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January 3, 2010
By
Ranju Sarkar
Business
Standard, New Delhi January 03, 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.
Anand Raghuraman, partner, The Boston Consulting Group, said it is extremely tough to make money on small food and grocery stores. “It’s a crisis situation, and retailers are trying to find answers to some fundamental questions.’’ The problem is that retailers are straddled with a large base of small food & grocery stores — nearly 700 of them.
Reliance’s retail business reported an aggregate loss of Rs 557 crore on revenue of about Rs 4,000 crore for the year ended March 2009. Half of these losses came from the food and grocery chain, Reliance Fresh, which reported a net loss of Rs 249.30 crore on revenue of Rs 1,778.06 crore; the rest came from other formats.
Retailers have been trying to figure out how they can make the small stores viable. Industry sources said that Reliance Retail is now looking at a heavy-discount format; the stores will offer very little service, no air-conditioning but prices will be much lower than kirana stores. A Reliance spokesman did not respond to an emailed query.
Similarly, Spencer’s is looking at franchising these smaller stores. Devangshu Dutta, the chief executive of Third Eyesight, a retail consultancy, said this can work if the franchisee is involved in the operations. ‘‘In food, the margins are very low. If it’s a good site, you can offset lower margins with higher throughput,’’ he said.
Franchising has worked well in footwear and apparel retail where margins are higher at around 25 per cent. In food and grocery, the average gross margins are around 15 per cent. If food stores can achieve double the sales of apparel stores, they could be viable for franchisees. A brand like Spencer’s would be able to drive-in footfalls.
A franchisee could be someone who has a space to rent out, an existing retailer, or a commodity trader entering the retail business. It can also be an existing kirana store owner who will gain from the marketing and the sourcing support of a retail chain. ‘‘There are franchisees who have 15 to 30 outlets and handle four to five brands. But for it to work in food, the franchisees need to be active and involved in operations,’’ said Dutta.
If they are not, wastage, error and theft (which is very high in India) can eat into the net margins, and make the stores unviable.
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January 1, 2010
By
Sunitha Natti
ExpressBuzz
(Indian Express), January 1, 2010
As the New Year celebrations wear out sooner or later bringing to the fore the harsh realities confronting the society today, the first thing that is likely to hit the denizens hard is the food inflation that is rising sharply.
Even as political unrest continues in the State, no one seems bothered about the spiralling food prices, except the common man on either side of the divide.
As a result of frequent bandhs, prices of essential edibles such as vegetables and fruits are hitting the roof.
Sample this: Tomatoes in both neighbourhood kirana stores and organised retail outlets — including Reliance Retail’s Fresh, Aditya Birla’s More, Big Bazaar, Heritage Retail’s @Fresh, Spar and Spencer’s Retail — costed Rs 15 per kg on Tuesday but increased to Rs 17 per kg on Thursday. Similarly, prices of onions and green chilli spiked from Rs 25.50 per kg to Rs 27 and Rs 20 per kg to Rs 21 respectively in just two days.
“Because of bandhs, frequency of trucks and lorries transporting vegetables from farms to mandis and outlets had come down. As a result of inadequate supply of some vegetables, increase in prices is only natural,” a senior official from More told Expresso.
While most retail chains do have robust inventory management and cold-storage facilities that can preserve vegetables for seven to ten days, due to continuing agitations, which began at the end of November, retailers feel that there is an impact on the overall supply-chain and distribution network.
“Typically, vegetable and fruit prices are fixed based on a combination of factors such as production, supply, demand, transportation and storage costs. Even if any of the factors gets disturbed, prices shoot up,” said Devangshu Dutta, CEO, Third Eyesight, a Delhi-based consulting firm focused on retail and consumer products.
Interestingly, some of the organised outlets, in a desperate bid not to lose customers, are selling raw tomatoes and overripe cucumbers at reduced prices. “Retail outlets dealing with perishables are severely hit due to the ongoing political crisis in the State. It causes customer inconvenience besides posting losses,” said K S Venugopal, Chief Executive (customer operations), Reliance Retail.
admin
January 1, 2010
By
BSReporters / Mumbai / Kolkata
Business
Standard , January 1, 2010
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 Business Standard spoke to.
Though foreign direct investment in single-brand retailing and cash-and-carry ventures are allowed along with franchising and licensing pacts as of now, 2009 saw most of the foreign retailers focusing on manage the business in their home countries, where they were seeing declining sales.
“In 2010, a lot of international retailers and brands are most likely to look at India as global markets have stabilised and the Indian economy has proved to be better than most other countries. These factors give a lot of confidence for them to invest in India,” said Arvind Singhal, chairman of Technopak Advisors, a business consultancy.
Wal-Mart has set up its first unit in the country and Tesco, the UK’s largest retailer, is providing back-end support to Tata’s hypermarket Star Bazaar, Carrefour is said to be talking Kishore Biyani’s Future Group for a possible tie-up.
Industry sources said a number of international brands are also holding talks with Future Group, Reliance Retail and Spencer’s Retail for tie-ups.
Devangshu Dutta, chief executive of business consultancy Third Eyesight, believes franchising and licensing agreements could be a major avenue used by overseas brands to enter the country.
“Our research shows that 45 per cent of fashion and lifestyle brands, which have entered India in the recent past, have used this route because it gives a quick entry and allows tie-ups with partners who have good real estate capabilities,” Dutta says.
A profitable growth
Though retailers such as Reliance Retail, Aditya Birla Retail
and Spencer’s Retail closed hundreds of stores or shifted
stores to economical locations in 2008 and 2009 and took various
steps to cut costs, they are likely to continue to focus on profits
and boosting margins in 2010.
Shoppers Stop’s top management took 15 per cent salary cuts, while 300 floor-level staff were not replaced. The company shrank its office space 20 per cent and corporate office expenses by 40 per cent to cut losses.
Delhi-based Vishal Retail, which has been battling cash woes and mounting debt, relocated 25 stores in the financial year 2009 and 10 stores since April 2009. It is now planning to close 20 more and go only through the franchisee route.
“In 2010, our strategy is to increase margins, reduce costs and boost revenues. In 2009, we mostly focused on controlling costs,” says Thomas Varghese, chief executive officer of Aditya Birla Retail, part of the Aditya Birla group. “We will watch the situation and open stores,” Thomas adds.
“Retailers will not book properties at ridiculous rentals and look at private labels to boost margins. Growth with profitability is the main mantra in 2010,” says Singhal.
Private labels to rise
Most retailers like Future Group, Spencer’s Retail and Aditya
Birla Retail, among others, are stepping up their private label
plans to boost margins. The reason: Private labels in food and
groceries carry margins of 25-35, while private labels in apparel
and accessories offer more than 40 per cent margins.
Future Brands, which manages the private labels of Future Group, is expecting a turnover of Rs 750 crore in 2010 (the group’s flagship Pantaloon’s financial year ends on June 30), 14 per cent growth.
Private labels contribute 30 per cent of its sales in FMCG and 25 per cent in personal care products. The group is expanding its private label portfolio further. It is planning to launch its own brands in lingerie and a toothpaste brand ‘Sach’, according to Future Group CEO Kishore Biyani.
Aditya Birla Retail, which has more than 400 products in its private labels, plans to take its share of private labels in overall revenues from 19 per cent to 25 per cent next year.
RPG’s Spencer’s Retail is also planning to double the contribution of private labels and fashion to its overall revenues in the next couple of years.
Spencer’s plans to launch several new private labels across categories. Under its brand ‘Smart Choice’, the company will launch floor cleaners, savories and chips, wines, air-freshners and cakes in the next two months. Under its ‘Livin Smart’ brand, the company has launched categories like quilts, handloom towels, dining accessories and, under its ‘Gerat’ brand, Spencer’s recently launched a mixer grinder and plans to launch a DVD player soon.
admin
December 9, 2009
By Aniruddha Basu and Nandita Bose
REUTERS
MUMBAI, 9 December 2009
* Cotton prices up 20 pct in six weeks
* Rising input costs to bite into profits
* Domestic players can raise prices, exporters constrained
MUMBAI, Dec 9 – 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.
The rising demand the industry was hoping to cash on, bolstered by 25.5 billion rupees in government subsidies to upgrade technology, has started to look less promising as a sharp spike in input prices threaten margins in the coming quarters.
"Our textile exports have increased and so has our domestic consumption, and just when recovery was in sight cotton prices have started shooting up," said D.K. Nair, secretary general of trade body Confederation of Indian Textile Industry.
"Companies will continue to lose margins. Just when margins were recovering, the prices rose. The industry will then have to reduce production as that is the only way out," said R.K. Dalmia, senior president at Century Textiles & Industries
Cotton prices have shot up over 20 percent in the last six weeks. The benchmark Shanker-6 variety is at 26,500 rupees per candy of 170 kg from 23,500 rupees in October, data showed.
The global shortfall means the crop in India, despite being on expected lines, is being exported at a higher price, crimping supply at home.
About 6 million bales of cotton have already arrived in the first two months of the cotton marketing year and 4 million bales have been booked by exporters, Century Textiles’ Dalmia said.
PRICING DIVIDE
A cornered industry has few options. Raising prices would seem one, but analysts say that too is geography specific.
"Price increases are easier to implement domestically rather than internationally," said Devangshu Dutta, chief executive, Third Eyesight, a textile consultancy.
"If we look at exporters, they are driven by a more dynamic mix and trade across currencies, and in the current scenario the flexibility for price rise is not that high," he added.
Alok Industries
Customers the world over are able to source cotton products at competitive prices from Asian countries, making it difficult for Indian exporters to raise prices of finished products, said Rajendra Hinduja, managing director of the Bangalore-based Gokaldas.
"Domestic players will pass on whatever can be passed on…so there may be some possibility of recovering costs. But in exports you can’t even do that as there is a lot of choice for the importing countries," CITI’s Nair added.
admin
December 4, 2009
Reported by Diwakar Kumar
4 December 2009
"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. At present, in the midst of a tough (but recovering) economic climate, when shoppers appear to have become even more conscious of value for their money, retailers need to re-engineer marketing strategies to trigger growth. Some analysts believe that the focus should be directed on retention of existing shoppers rather than tapping new shoppers who may or may not stay with them in these fickle times.
All retailers spend a significant percentage of their business outlays in engaging shoppers (consumer engagement programs in support of sales promotions, discount schemes, contests and raffles, product bundling and promo items and such). So the adoption of a strategy to repose on existing shoppers – during a slowdown – reduces the risk of drop in revenues in case a plan to attract new shoppers fails.
Additionally, existing customers don’t need to be educated for product offerings and the cost of marketing to them (existing shoppers) is even lower. Hence, at least on paper, it looks less burdensome for a retailer to rest on its existing shoppers until such time the market looks up.
However, depending entirely on existing shoppers does also reek of complacence. While customer retention is critical to any business, all retailers and brands constantly look for ways to appeal to a wider demographic and broaden a potential consumption base. But, where should energies – and monies — be directed during a crunch?
We found some answers through an open poll question we threw out some weeks ago on the website.The question: It’s easier — and cheaper — for a retailer to build on existing customer relationships than to attract new shoppers; The answer: 80.95 per cent of the respondents supported – while 19.05 per cent of them negated – the question.
Responding to the question, S. Sivakumar, chief executive, Agri Businesses, ITC Limited, says, "Insights on existing customers are deeper, leading to superior and personalised offers that deliver greater value to those customers, in turn bringing higher margins. Cost of engagement with the existing customers is also lower than connecting with new consumers. Any retailer`s portfolio, however, has to be a mix of existing and new customers."
Echoing this view, Ravi Pahuja, VP – Operations, Odyssey India Ltd. says, "It`s certainly easier and cheaper for a retailer to build on existing customer relationships than to attract new shoppers. For new customers a retailer has to first attract them to come to the store and then build on the relationship. Having said that, it is important to build relationships with old as well as new customers to run the show."
"Retailers who work on their existing customer relationships also draw in new customers because of the positive word-of-mouth publicity by these customers, so it’s building relationships with old and new customers at single cost," he adds.
"In this era of high customer churn, what is essential is brand loyalty. Once a brand has cemented its relationship with its customers, there is immense opportunity to communicate with this loyal base – allowing for value-adds like customisation and on a one-to-one dialogue basis, which makes the experience much more personal and interactive," comments Manjula Tiwari, chief operating officer, Esprit.
She further opines, "It stands to reason that this method is also cost-friendly as it involves direct communication as opposed to mass media. That being said, one cannot dismiss the signifance of attracting a newer customer base, without which the brand begins to stagnate."
"It is of paramount importance for retailers to build on existing customer relationships (though it is not necessarily easier or cheaper). A positive word from one customer can get you 10 new customers while a negative word can cost you an even larger number of customers," concludes Viney Singh, MD, Max Hypermarket India Private Limited.
