csm sys group 14

8/8/2019 Csm Sys Group 14

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CSM in Apparel Retail Sector

Presented by

Souma

Basu-9030241430


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Retail The Great IndianBAZAAR

The total retail sales will grow from US$ 353billion in 2010 to US$ 543.2 billion by 2014.

Number of shopping malls is expected to increaseat a CAGR of more than 18.9 per cent from

2007 to 2015 Organized retail in India is expected to increase

from 5 per cent of the total market in 2008 to14 - 18 per cent of the total retail market

Methodology :

& :

McKinsey Company report titled 'The Great Indian Bazaar Organised RetailComes of Age in India'

HomeWork Research

InteractionQuestionnaire

Interview

Analysis
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Why Apparel Retail ?

India is considered as the next best destination forapparel retail growth after China due to cheap man

.power and natural resources India is 4th most attractive apparel retail

,destination after Brazil Romania and China Highest absolute market size :Drives towards growth

High Population Growing Purchasing Power

Increasing Urbanization Changing Lifestyle Dropping Dependency Rising Educational Level

Retail in India 2009 by Mathew Joseph


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Customers Satisfactionin Apparel Retail

Types of Customers at Indian ApparelRetail

Taste of Customers

Women : Emotional

Men : Practical

Expectations from a Retail Location of Retail

Positioning of Retail

. .A T Kearney Retail Apparel Report 2009


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Retail : CSM Initiatives

High Experience Shopping

Variety of Collection

Innovative Merchandise Creative Display

Knowledgeable Sales

Store Format 24/7 Presence

KSA s Apparel Solution Survey 2009

Important Apparel Features


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CSM initiatives in 3 leading ApparelRetails in Pune

Initiatives in Various areas Responsiveness

Quality of Service

Technical Support

Product Quality

Competitiveness Responsiveness

Technology Used at Retail

Effect of these Initiatives

Footfall Analysis

Unique Initiatives by Retailers

Study Conducted :


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LEE & WRANGLAR STORE

We investigated the efforts of retailersin areas :Areas Initiatives Benefit

Responsiveness Improving inventory visibility and,efficiency ensure right product at

.right time to customer

Satisfactory to Excellent

Quality of Service Hiring employees that matches the

,service properly applying KYC,strategy solving customer complaintsefficiently

Good to Excellent

Technical Support * ,24 7 tech support Rapid response forqueries

Excellent

Product Quality Measuring features in product, measuringdefects from product

Good to Excellent

Competitiveness , ,Market study discounts loyalty,program advertising

Good

Benefit to Business:Criteria Before the Initiative After Initiatives

Average Customer

( )Footfall Dialy

25 55

( )Sales Conversion Dialy %30 - %60 70


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PEPEJEANS STORE


Responsiveness Provide customer-service training forstaff.,Know what customers expect

Satisfactory to Excellent

Quality of Service Let no customer wait more than threeminutes

,

Redress a customer concernimmediately.

Good to Excellent

Technical Support ,Techsupport team centralized.monitoring system

Excellent

Product Quality , ,Measuring the returns defectsknowing customer choice

Good to Excellent

Competitiveness ,Understanding customer customer,perceptions on comparing offers

providing offers

Good to Excellent

Benefit to Business:Criteria Before the Initiative After InitiativesAverage Customer Footfall( )Daily

47 77

( )Sales Conversion Daily %56 %79


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Spykar Centre Port


Responsiveness Move from monthly to weeklyforecasting and planning cycle

Satisfactory to ExcellentQuality of Service ,Activelistening create customer

feedbackGood to Excellent

Technical Support ,Helpdesk Response to Emails and

Phone Calls, technical expert

Good to Excellent

Product Quality ,Customer feedback weekly report,about product performance

defect measurement

Good to Excellent

Competitiveness / /Promotions hoardings paper/ , -adds SMS blast e mail blast

Good to Excellent

Benefit to Business:Criteria Before the Initiative After Initiatives

Average Customer Footfall( )Daily

35 65

( )Sales Conversion Daily %60 %75


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Comparative Analysis

LocationTrained Sales Representatives /24 7 Availability Baby s Area

Providing Discount at the cost of ambience Self Help Systems without human assistance

Absence of Quick Picks

Targeting low value sales &Providing Cheaper late fashion

External Parking

Right Mix of MerchandizeAmbience at RetailSeasonal Collections

ffort ofImplementationLow

High

High


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Way Ahead

C u sto m e r C e n tric E ffo rts

Aggressive Push to Loyal program

Re-align Merchandise mix and offering as per customers freshrequirements

Penetrate Tertiary cities & markets

Associations as partnerships for new conceptual formats orimproved portfolio

Rigorous Store staff selection procedure and training ; Incentivesand assured growth career path


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Conclusion

S a vin g Tim e

A cce ssib ility

C o n v e n ie n c e

In cre a se H yg ie n e

A sp ira tio n s

OrganizedRetailGrowth

Drivers

YoungerWorkforce

Purchasing

Power

Nuclear Family

Urbanization

Female Work force

Easy Credi

Ec

onom

ic

Fact

ors

FDIInflow

: !!Matra to Grow Customer is the King Know the CustomerBe a step ahead &Deliver Practice Values


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References & Gratitude

McKinsey & Company report titled 'The GreatIndian Bazaar: Organised Retail Comes of Agein India

Retail in India 2009 by Mathew Joseph

KSAs Apparel Solution Survey 2009

A.T.Kearney Retail Apparel Report 2009

MANOJ NATU , ASM, LEE & WRNGLARSTORE.AUNDH

NADEEM KHAN, Manager, PEPEJEANS STORE.J MROAD.PUNE

Vinod Miller, Manager, SPYKAR

csm sys group 14

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