admin
June 16, 2013
Shikha
Kumar, DNA
Mumbai,
June 16, 2013
When American brand Forever 21 launched in India three years ago, Delhi-based Mehak Sagar was most excited. She hit the store on the opening day with her friends only to get a rude shock. “The prices were nearly double the prices in the US. Forever 21 was always my favourite brand when I went to New York since it was fast fashion yet reasonably priced. But I can’t say the same of the India outlets,” says the 26-year-old, who blogs at peachesandblush.com.
As the retail sector booms, global fashion names like Mango, Zara, Forever 21 and Vero Moda have an established presence in India (the third-largest global economy after the US and China) and are even looking to expand. Higher disposable incomes and availability of credit have significantly enhanced consumers’ buying power and this is good for these brands. But the catch is that their customers are well-travelled, Internet savvy and more aware than ever before. This means they are acquainted with prices of labels abroad and in typical Indian style, tend to compare prices of the label abroad to prices in stores in India. What they find out doesn’t make them happy.
Price woes
“It’s a fact that prices differ. I got a pair of shoes from Zara abroad for $30 (approx Rs1740). In India, they wouldn’t cost less than Rs3,000,” says Samidha Sharma, a business journalist and blogger at Street Style India, who shops extensively in India and abroad.
Sagar claims that in India, Forever 21 retails under the ‘luxury’ category for youngsters (like pocket-money receiving students), while in the US it is a budget brand that retails dresses that cost as little as $10 (less than Rs 600).
This phenomenon is not restricted to clothing labels alone. Aashumi Chudgar, an accessories merchandiser in Mumbai, says brands like Accessorize and Claire’s known for their shoes, bags and jewellery also price themselves higher than they do in stores abroad.
“When I was in the UK, Accessorize was an affordable brand. Here, it’s quite expensive with an average bag costing Rs3,000,” says Chudgar. Claire’s launched in India last year and is also priced more than at its stores in the West.
Shoppers say that purchasing power is also a very big factor here. “Bringing brands at the same prices doesn’t make sense since our purchasing power is lower. So, if an outfit costs 20 Euros abroad and Rs1,500 here, it’s still expensive for us. I don’t understand the economics of that,” rues Sagar.
Local taxes extra
One of the main explanations for higher prices is that local taxes and other costs tend to be higher in India. This is passed on to the customer.
Higher costs because of import duties and real estate prices lead to brands being more highly-priced in India as compared to in their home markets, agrees Tarang Saxena, lead consultant at Third Eyesight, a leading retail consultancy firm.
Inflation and occupancy costs in India are a cause for great concern, says Vishal Trehan, the India business head of clothing brand Forever New, that entered India in 2007, just a year after it was founded in Melbourne.
“Occupancy costs in Australia are around 12% while in India they’re 18 to 20%. All this adds to the costs and even profits take a hit.” He adds that Forever New merchandise in India is actually 5 to 10% cheaper, a fact that is confirmed by comparing the prices on the brand’s India and Australia websites.
Ayush Tainwala, brand head, Accessorize, echoes Trehan somewhat. Higher taxation and customs policies in India lead to higher prices he says. “We don’t get deductions in India.
Also, the rupee has been depreciating against the pound by 10 per cent every year.”
Similarly, Kristin Strickler, the spokesperson for Forever 21 in India says that a difference in prices, if at all, is only due to VAT because the brand offers merchandise in India at roughly the same prices as in the US.
Bring on the competiton
The flurry of brands opening in India may be a good thing for the customers as more competition means reduced prices. “I recently noticed that Mango has reduced prices by nearly 20-30% since its launch several years ago. Brands do feel the pressure of competition,” says Sharma.
And with H&M (a budget brand in Europe) also slated to enter the Indian market soon, the customer will eventually be the winner.
“Initially, international brands positioned themselves at a higher level in India as compared to their home markets, charging a premium for being a “foreign” (read “desirable”) brand,” says Third Eyesight’s Saxena, “But with an increased awareness amongst shoppers now, brands are feeling the pressure to align their pricing in India to global prices. Some have also realised that higher prices restrict their access to a larger market in India.”
Will FDI be the game changer?
With FDI now being allowed for single-brand retail, will prices
go down?
“With liberalised FDI, the brand may decide to take a hit and reduce prices so that entry-level prices draw the target audience. But whether the brand chooses to reduce the prices or not depends on their individual strategy in India,” says Saxena.
Accessorize’s Tainwala says the new FDI rules won’t really change pricing.
But Prashant Agarwal, MD, of Bestseller India that owns labels like Vero Moda, Only, Jack and Jones, is diplomatic when he asserts that Bestseller will always try to reach price points that appeal to their targeted consumer segment.
Media professional Nikita Shah, whose favourite brands are Promod and Zara, has a better idea. She says that while it’s great to see more and more global brands coming to India, the country needs to develop its own high-street brands to take on those from abroad.
“We need more homegrown brands here. Indian brands should take a cue and start designing fabrics and styles keeping in mind Indian sensibilities especially since they know that customers are ready to pay.”
admin
June 12, 2013
Sayantani
Kar, Business Standard
Mumbai,
June 12, 2013
Hypermarket chains are launching pre-paid cards to boost their brand’s stickiness. These are a mode of payment for consumers and often come with consumer benefits. However, experts say the benefits accrued to the retailer are why some of them have launched pre-paid cards in quick succession. For branded retail chains, such cards bring in ready cash and, even, repeat visits from the consumer.
Star Bazaar, the hypermarket chain of Tata’s retail arm, Trent Hypermarket, has launched its gift cum recharge card called ‘Easy Shop’. It will provide shoppers with a cashless payment option. Star Bazaar’s card, which is essentially a pre-paid card, comes after Future Group’s Big Bazaar had rolled out its prepaid card scheme called ‘Big Bazaar Profit Club’ this April.
Unlike the latter’s scheme which required users to pay Rs 10,000 and a one-time processing fee of Rs 100 upfront, the former’s prepaid cards entail no added charges and can be obtained for a minimum of Rs 250 and a maximum of Rs 49,999, with top-ups of Rs 50. Both are valid for a year.
However, Big Bazaar’s pre-paid card came with an additional Rs 2000, enabling the consumer to shop for Rs 12,000 in a year, having paid Rs 10,100 in all. Star Bazaar’s card, if bought or refilled for Rs 1,000, will get the user 2 per cent extra in an introductory offer.
Devangshu Dutta, the CEO of the retail consultancy, Third Eyesight, says, “Pre-paid cards drive upfront sales and yes, ready cash, for the retailer. It also ensures sustained stickiness with the brand, since the card-owner will be coming back to buy the card’s worth of product. If designed well, it can even ensure frequent visits by the consumer, increasing the chances of additional purchases by the same consumer.” Dutta refers to Big Bazaar’s card which allows shoppers to claim no more than Rs 1,000 worth of products each month on the pre-paid card. If a shopper wants to buy more, she will have to shell out additional money.
The Easy Shop card from Star Bazaar can also be used during sales and discounts. Sushmita Paul, head of marketing, Star Bazaar, says, “We have kept the card flexible without too much of restrictions. Given the different spending patterns, we have not kept the minimum amount too high, even though the average ticket price at our stores can range from Rs 1,250-2,000. It can be used as a gift card too. The cashless nature ensures that people can even hand it over to their domestic help for shopping.” The card can be used at any of the 14 Star Bazaar outlets across Mumbai, Bangalore, Ahmedabad, Chennai, Pune, Aurangabad, Surat and Kolhapur.
It will be marketed through print ads, the Internet and in-store promotions. Vijay Boppa, CEO and MD at Payback India, the loyalty programme brand, says, “Such pre-paid cards can be used to capture an opportunity that the existing payment tools could not. Used as gift cards, they can act as referrals. Whereas, loyalty cards are payment-agnostic, used to drive footfalls, repeat purchases and gather insights on marketing.”
Even though Dutta points out that retailers share part of the interest they might be earning on the deposited cash, through consumer discounts, there are costs that they incur. Marketing and backend systems are some of the major cost centres for such schemes.
admin
June 7, 2013
Nandita
Bose, Reuters
Mumbai,
June 7, 2013
New
rules requiring foreign supermarkets to set up their own warehouses
and stores in India are likely to further delay the entry of companies
like Wal-Mart, increase costs and hurt cash-strapped local retailers
eager to partner with foreign companies.
India allowed foreign chains to enter the country to set up retail stores in September 2012, but ambiguities in the policy means that so far, no foreign company has applied to the government for permission to set up shop in the $500 billion industry.
Under the new rules, the government late on Thursday said global supermarket operators cannot acquire existing assets of Indian companies and said the initial mandatory $100 million investment to set up supply chain infrastructure and stores must be new.
That means any existing supply chains, including those owned by a domestic retailer that a foreign company might look to buy, will not count towards the $100 million minimum.
"In a nutshell this will delay everybody’s plans," said Devangshu Dutta, who heads retail consultancy Third Eyesight. "Companies like Wal-Mart, Tesco can acquire assets later on but not initially and that means more time to start their operations," he said.
A spokeswoman for a joint venture between Wal-Mart and Bharti Enterprises said the company was studying the government’s clarification on retail rules. Bharti Walmart Pvt Ltd is a wholesale joint venture started in 2007.
Companies such as Future Retail Ltd, which runs the Big Bazaar hypermarkets, Shopper’s Stop Ltd, which runs Hypercity, and Trent Ltd with its Star Bazaar hypermarkets, are all open to selling stakes in their operations to foreign partners in an effort to access funds required for expansion.
"These rules are disappointing and will delay our plans," said the chief executive of an Indian retail firm who did not wish to be named. "It will make it difficult to do business, but obviously this is not the end of the road," the executive said.
Shares in Future Retail fell as much as 3.4 percent on Friday after the announcement. The stock ended down 3 percent. Trent ended down 2.7 percent and Shoppers Stop ended 0.7 percent lower.
(Reporting by Nandita Bose and Abhishek Vishnoi; Editing by Tony Munroe and Matt Driskill)
admin
May 30, 2013
Purvita
Chatterjee , The Hindu Businessline
Mumbai,
May 30, 2013
Global
they might be, but the café chains have woken up to the
potential of coffee in smaller towns and cities. The metro markets
are saturated, the rents are high, and they are having to shut
down some stores. They are even becoming more open to franchising
their brand in these new places.
After setting up shop in Mumbai and Delhi, Starbucks is now enquiring about rent in Bangalore. Barista Lavazza, one of the first international coffee retailers, hopes to add 15-20 cafes every year. “All our outlets have largely been company-owned, but now, for the first time, we have decided to go into Tier 2 cities with the help of franchises and these would include the State Capitals,” says Nilanjan Bhattacharya, COO, India and SAARC, Barista Lavazza. Barista is now present in even smaller cities such as Surat through franchises.
With 160 outlets, mainly in the Delhi NCR region, Barista has been closing some of the unprofitable ones in in the metros in areas which command high rentals. For instance, it recently shut two outlets in South Mumbai and moved to the city’s far-flung suburbs.
Others such as the UK-based Costa Coffee are gearing up to enter smaller towns such as Ludhiana and Jalandhar in Punjab while Australia’s Di Bella Coffee recently launched a 5,000 sq. ft. outlet, its largest, in Hyderabad.
“High rentals are a challenge but that is not going to stop us from opening 40-50 stores in year and entering more cities in Punjab,’’ says Santosh Unni, Managing Director, Costa Coffee. Now at 107 outlets, Costa Coffee intends crossing 150 outlets this year and emerging as the second largest player after Café Coffee Day (CCD).
Di Bella Coffee has another store in Hyderabad, spanning 3,000 sq. ft. “High rentals and saturation in cities like Mumbai have made us enter Tier 2 &3 cities which are still not exposed to international coffee chains. There have been great sales out of Hyderabad as the city still does not have an international coffee chain and at 5,000 sq. ft, we are the largest coffee retail outlet in the country,’’ says Sachin Sabharwal, Managing Director.
Considering the last quarter has been challenging for QSR (quick service restaurants), coffee chains do not believe in slowing down. “Discretionary spends have been down in the last quarter but the boom in retail is still happening in the Tier 2 and 3 cities which will offset it,’’ adds Sabharwal. Di Bella Coffee has ten outlets in Mumbai, and Hyderabad is the next city it has chosen to enter.
CityMax Hospitality, the master franchisee for Gloria Jeans Coffee, plans to open at least ;15-20 stores a year. While it has already entered Mumbai and Delhi and smaller cities such as Pune and Ahmedabad, more Tier 2 cities are on the anvil. As Vishal Sawhney, President, City Max Hospitality says, “Coffee retail is still a huge market and there is demand. After Tier 1 cities, we need to expand more into Tier 2 &3 cities.’’
Last week Pan India Food Solutions, the master franchise for The Coffee Bean & Tea Leaf entered Punjab with two stores in Chandigarh. “We intend opening one store every 3-4 weeks as there is demand for local area coffee formats even in smaller cities like Chandigarh,’’ adds K. S. Narayanan, Chief Executive Officer, Pan India Food Solutions.
It’s not just about rents and demand in the non-metro markets, though. Regional preferences and pricing have to be kept in mind. The coffee-drinking population in such places is obviously not going to match that of the metros.
To begin with pricing may prove to be the biggest impediment to the coffee chains being accepted. “Coffee culture is driven by the youth in these smaller markets and to cater to them pricing has to be more value-based,’’ observes Ankur Bisen, Vice-President (Consumer Products & Retail Practice), Technopak. Regional preferences may also play a role and chains might have to tweak their offerings. "The well-travelled Chandigarh consumer may be aware of these international coffee brands but consumers in Jaipur may prefer more traditional offerings from these chains," adds Bisen.
Lower rents may not lead to higher footfalls. These chains have to be careful in choosing the right location, just like they do in the metros. “The absolute rentals may be low but the percentage of revenues from a particular outlet may not be enough to match that of a metro market,’’ says Bisen.
In fact, rents may not necessarily be low in a non-metro market. “Some of the non-metro markets like Coimbatore and Madurai may also have high rents. Besides, there may also be a higher cost associated with managing the fewer number of outlets compared to the metros,’’ observes Joseph Cherian, CEO, GFA Global (Global Franchise Architects, the owner of the Coffee World outlets).
The Switzerland-based GFA Global, the owner of Coffee World, has nine outlets today at places such as Chennai and Kolkata and has yet to enter a non-metro market. “While we would definitely like to enter a Tier 2 city as there are highly aspiring consumers, it would depend on what stage of operations the brand is in, and Coffee World has yet to decide whether as brand it is ready to do so,’’ adds Cherian.
Most retail chains wait to reach a certain critical level before expanding to smaller towns and the same is applicable to coffee chains.
“International coffee chains realise that most of the spending happens in the metros and wait to reach a critical mass before they feel they can efficiently service the smaller towns,’’ observes Devangshu Dutta, Managing Director, Third Eyesight.
While building scale in the metros before expanding to smaller towns may be the ideal strategy, not everybody seems to be following it and would rather tweak their models depending on their business conditions.
For instance, there are players such as Costa Coffee which have exited smaller markets such as Pune.
But no longer is shutting down and moving out a stigma for retailers. “While in the past coffee chains were expanding indiscriminately, they are now evaluating this dynamic business more closely and there is no stigma attached to closing down an outlet anymore, be it a metro or a non-metro market,’’ adds Dutta.
Coffee chains such as Gloria Jeans have learnt much from entering cities such as Pune and Ahmedabad as well as from metro markets. Today Gloria Jeans continues to expand with even a recently launched new outlet at Colaba Causeway in South Mumbai despite the steep real estate costs. Di Bella, despite choosing Hyderabad for its largest store, is tapping a lounge format in South Mumbai. “We negotiated a good deal with a landlord in South Mumbai and will be opening our first lounge format which will also serve coffee liqueurs,’’ said Sabharwal.
New coffee chains such as Starbucks are only spurring growth for the existing chains, edging them to expand to new markets. As Dutta of Third Eyesight says, “The entry of chains like Starbucks has added to excitement in this category and has re-ignited the growth prospects of the existing coffee chains who are expanding cautiously at the same time." With Starbucks looking at smaller markets like Pune, Chandigarh and Hyderabad quickly for its next phase of growth in India, these cities will emerge as the new hubs for international coffee retailers.
admin
May 30, 2013
Christine
Gilguy, Le Moci
(http://www.lemoci.com/)
France,
30 Mai 2013
Il
y a à peine un mois, Ikéa, le géant suédois
de l’habitat, faisait la Une de la presse indienne et étrangère
en annonçant une mise de près de 2 milliards d’euros
pour lancer ses dix premiers magasins en Inde. Il venait d’obtenir
l’agrément final du gouvernement indien pour investir 105 milliards de roupies
(environ 1,95 milliard de dollars) pour créer 10 magasins
dans les 10 prochaines années, et 15 autres en option.
Des magasins sur le modèle qui a fait son succès
en Europe, à une seule petite exception : si son agrément
autorise la création de cafés et restaurants dans
ses magasins, il exclut toute distribution de produits alimentaires
conditionnés.
Neuf mois après la décision du gouvernement indien d’assouplir la législation sur les investissements directs étrangers (IDE) dans le secteur du commerce de détail, l’arrivée de l’enseigne suédoise est emblématique de l’appel d’air provoqué par cette réforme. Elle a concerné deux segments :
• La distribution mono-marque : il est désormais possible aux enseignes monomarque de détenir 100 % d’une société (contre 50 % auparavant) en Inde.
• La distribution multi-marques : les sociétés étrangères peuvent désormais détenir la majorité des sociétés en jointventure (51 %) et s’installer dans les 53 villes de plus d’un million d’habitants que compte l’Inde. Mais la loi oblige les sociétés étrangères à faire 30%de leurs approvisionnements en Inde, auprès de PME, et leur fait obligation d’investir un minimum de 100 millions de dollars dont au moins 50 % doivent aller, dans les trois ans de la première tranche de l’investissement, dans les infrastructures de « back-end » qui incluent un large champ de domaines (process, fabrication, distribution, design, contrôle qualité, etc.). En outre, chaque État indien doit donner son approbation…
C’est le secteur de la distribution monomarque qui répond le plus positivement à l’ouverture indienne. Dans l’habillement et la mode, les annonces se succèdent. La marque britannique Pavers (chaussure), aurait été la première à obtenir un agrément pour implanter une chaîne de boutiques selon la nouvelle législation, avec un investissement de 20 millions de dollars. De son côté, le champion du prêt-à-porter espagnol Zara (Inditex), qui a testé deux premières boutiques dès 2010 à Delhi, a annoncé son intention d’ouvrir 40 boutiques dans le pays. H&M s’apprêterait à investir dans une joint-venture majoritaire, Puma à augmenter son réseau. Pour ne citer que quelques exemples.
L’intérêt pour le marché indien de la
part des marques internationales est ancien mais désormais
avivé par l’émergence d’une classe moyenne
estimée, selon les sources et les critères de définition,
entre 150 et 200 à 300 millions de personnes (une cinquantaine
de millions pour le segment des plus hauts revenus). Il a d’abord
été favorisé par l’urbanisation et le
développement de centres commerciaux en milieu urbain :
« La croissance du nombre de marques et d’enseignes
de distribution internationales opérant en Inde s’est
accélérée depuis 2005, avec le développement
des investissements indiens dans la distribution et l’immobilier
commercial sous la forme de Malls » souligne Devangshu Dutta,
consultant indien dont la société, Third Eyesight,
est un spécialiste du secteur.
Dans une étude intéressante, Devangshu Dutta
montre comment au fil des années, des marques internationales
ont fait leurs premiers pas en Inde, sous la forme de licence,
franchises, ou de joint-ventures avec des partenaires indiens
(1). Mais pour lui, ce ne sont pas les grands groupes qui
ont conduit cette vague : « Ce sont les sociétés
de taille moyenne qui mènent la charge en Inde, d’avantage
que les géants du commerce de détail, bien que ces
derniers, à l’instar d’Ikéa,Walmart, Carrefour
suscitent plus d’articles dans les médias ».
Dans la distribution multi-marque, les grandes enseignes, longtemps
interdites pour le commerce de détail par la réglementation
indienne, restent toutefois absentes. Trop timide et restrictive,
la réforme intervenue le 20 septembre 2012 ne les a pas
convaincus et on attend toujours les annonces d’investissements
des grandes enseignes comme Walmart, Tesco ou Carrefour, déjà
présentes dans le cash & carry. Les enseignes américaines
et britanniques feraient un intense lobbying pour obtenir de nouveaux
assouplissements. Dans la liste de leurs récriminations
à l’égard de la réforme, l’une
des principales portes sur le fait que les dépenses effectuées
dans le foncier ou les loyers – très élevés
en Inde – ne soient pas comptés dans les investissements
d’infrastructures de « back-end ».
« C’est clairement une orientation trop restrictive
», commente un article du libéral Asia Times (2).
Le même article épingle aussi le fait que sur les
53 villes autorisées, seules une vingtaine sont réellement
ouvertes à ce jour à ce type d’IDE en raison
de l’opposition des États indiens concernés…
Seuls 10 États indiens ont approuvé cette réforme
à ce jour (dont Delhi, Maharashtra et Haryana). Il y a
peu de chance que les enseignes de la grande distribution occidentale
obtiennent gain de cause avant les prochaines élections
générales, prévues en 2014. « Les Kirana
Stores (ndlr : les petits commerces), constituent un lobby très
puissant qui s’oppose à cette ouverture », analyse
Alain Bogé, consultant et spécialiste français
du secteur de la mode en Asie, vice-président du Business
Fashion Forum, un think tank dédié aux acteurs de
la mode (3). C’est donc le mono-marque qui est, pour
l’heure, boosté par l’ouverture indienne.
Et dans ce secteur, les Français ont du retard. Selon
Third Eyesight, les marques tricolores ne représentent
que 10 % des marques internationales implantées en Inde.
Les Américains sont en tête, suivis des Italiens
et des Britanniques (graphique).
Hors luxe – LVMH est très actif actuellement, avec
l’acquisition de son ancien partenaire Genesis et de la marque
indienne Liliput –, les marques françaises sont surtout
présentes dans les produits cosmétiques et de soins
de beauté.
« Les Américains et les Britanniques ont certainement l’avantage de la langue, l’anglais, avance Devangshu Dutta. Il est possible que les Italiens tirent avantage de leur présence sur d’autres marchés, donc soient plus visibles pour des partenaires et consommateurs indiens potentiels que les Français ».
Dans l’habillement, qui représente un tiers de la distribution organisée (voir chiffres clés), Alain Bogé reconnaît que les griffes françaises ne sont pas légion : Promod, Okaidi, Celio…« Elles sont encore rebutées par la complexité du marché » analyse-t-il. En premier lieu, le secteur est encore très largement dominé par le commerce informel, dont font partie les kirana stores, qui pèsent 92 % du marché selon un chiffre cité par une étude du cabinet Deloitte. En outre, loin d’être unifiée, l’Inde et ses 28 États sont multiples. Hors du luxe, les success stories de marques occidentales sont souvent celles d’une bonne adaptation au marché local en s’appuyant sur un partenaire indien – pas toujours facile à trouver sans conseils ou accompagnement extérieur –, qui connaît bien le marché. « Les sociétés qui souhaitent réaliser un chiffre d’affaires significatif et générer des retours sur investissement en Inde doivent se doter d’une stratégie de marque, et d’un mix produitprix-distribution adapté à l’Inde plutôt que de faire un copier/coller de leur modèle français ou international », confirme Devangshu Dutta.
S’appuyer sur un partenaire indien – même si on opte pour une filiale à 100 % – est en l’occurrence fortement recommandé lorsqu’on n’a pas la puissance de frappe d’un Ikéa. Alain Bogé insiste lourdement sur ce point rappelant que Zara a commencé prudemment à Delhi, en joint-venture, en testant une boutique dans un centre commercial. « Il y a trois avantages à s’appuyer sur un partenaire indien, résume le Français. Il connaît les segments à attaquer et les prix ; il sait à qui donner les dessous-detable pour faire avancer les dossiers dans un pays où la corruption est endémique et à tous les niveaux ; enfin, il peut éventuellement participer au financement, sachant qu’un bon tiers des transactions en Inde se font en cash. »
Pour ne parler que du prêt-à-porter et des accessoires de mode, si les Zara, Mango, Benetton et autre Esprit sont déjà installés, que de belles marques indiennes ont d’ores et déjà émergé – Liliput, Fabindia… – il reste de nombreuses opportunités compte tenu du potentiel de croissance extraordinaire du secteur. Alain Bogé est par exemple convaincu que les marques françaises de la mode enfantine ont une belle carte à jouer au pays où l’enfant est roi. « Lorsque mes amis indiens viennent en France, ils vont faire leur shopping chez Bonpoint ou Tartine & Chocolat. Okaidi y est déjà, il faut y aller » estime-t-il. Pour lui, les villes où il faut être abritent les principaux pôles de consommation du pays, avec une population jeune et ouverte à la nouveauté : New Delhi la capitale, mais aussi Mumbai la capitale économique, suivies de Bengalore, Hyderabad, Ludhiana ou encore Ahmedabad. Mais surtout, ne pas trop tarder : « Il faut y être dès maintenant car les meilleurs emplacements et les meilleurs partenaires seront pris d’ici quelque temps ». La Chambre de commerce franco-indienne (CCIFI) organise début juillet, en partenariat avec CCI International Nord de France, la première conférence sur le commerce de détail en Inde à Lille, au coeur de l’industrie de la distribution française, le 9 juillet. Un bon signe…
(1) Lire l’article « Entry
Strategy of global Brand – Impact of FDI »
(2) « India’s
retail FDI bid fails to sell », 3 mai 2013, sur Asia
Times
(3) www.businessfashionforum.com
