Limited (SSL) is pulling out of unviable new ventures and shutting loss-making stores to conserve cash for the company in the ongoing economic downturn.

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Rice, which has long held the reputation of being the food of the masses, is witnessing a silent transformation in India. Things have come a long way from the “touch and feel” approach to purchasing rice by the weight to the modern era in which the busy urban Indian consumer is beginning to place his or her trust in branded and packaged rice.

The jewellery trade and industry has taken a hit. The global economic meltdown, the winds of recession, the slump in diamond and jewellery exports, massive lay-offs, closure of factories (SEEPZ, Surat), the volatile prices of gold and, most importantly, the dampened sentiment of the consuming class (especially for non-essentials like jewellery) have adversely impacted this sector.

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Pantaloon Retail's same-store sales in January grew at the second slowest pace in five years as consumers curbed spending and the retailer struggled to survive the downturn by offering discounts.The slow growth comes after the retailer's value and lifestyle same-store sales registered a negative growth in December.

Indian textile manufacturers have sought a two-year moratorium on repayment of term loans, withdrawal of excise duties on man-made fibres and waiver of service taxes on exports as well as taxes on textile machinery. The embattled textile industry, reeling under a slowdown in demand and high input costs, also seek to bring domestic cotton prices at par with international prices.

Bangladesh Pips India in Garment Exports

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For the first time, Bangladesh has garnered more market share than India in garment exports to the US, the largest importer of garments. Bangladesh has now taken the fifth position, which was previously occupied by India, in the list of largest garment-exporting countries to the US, pushing India to the sixth position.

Balm for the soul

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Growth in the smaller towns and rural markets can still be driven by penetration and improved availability levels of stock-keeping units. There are still vast swathes of consumers in India whose consumption of packaged skin and personal care products is negligible

Retail Kiosk – Plug and Profit

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The Indian retail scenario has been witnessing significant advancement with traditional retail formats making way for more innovative and technologically evolved formats. One of the innovations to watch out for is the 'retail kiosk', which truly makes business sense for retailers because of its cost benefit structure at the ‘point of sale’ establishment process and ease and convenience for the customers too.

Textile firms battle global slump despite rupee fall
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Textile companies may not benefit much from the rupee's weakness as a slump in global demand and prior currency hedges trim bottomlines in an industry dominated by exports. However, the global credit crisis, which triggered the rupee's fall in the first place, is also leading to slump in global textile demand.

The Indian Retail Market

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A perspective on the Indian retail market, the growth path followed in the past, views on the evolution path it could take, the opportunities as well as the challenges that need to be address. (Chapter 1 from the India Retail Report 2009)

In a departure from popular retail philosophy, the author calls for a new model of food supply based on multiplicity and diversity. Modern retail must take into account the changing environment and be sensitive to evolving consumer preferences. (By Devangshu Dutta)

Food and grocery retailers are leaving no stone unturned to gain the loyalty of the spoilt-for-choice consumers. One bad experience and poof! The loyal shopper is gone for good. Not only does this imply assuring good shopping experience every time a consumer enters a store, but also retain them by ensuring an impressive visual treat for them. You get only one chance to create the first impression. This impression would either create a happy loyal shopper or would eliminate their chance of ever stepping into the store again. A store that projects a differentiated image and branding definitely gains in the long term.

Indian fashion has true potential to grow exponentially in the next decade. But before that, there are many issues that the creators and producers of fashion need to address.

In 2004, Oswal group forayed into innerwear business under the brand of 'Sensa' with a view to cater to the growing ready-to-wear fashion apparel market. Thereafter, the company renamed its retail innerwear business as 'Straps', offering lingerie, nightwear and maternity wear in 2006. And finally in 2008; Oswal Retail decided to wind up its innerwear business and close down its 22 exclusive outlets of 'Straps'.

Since India bars overseas investments in a retail venture selling multi-branded products to consumers, the two foreign funds have invested in MedPlus’ wholesale arm.

As costs rise and economic growth slows, Indian retailers are looking at ways to trim expenses and protect their profits. “Unlike mom-and-pop stores, large retail formats have much higher cost obligations,” said Devangshu Dutta, chief executive of retail consultancy firm Third Eyesight. “Organizations with larger cost heads will be first to get hit in case of a slowdown.”

Many retailers, saddled with excessive inventory and caught flat-footed by optimistic sales forecasts, have had to launch early "end-of-season" sales this year and the more innovative ones are trying to stand out in that deep discount clutter. The midnight-sale by Spykar has become one of the many retail innovations that stores are using to get more shoppers into their stores. And, much like a "happy hour" in a bar, retailers are offering steep discounts during such "off" hours or on certain days when foot traffic is normally slow.

The apparel and textile industry has grown and matured a lot over the last few years - from an unorganized to an organized sector. However, this in turn has increased the need for constant improvement and upgradation of knowledge and skills. An update on a workshop conducted by Third Eyesight.

Many people l know treat shopping centres or malls as a new phenomenon, a progressive development of recent times, or a modern blot on the traditional cityscape (depending on your point of view). Lest one forgets, Grand Bazaar (lstanbul, Turkey) is the earliest known mall, with the original structures built in 1464,with additions and embellishments later.

India has 267 million mobile phones. And the market is growing at the rate of five million phones per month. As a result, companies are quite busy leveraging the medium.

Quite a few companies have realized the importance of developing distinct supply chain strategies that are aligned with business strategies. This helps them capture cross-enterprise opportunities that not only generate cost and capital efficiencies, but also help drive top-line opportunities. However, in India the idea of letting the supply chain enter the corporate boardroom still seems somewhat alien to many.

India has literally millions of individuals who would prefer to be their own boss and run a business, rather than being an employee. There are joint families, where resources may be available in the form of some real estate and family members who can be part of the business. Personal loans are available from family and friends, in the close social fabric of our communities. This is ideal ground for franchising,” says Devangshu Dutta, chief executive, Third Eyesight, a consulting firm focused on the retail and consumer products sector.

Shopper's Stop Ltd, the 24-store retail chain, got a new look at a glitzy function featuring actor Shah Rukh Khan, nightclub lighting and hundreds of saplings that will be planted as part of the stores' Rs. 20 crore (Rs. 200 million) rebranding exercise. The chain, which started in a defunct suburban Mumbai movie theatre in 1991, got itself a new black-and-white logo, uniforms, print and television campaigns, carry bags and even an anthem and an in-store radio channel. It will also launch an Internet shopping platform along with a Think Green campaign.

Indian retailers are a worried lot these days. There has been a decline in margins and it's one of the lowest ever, according to some retailers. As inflation touched a 41-month high, chains across the country, especially the smaller players, have been trying every trick in the book to attract consumers, and keep them coming in, even as they struggle to grow profitably. (From The Economic Times)

We are surely not the first to wonder why, after millennia of physiological evolution, societies around the world are still stuck in the same, predictable response: where disagreement (on an issue) translates into disapproval (of a person), more often than not leading to conflict that is frequently violent. The need to accept differences and the use of democratic dialogue as a process to close the gap is the basis of Arun Maira’s Discordant Democrats. (Book Review)

Just a decade ago, it might have been hard to imagine that the take-out food of choice for millions of Indians would be a baked good of Italian origin. But since then, calling for a pizza has become quite the urban ritual. Like most consumer brand successes, pizza has been customised for the Indian market, from its toppings to its delivery models.

Weekend temping is the new passport for retailers to tide over footfall pressure during the weekends. As families make a beeline for high streets and malls during the weekends, the normal workforce looks helpless. Heavyweight retailers who see a sudden spike in footfalls over the weekends, are roping in agencies for outsourcing manpower for that short one-to-two-day duration.

Bharti Enterprises, the parent of India's best selling wireless service provider Airtel, confirmed that it will invest up to $2.5 billion (Rs. 11,026 crores) in the next eight years to roll out convenience stores and hypermarkets nationwide, joining a raft of companies looking to profit from an expected boom in organised retailing.

Since the most recent "mall boom" that began in 1999, with the launch of Ansal's Plaza in Delhi and Crossroads in Mumbai, much has been written and said about organised retail, the growth of the middle class, and virtually every alternate person you meet professes to be an expert in retail. What is not acknowledged is the fact that fashion retail began to get modernised many decades ago.

Gut instincts and home-grown wisdom can often seem more successful than planning through facts and figures. This is partly a function of India's complexity as a country and as a market. As markets worldwide become more blurred, the artifical construct of segmentation becomes difficult to work with. The Indian market just takes this complexity to a new plane.

Indian philosophy, thousands of years ago, presented a balanced view of human life. While this was distorted post-independence until the 1990s, in recent years it seems to be swinging to the other extreme. An opinion piece based on a presentation made at the CII National Retail Summit, November 2006.

Research by retailers, research organisations and consulting firms highlights the demographic changes taking place in India, and the need for retailers and brands to draw up appropriate strategies.

About 450 million individuals in India are estimated to be below 20 years of age. 105 million individuals are in the age group of 15-19 years, already in their early years of discretionary consumption. About 112 million individuals are in the 10-14 years segment – within 5 years many of these will be making career choices, and in another 5 years most would have already begun earning and spending. Imagine the power of the tweens and the teens. Devangshu Dutta's column from The Economic Times.

Though the mall mania of the last few years indicates a change in shopping patterns, the wild exuberance in retail expectations may be misplaced and the real revolution is still waiting to happen. Devangshu Dutta narrows the lens.

With many battle-scars earned over many brands and several years, and around $40m in annual sales, American apparel giant VF Corporation seems like a veteran in the Indian market. Its story so far - including a newly announced joint venture with Arvind_brands - gives credence to the Indian philosophy of reincarnation.

Goa, once a haven for holidaymakers looking for a break, is now set to zoom up top retailers' charts. The union territory will soon see an influx of major brands, with real estate giants. (From Times News Network)

Consulting companies are supporting the growth of Indian corporate houses in growing organised retail businesses in the country. (From The Economic Times)

For a man from Dehradun who ran a family-owned bookstore called English Book Depot, it's been quite a journey to the point where his Book Café chain now has tie-ups with retailers like Café Coffee Day, Nirula's, Barista and Subway. Sandeep Dutt, who's effectively used co-branding and co-location strategic tie-ups to set up a 20-store book retail chain, says, "We are in the business of brewing knowledge." (From The Economic Times)

Surely, with FDI opening up gradually, foreign retailers would want to set up joint ventures in which they have control, rather than go through the franchise route, where their brand is "at the mercy of another company". So does FDI sounds the death knell for franchising in India? In a Guest Column in the Financial Express, Devangshu Dutta says that jumping to that conclusion would be to ignore the fundamentals of franchising as a business.

Most consumer, product-supply chains have evolved into fairly complex chains for two main reasons. Firstly, despite all the talk about removing intermediaries, there are still many people involved in the entire supply chain at different levels — for no reason but that they do add some value in the steps they are handling. Whether this is breaking of bulk, or handling of disparate products, shipping or storing goods, or providing bridge finance, each intermediary is in the chain because he has a role to play.

Discounts are the bane of brands. Achieving as much as 40-70% of the total annual sales turnover in one or two discount sales is not a recipe for long-term business success. We seem to be caught in a vicious cycle of low sales in season and mad traffic during end-of-season discount events. So what is the way out? Devangshu Dutta discusses in his column in the Financial Express.

The presence of Tier-II cities on the growth map of leading retailers has been on the rise in recent months. While sales are growing by 50-60%, albeit on a lower base, leading retailers say that volumes have been significant enough to encourage them to pan out quickly to other similar markets.

When the World Trade Organisation (WTO) brought about the abolishment of quota restrictions on textile and clothing exporting countries, Indian garment companies were swept aside by Chinese competitors who had already built huge factories with a view to capture the global market. For the relatively smaller Indian companies, playing catch-up seemed a distant possibility. However, with global buyers now looking to de-risk their sourcing, Indian textile majors are aiming to caputure lost ground and are investing in large garment units. This will give them a fair chance against larger Chinese rivals, says T. Surendar.

From The Times of India (Mumbai Edition) (November 8, 2005)

The suburbs go shopping on weekends and the trend is set to grow. However, this skew is highlighting serious planning and infrastructure constraints. Malls must learn how to handle the crowds, find Namrata Singh and Aradhana Takhtani.

From The Times of India (Mumbai Edition) (November 5, 2005)

India is one of the fastest growing economies in the world and one of the largest in terms of Purchasing Power Parity. Global brands are re-starting the hype of a decade ago, as they envisage how to take advantage of the massive population and rapidly growing income and consumption to create new business streams, sales and profits. But several challenges remain before companies can grab the big prize in India – fragmented chains, poor infrastructure plus policy and regulation issues make it difficult for retailers to make their move. However, things are improving as the Indian government start to make effective and coherent efforts to bring about change in the perishables supply chain. So can such strong potential progress to significant business opportunities? This briefing, by Devangshu Dutta, looks at consumer opportunity, the retail structure, emerging developments, and addressing the risks and challenges involved in the Indian market.

PDF File can be downloaded from

India is one of the world’s oldest major textile exporters and was once by far the largest. However, when quota-restrictions slammed shut the gates to free trade, the country’s exports were accordingly channelled and fragmented. Preferential trade arrangements placed further constraints, as both the US and the EU provided duty-free and quota-free access to selected countries. As a result, India now has just over 3% of the global trade in apparel – but despite its low share, it still remains among the Top 10 exporters of textiles and clothing in the world. This briefing aims to present a general guide to the industry in India, including its scope, skills and recent developments. The study also looks at investments by the industry and government support whilst discussing any potential pitfalls that buyers should watch out for. After the removal of quotas, India is now expected to grow its share of the global marketplace but does it have the stamina to catch up with China?

A perspective on the opportunities, presented by Devangshu Dutta.

PDF File can be downloaded from

India has the youngest population profile among the numerically significant countries, with a lot of young people in different income segments and locations who are influencing their parents' money, or spending their own. On the other hand, many farmers have unquestionably grown beyond being "rural" in the traditional sense. Are we even comprehending, let alone capitalising, on these changes?

Durables retailers are dreaming bigger than ever before. With size comes power. And higher costs. Durables manufacturers are finding this out as they negotiate with the new durables retail chains. Will these chains go the American way or the European? Aarti Kothari explores.

In 2005 pay packets of Indians increased more than workers in the rest of Asia. What does it mean for consumer spending, what is the implication for the retail sector, and how should we view the developing boom in shopping malls in India?

With just months to go before MFA quotas are phased out, the industry in India is buzzing with activity. However, amidst this development, challenges and fears also remain. Devangshu Dutta provides a ring-side view of the opportunities - and problems - facing the industry. (Article written in April 2004)

The two most aspirational brands, both examples of efficiency and growth, Zara of Spain and Giordano of Hong Kong made a special appearance at the Images Fashion Forum in discussions on their brand values and supply chains.

Walk into high-fashion clothing chain Bijenkorf's outlet in Krasnapolski Square in Amsterdam's main shopping district and tick off the shirt brands on display. Armani, Hugo Boss, Calvin Klein, Zodiac,... Zodiac? Doesn't quite gel here, does it? Bijenkorf does not think so. Read about how Indian garment maker Zodiac broke into the world of high fashion in Europe

The story of rise and fall could well be playing out across India's major high streets, which have dominated the retail sector for several decades.With each of their annual turnovers anywhere between Rs 500 crore and Rs 2,500 crore, these bustling high streets determine the fortunes of several Indian enterprises

In the throes of two wars - Conflict in Iraq and the fight against SARS - Interstoff Asia went without a hitch although, understandably, attendance was affected , with a 25 per cent drop against last spring's show.

In their frantic efforts to reduce cost to attract and retain customers, retailers / buyers have now adopted a new way to source - through reverse auction. Reverse auctions involve bidding for orders - such as for a new type of product that a retailer needs produced to its specifications. Apparel Online discussed this new phenomenon on the future of this alternative.

Companies spend more time and money in fine-tuning their forward supply chains while ignoring their backward supply chains. However, in today's competitive business environment, companies can no longer ignore reverse supply chains.

Supply chain management in the ultra-competitive textiles and apparel markets is the theme for the 'Strongest Link' conference at Belfast's W5.

Linda Cahan researches and reports on how renovations impact retail businesses.

Do loyalty programs work or don't they? The answer is that some programs work and some don't. The difference is in how core operations are fine-tuned from the information collected from the loyalty program.

Three forces, also called the 'trinity' of the blur -speed, connectivity and intangibles- are setting the new rules of doing business! What could they mean for the garment sector and especially for the sourcing activity?

Opening up the garments sector in India will revive the textile industry but only if some laws change.

In recent years, sourcing and supply management has emerged as one of the greatest opportunity areas for retail business as well as for suppliers to leading retailers. At the same time, it is possibly also the one most prone to risk. One must ensure that sourcing is well and truly integrated within their overall business strategy.