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May 2005

Monday, 30 May 2005

Retail India: Giordano Plans India Venture

Hongkong based Fashion Retailer, Giordano International Ltd, has announced its plans to set shop in India in early 2006.

In an interview, Giordano's Director of Corporate and External Affairs William Yue said the expansion to India would be done by a joint venture with a local partner, with an initial target of opening four to six stores in its first year of operation. Yue declined to name the local partner because of a confidentiality clause in the joint venture agreement. "India has huge market potential for us, especially because incomes there have picked up significantly."

Wednesday, 18 May 2005

Retail India: A.S. Watson & Co (Hutchison Whampoa Ltd) Plans to Set Shop in India

Hong Kong billionaire Li Ka-shing's, A.S. Watson & Co. -- the retailing arm of Li's conglomerate, Hutchison Whampoa Ltd. (HUWHY) -- 6,200 stores in 31 countries, selling groceries, wine, electronics, cosmetics, airline tickets, and more plans to set shop in India next year (2006).

Source: MSNBC & BusinessWeek.

Monday, 16 May 2005

Retail India: FDI in Retail Trading Rules

Rules for Retail Trading Sector under the Foreign Direct Investment (FDI) - Policy and Procedures,Ministry of Commerce and Industry, India (dated:March 2005).

Trading is permitted under automatic route with FDI up

to 51% provided it is primarily export activities, and the

undertaking is an export house/trading house/super

trading house/star trading house. However, under the

FIPB route:-

i. 100% FDI is permitted in case of trading companies

for the following activities:

a) exports

b) bulk imports with ex-port/ex-bonded warehouse

sales

c) cash and carry wholesale trading

d) other import of goods or services provided at

least 75% is for procurement and sale of goods

and services among the companies of the same

group and for third party use or onward transfer/

distribution/sales

ii. The following kinds of trading are also permitted,

subject to provisions of Foreign Trade Policy:

a) Companies for providing after sales services

(that is not trading per se)

b) Domestic trading of products of JVs is permitted

at the wholesale level for such trading

companies who wish to market manufactured

products on behalf of their joint ventures in which

they have equity participation in India

c) Trading of hi-tech items/items requiring

specialised after sales service .

d) Trading of items for social sector

e) Trading of hi-tech, medical and diagnostic items

f) Trading of items sourced from the small scale

sector under which, based on technology

provided and laid down quality specifications, a

company can market that item under its brand

nameg.

g) Domestic sourcing of products for exportsh.

h) Test marketing of such items for which a

company has approval for manufacture

provided such test marketing facility will be for

a period of two years, and investment in setting

up manufacturing facilities commences

simultaneously with test marketing

i) FDI up to 100% permitted for e-commerce

activities subject to the condition that such

companies would divest 26% of their equity in

favour of the Indian public in five years, if these

companies are listed in other parts of the world.

Such companies would engage only in business

to business (B2B) e-commerce and not in retail

trading FDI is not permitted in retail trading

activity.

Retail India: Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Attached is the full report of Analysis and Evaluation of Nature of Change and Leadership Employed at Asda.

Download leading_strategic_change_asda_full_report_locked.pdf

Name Vijay Kodandaraman Bysani

Student I.D.Number 02913971

Course Master of Business Administration

Unit Title Leading Strategic Change

Unit Code SM 446

Unit Tutor Walter Fraser

Analysis and Evaluation of Nature of Change

and Leadership Employed at Asda

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

- 2 -

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

Table of Contents

Particulars Page

1 List of Figures 3

2 List of Appendices 4

3 Executive Summary 5

4 Introduction 7

5 Introducing Change 8

6 Brief Introduction of Asda 10

7 Crisis Situation 11

8 Strategic Directions of Archie Norman 12

9.1 Theories and Frameworks in Relation to Asda 13

9.2 Theory E And Theory Y 13

9.3 Top-Down Transformation or Bottom-Up Change 14

9.4 The Change Cube 14

10.1 Change Elements 16

10.2 Cultural Change 16

10.3 Store and Policy Change 16

10.4 Mission Change 17

10.5 Company Values Defined 17

11 Classification of Change 18

12 Cultural Web 19

13 Leadership 23

14 Conclusion 25

15 Limitations of Report 27

16 References 41

17 Bibliography 46

18 Declaration 51

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1

Figure 9.1.: The Change Cube 15

1. List of Figures

Particulars Page

2

Figure 12.1.: Asda Cultural Web - Before Change Initiatives (1991) 21

3

Figure 12.2.: Asda Cultural Web - After Change Initiatives (1996) 22

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

- 4 -

Appendix 1

Asda's Business Philosophy in 1965

28

Appendix 2

Organization Chart Prior to Archie Norman's Reorganization (1991)

29

Appendix 3

Organization Chart Subsequent to Archie Norman's Reorganization (1992)

30

Appendix 4

Comparing Theories of Change

31

Appendix 5

Archie Norman's Speech

32

Appendix 6

Top-Down Transformation

33

Appendix 7

Bottom-Up Change

34

Appendix 8

Achieving The Asda Way of Working

35

Appendix 9

The Three Year Plan

36

Appendix 10

Asda's Strategy - 10 Change Objectives

37

Appendix 11

Asda's Company Values

38

Appendix 12

A typology of change strategies and conditions for their use

39

Appendix 13

Asda Group Financial Summary

40

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

2. List of Appendices

Particulars Page

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3. EXECUTIVE SUMMARY

A successful strategy is one where it is designed to work with the current and future

environment. Strategic Change is not a crisis solution. Organizations can not rely on a

successful strategy for long. Organizations need to revitalize its competitive advantage

continuously as new market players enter and current competitors imitate the offerings.

However change is not always successful and the reasons may be abundant.

RESEARCH AIMS AND OBJECTIVES

The author attempts to apply theory to practise by applying relevant theories and frameworks

in analyzing the short-listed organization and its change in strategy. This report has three

main aims. First, it attempts to identify and discuss the nature of change. Second, it aims at

evaluating the way in which the change was managed. And finally, it explores the nature of

leadership in the change.

STRUCTURE OF THE REPORT

This report consists of parts, each of which is further divided into sub-sections covering

relevant areas to the topic under discussion.

The first part introduces the reader to the report and also outlines the structure and topics of

discussion.

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

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Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

The second part introduces theoretical background on change and change management.

The third part gives the reader background of the short-listed organization and leads into the

causes of change in strategy.

The forth part introduces the new changes in strategy and attempts to compare them with

relevant theories and frameworks. It furthermore attempts to provide insight into the

organization’s new changes and evaluate its effectiveness using frameworks like the cultural

web.

The fifth part dwells in the area of leadership employed by the CEO and how effective was

the CEO’s skills in the success or failure of the change initiatives.

The sixth part presents the highlights of this report and expresses the researcher’s limitation

to this report, along with the significance of the change initiatives and the author’s own

views.

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4. INTRODUCTION

This report is an attempt to investigate one company, Asda, to gain an insight into how

change management is implemented and how it’s dealt with.

It’s a contribution to the understanding of change management and leadership in general, and

to the understanding of practical application in an international company in particular.

This report is divided into three main parts:

The first part is concerned with literature review. The literature review explains change

management and leadership in context to the organisation in addition to discussing the

theories relevant to each of the areas.

The second part consists of sub parts. The organization of discussion is introduced and

background information leading to the change initiatives is discussed. It ends with the

research findings and comments on the change initiatives and leadership displayed.

The final part summarises the outcome and limitations and explores future directions.

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

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5. INTRODUCING CHANGE

Mintzberg (1998) quote ‘no intended strategy can ever be so precisely defined that it covers

every eventuality, realised strategies have emergent as well as deliberate characteristics’.

History has witnessed no organization being able to sustain its competitive edge for long

(Peters, 1989).

Daft (1983) discusses four types of change which affect organisations, i.e. technology,

product or service, administrative changes and people attitudes (culture). The author feels

any of these changes would affect the other and lead to a total change encompassing the

organisation. Although change is present everywhere and in every form, resistance to change

is not surprising (Kotter and Schlesinger, 1979).

The author finds organizational change like a cube but with innumerable sides to it.

Organizational change can be described as strategic or non-strategic change (Pettigre, 1987),

incremental or quantum change (Greenwood and Hinings, 1993), planned or emergent

change (Wilson, 1992), and change in relation to scale (Buchanna and Boddy, 1992). Change

typically touches upon process, design, culture, and politics (Cao, Clarke and Lehaney,

1999).

The key issues are participation, involvement and commitment (Thompson, 2001).

Management of change exhibits four key features, dissatisfaction with the present strategies,

vision of the better alternative, a strategy for implementing change and resistance to the

proposals at some stage (Margerison and Smith, 1989). Changes result from the impact of a

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

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Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

set of driving forces upon restraining forces. The extent to which change takes places is a

result of which force is stronger, the driving forces or the restraining forces (Lewin, 1951).

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6. BRIEF INTRODUCTION OF ASDA

Asda had its modest beginnings in 1920 by a group of diary farmers in Yorkshire County for

a means to sell milk (Weber and Beer, 1998a). Asda expanded by acquiring and diversifying

into bakeries, meat processing plans, and non-food businesses before finally going public in

1949. Asda Stores Ltd. business philosophy was to be the lowest price with the customer in

mind always (Appendix 1). With this Asda pursued setting stores in out-of-town corners and

targeted value-conscious customers.

In 1981, Asda initiated to increase profits by reducing costs and offering higher-priced valueadded

products. With this change, Asda lost the price-leadership position and eventually

started to loose its customers. The managing director was replaced following a series of

change initiatives. Along with store refurbishment programs and customer service

improvements, the company diversified and acquired businesses like Gateway Stores, Allied

Retailers, MFI and Maples a chain of furniture and carpet retailers (Weber and Beer, 1998a).

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

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7. CRISIS SITUATION

In 1991, the £4.5 billion chain had a debt over £1 billion and Asda’s stock price had crashed

from over 100 pence to below 30 and the organization had become highly bureaucratic and

hierarchical (Appendix 2). Archie Norman was offered the position as the chief executive

(Weber and Beer, 1998a).

Asda had engulfed into a wide speculation of takeovers and rumours of survival. One article

stated, “In a decade of unparalleled prosperity for supermarkets, Asda has managed to make a

series of blunders which have weakened it to the point where its survival must be in doubt”

(The Daily Telegraph, 1991). Another subtitled The Rise and Fall of the Asda Group, stated,

“Critics blame one thing for Asda’s current difficulties – bad management for more than 10

years” (The Financial Times, 1991).

Analysis and Evaluation of Nature of Change and Leadership Employed at Asda

Leading Strategic Change – SM 446 – Assignment May 2003

Vijay Kodandaraman Bysani

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8. STRATEGIC DICECTIONS OF ARCHIE NORMAN

Organizational change has been defined as the ‘process of adjusting the organisation to

changes in the environment’ (Michael, 1982). Three dimensions used are depth of the change,

the pervasiveness of change and the complexity of the change (Ledford et al, 1989). The

changes implemented at Asda, in relative terms to dimensions of change, were deep, wide

and complex. Norman’s change initiatives involved change in the management starting with

recruitment of key personal and firing of personal related to previous failures including the

chief financial officer (Appendix 3).

One of the important highlights of Archie Norman’s strategy was to get to the bottom of the

issue. Norman didn’t attempt to buy support, but rather just got to the big picture which

helped in effective regeneration (Pascale, Millemann and Gioja, 1997).

Retail India: Analsis and Evaluation of Wal-Mart's Global / Transnational Strategy

Attached is the Full Report of my Report - Analysis and Evaluation of Wal-Mart's Global / Transnational Strategy.

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Download global_and_transnational_strategy_walmart_full_report_.pdf

 

Name Vijay Kodandaraman Bysani

Student I.D.Number 02913971

Course Master of Business Administration

Unit Title Global and Transnational Strategy

Unit Code SM 448

Unit Tutor Ron Phillips

Assignment Topic Analysis and Evaluation of Wal-Mart's Global /

Transnational Strategy

Newcastle Business School

University of Northumbria

Newcastle

- 2 -

Table of Contents

Particulars Page

1 List of Figures 4

2 List of Tables 5

3 List of Images 6

4 List of Appendices 7

5 Executive Summary 8

6 Introduction to Globalisation & Transnational Strategy in relation to Retailing 12

7 Introducing Wal-Mart 14

8 Wal-Mart and International Expansion 16

9 Internal Analysis - Analyzing Resources 18

9.1 Financial Resources 18

9.2 Human Resources 18

9.3 Physical Resources 18

9.4 Intellectual or Intangible Resources 19

10 Culture Analysis 20

11 The Pyramid of Organizational Development 21

12 BCG Matrix 24

13 P.E.S.T. Analysis 26

13.1 Political Influences 26

13.2 Economic Influences 26

13.3 Social Influences 26

13.4 Technological Influences 27

13.5 Key Summary 27

14 Five Force's Analysis 29

15 S.W.O.T. Analysis 32

15.1 Strengths 32

15.2 Weaknesses 32

15.3 Opportunities 32

15.4 Threats 33

16 Value Chain Analysis 34

16.1 Inbound Logistics 34

16.2 Operations 34

16.3 Outbound Logistics 35

16.4 Marketing and Sales 35

16.5 Service 35

16.6 Infrastructure 35

16.7 Human Resource Management 36

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

16.8 Technology Development 36

16.9 Procurement 36

16.1 Key Summary 37

17 Generic Strategy 38

18 Yip's Globalisation Drivers 42

18.1 Market Drivers 42

18.2 Cost Drivers 42

18.3 Country Drivers 42

18.4 Competitive Drivers 43

18.5 Key Summary 43

19 Competitive Advantage 46

20 Core Competences 48

21 Sustainable Competitive Advantage 49

22 Kay's Distinctive Capabilities 50

22.1 Architecture 50

22.2 Reputation 50

22.3 Innovation 50

22.4 Strategic Asset 51

23 Configuration and Co-ordination 52

23.1 Configuration 52

23.2 Co-ordination 53

24 Pressures for Co-ordination and Integration 54

25 Dicken's Framework 55

26 Transnational Model 56

27 Conclusion 58

28 Limitations of Report 60

29 References 67

30 Bibliography 72

31 Declaration 78

- 3 -

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

- 4 -

1. List of Figures

Particulars Page

1 Figure 11.1.: The Pyramid of Organizational Development 22

2 Figure 11.2.: Comparative Analysis of K-Mart and Wal-Mart 23

3 Figure 12.1.: BCG Growth Share Matrix for Wal-Mart 25

4 Figure 17.1.: Porter's Generic Strategies 41

5 Figure 18.1.: Visual Representation of Yip's Drivers 45

6 Figure 26.1.: Wal-Mart's Transnational Strategy 57

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

- 5 -

2. List of Tables

Particulars Page

1 Table 6.1.: The Blind Men and The Elephant 10

2 Table 13.1.: P.E.S.T. Analysis 28

3 Table 14.1.: Five Force's Analysis 31

4 Table 18.1.: Yip's Drivers 44

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

- 6 -

3. List of Images

Particulars Page

1 Image 7.1.:Fortune Magazine Front Cover Featuring Wal-Mart 15

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

- 7 -

4. List of Appendices

Particulars Page

1 Appendix 1: Wal-Mart Income Statement 61

2 Appendix 2: Wal-Mart Balance Sheet 62

3 Appendix 3: Growth Rate Analysis (%) 63

4 Appendix 4: Wal-Mart Store Details 64

5 Appendix 5: Wal-Mart International Store Details 65

6 Appendix 6: Photographs of Wal-Mart Stores 66

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

- 8 -

5. EXECUTIVE SUMMARY

Globalisation in retailing is being driven by several factors, including low growth in domestic

markets, information technology, global consumer and shopping patterns, and the opening up

of new markets. However it is not easy for retailers to become global. Performance in foreign

markets depends on careful adaptation of the home formula, since there are still regional

differences and mostly local sourcing

RESEARCH AIMS AND OBJECTIVES

The author attempts to apply theory to practise by applying relevant theories and frameworks

in analyzing the short-listed organization and evaluate the firm’s global / transnational

strategy in accordance of its global drivers. This report has three main aims. First, it attempts

to identify and discuss the relevant frameworks. Second, it aims at applying these

frameworks in analysis to the short listed organisation. And finally, it concludes the direction

and nature of the firm’s global / transnational strategy directions. .

STRUCTURE OF THE REPORT

This report consists of parts, each of which is further divided into sub-sections covering

relevant areas to the topic under discussion.

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

The first part introduces the reader to the report and also outlines the structure and topics of

discussion.

The second part defines and set the context to global / transnational strategy in relation to the

retail industry before setting the context to the short listed organization and giving the reader

a good background of current status of the organization with market forces.

The third part identifies key strategic issues with detailed analysis involving the external

environment and internal environment covering the near and far environment extending itself

into the culture and resources of the organization before exploring in greater analysis the

value chain.

The fourth part extends into the generic strategies adopted the organization and then explains

in detail the Yip’s globalisation drivers before concluding the competitive advantages and

core competencies and the sustainable competitive advantages.

The fifth part introduces Kay’s distinctive capabilities with greater analysis and extending

itself with the configuration and co-ordination of activities concluding with the pressures for

co-ordination and integration.

The sixth part introduces in analysis the transnational model. The final part sets the final

context linking all the key frameworks and analysis with the author’s own conclusions and

future directions and expresses the author’s limitation to this report.

Introduction to Globalisation and Transnational Strategy in relation to

Retailing

Globalisation refers to growing economic interdependence among countries as reflected in

increasing cross-border flows of three types of entities: goods and services, capital and knowhow

(Govindrajan and Gupta, 2001). The term globalisation can relate to any of several

levels of aggregation: the entire world, a specific country, a specific industry, a specific

company, or even a specific line of business or functional activity within the company

(Govindrajan and Gupta, 2001).

Transnational strategies although global in nature incorporate a global configuration and a

high degree of co-ordination allowing the business to retain local responsiveness

(Stonehouse, et. al., 2000)

The two most strategic expansion routes for international retail expansion are global and

multinational strategies (Sternquist, 1997). Global retailers replicate a standard format

throughout their expansion worldwide while multinational strategies result in adaptation of

their retail offering (Sternquist, 1997). Multinational retailer’s expansion is generally slower

than global retailers and the management is decentralized. Multinational target markets in

closer proximity. International expansions of retailers are challenging and unpredictable, and

a slow approach is healthy (Voyle, 2003).

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

As markets evolve, differentiation becomes more important. It’s interesting to note, most of

the industries, practically all the industries are attempting to globalize today like the

automobile industry has done over the last few decades. Automobile industry peaked during

the 1950s and since then there has been a decline and ever since it’s been growth of the major

players and consolidation of the smaller ones. Success in the motor industry comes not from

size and scale but from developing competitive advantages in operations and marketing these

advantages internationally (Kay, 2003).

Global brands are a recent phenomenon. Until 10 to 15 years there weren’t any global brands,

many companies were multinationals tending to function as a collection of individual

enterprises with separate factories and different products in each country. The manifesto of

global brands emerged in 1983 when Theodore Levitt published “The Globalization of

Markets”. It was the emergence of homogenisation. Enabling this was technology with mass

transport and communication and the disappearance of national tastes and preferences. The

multinational corporation operates in a number of countries and adjusts its products and

practices in each at high relative costs. The global corporation operates with resolute

constancy at low cost, as if the entire world were a single entity; it sells the same things in the

same way everywhere (Tomkins, 2003)

- 13 -

Analysis and Evaluation of Wal-Mart’s Global / Transnational Strategy

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

- 14 -

7. Introducing Wal-Mart

Wal-Mart is the world’s largest corporation (Fortune, 2003; Yoffie and Wang, 2002; Image

7.1.). Wal-Mart is also the largest private employer in the United States of America (Yoffie

and Wang, 2002).

Wal-Mart is U.S.A.’s biggest seller of DVDs, diamonds, groceries, toys, guns, CDs, apparel,

dog food, detergent, jewellery, sporting goods, videogames, socks, bedding, and largest film

developer, optician, private truck fleet operator, energy consumer, and real estate developer

(Fortune, 2003).

Americans save about US$10 Billion by shopping at Wal-Mart (Buffet, 2003). Wal-Mart’s

revenue accounted for 15% of the entire U.S. retail market in 2002, excluding automobiles

(Yoffie and Wang, 2002; Appendix 1). Sales globally have been affected over the recent

weeks. International sales increased 14.3% to $10.3 billion (Buckley, 2003; Appendix 1;

Appendix 3).

Wal-Mart’s revenues are forecast to approach $700 billion in 2010 (Fernie and Arnold,

2002). Wal-Mart has four large scale retail formats; Wal-Mart Stores, SAM’s Club, Wal-Mart Supercenters and Neighbourhood Markets

- 9 -

Global And Transnational Strategy – SM 448 – Assignment May 2003

Vijay Kodandaraman Bysani

Friday, 13 May 2005

Retail India Report

Research and Markets: Retailing in India Gradually Inching Its Way Toward Becoming Next Boom Industry
Wednesday May 11, 6:00 am ET

DUBLIN, Ireland, May 11 /PRNewswire/ -- Research and Markets (http://www.researchandmarkets.com/reports/c17210) has announced the addition of Indian Retail Industry: Strategies, Trends and Opportunities to their offering.

(Logo: http://www.newscom.com/cgi-bin/prnh/20040820/RESEARCH )

Retail is India's largest industry, accounting for over 10 per cent of the country's GDP and around eight per cent of the employment. Retail industry in India is at the crossroads. It has emerged as one of the most dynamic and fast paced industries with several players entering the market. But because of the heavy initial investments required, break even is difficult to achieve and many of these players have not tasted success so far. However, the future is promising; the market is growing, government policies are becoming more favorable and emerging technologies are facilitating operations.

Retailing in India is gradually inching its way toward becoming the next boom industry. The whole concept of shopping has altered in terms of format and consumer buying behavior, ushering in a revolution in shopping in India. Modern retail has entered India as seen in sprawling shopping centres, multi-storeyed malls and huge complexes offer shopping, entertainment and food all under one roof.

The Indian retailing sector is at an inflexion point where the growth of organized retailing and growth in the consumption by the Indian population is going to take a higher growth trajectory. The Indian population is witnessing a significant change in its demographics. A large young working population with median age of 24 years, nuclear families in urban areas, along with increasing working-women population and emerging opportunities in the services sector are going to be the key growth drivers of the organized retail sector in India.

    Profiles of key players in India

     Archies
     Bata
     Big bazaar
     Crossword
     Ebon
     Fabmall
     Food bazaar
     Food world
     Giant
     Globus
     Health and glow
     Liberty
     Lifestyle
     Loft
     Mtr
     Medicine shopper
     Music world
     Pantaloon
     Shoppers stop
     Style spa
     Subhiksha
     Titan
     Vgp
     Viveks
     Westside

Retail India: Wal-Mart Media Articles

A few select Media Articles on Wal-Mart's CEO's visit to India:

Associated Press
Wal-Mart Expresses Interest in India
05.12.2005, 07:10 AM

Wal-Mart, the world's largest retailer, wants to open stores in India, the chief of the company's international operations said Thursday, as he lobbied for the South Asian nation to open its booming retail sector to foreign investment.

The U.S.-based company, headquartered in Arkansas, has no stores in India where foreign retailers are only allowed to operate through franchises. But it sources apparel, home textiles and accessories from India.

President and CEO of Wal-Mart International John B. Menzer told reporters in New Delhi that if his company could open stores in India, it would be able to source more products from the country.

"We have growing Indian partners. We have great suppliers in this market. It is our fastest growing export market," Menzer said after meeting with Prime Minister Manmohan Singh.

Wal-Mart operates a procurement center in the southern Indian city of Bangalore. This year, Menzer said, the Bangalore center is expected to export products worth over US$1.5 billion (euro1.16 billion) to Wal-Mart stores worldwide.

"If I have an opportunity to bring stores into the market, we will get better knowledge and close cooperation with our supplier ... and can even accelerate the growth of our exports."

Earlier this year, the government said it plans to allow foreign investment in the fast-growing retail sector, but that it hasn't made a final decision because of opposition from leftist allies.

Besides Wal-Mart, Chanel of France, Britain's Marks & Spencer and Germany's Metro are keen to enter India's US$180 billion (euro140 billion) retail market that is dominated by more than 12 million "mom and pop" shops.

Source: Forbes

-----------------------------------------------------------------------------------

Wal-Mart hopes India will change retail laws
Thu May 12, 2005 06:52 AM ET

LHI (Reuters) - Wal-Mart Stores Inc., the world's largest retailer, is waiting for India to change its retail laws to allow global chains to set up shop in Asia's fourth-largest economy, a top company official said on Thursday.

India does not allow foreign direct investment in the retail sector, but foreign retailers are allowed to set up wholesale operations or enter the country through joint ventures.

Political pressure from the coalition's communist allies, who fear large-scale job losses if global chains are allowed to own majority stakes in their Indian operations, has prevented the government from opening up the retail industry to foreign firms.

"We would like to invest in stores, technology and distribution logistics if FDI is permitted," John Menzer, president of Wal-Mart International, told reporters after meeting Prime Minister Manmohan Singh.

"We need to see what form FDI regulations take. We hope there is change in FDI ... and it allows us to come to the Indian retail market. I think we can add value to the low costs."

Britain's Marks & Spencer Group, Dairy Farm International Holdings Ltd. and Dubai-based Lifestyle International have set up shop in India through franchise arrangements or joint ventures.

And Germany's Metro and South Africa's Shoprite Holdings have used the wholesale route.

Menzer, who said he had a "very good meeting" with Singh, did not respond to a question whether Wal-Mart would pick up a joint venture partner in India.

But he added, the retailing giant would increase its sourcing from the country. "We see 30 percent growth in India."

The Bentonville, Arkansas-based group has no stores in India, but Wal-Mart buys textiles, apparel and fine jewellery worth $1.5 billion from India each year.

In comparison, it imports goods worth $18 billion from India's larger neighbour China, where the firm plans between 10 and 15 new stores this year. In December, China allowed foreign firms to own 100 percent of their local operations.

Although organised retailing is just a fraction of India's overall 280 billion rupees industry, it is forecast to grow rapidly as disposable incomes rise and the country's vast middle class becomes more brand conscious.

Domestic retailers such as Pantaloon Retail Ltd. and Trent Ltd. have chalked out aggressive expansion plans in the country to tap consumer demand through a variety of methods such as heavy discounting and bundling of products.

Retailing is one of the few industries that have not been aggressively opened up to foreign competition in India. In the past year, the government has liberalised foreign holding limits in the telecoms and banking sectors to spur growth.

© Reuters 2005. All Rights Reserved.

Retail India: Wal-Mart's Plans for India

Wal-Mart CEO John B Menzer had his very own India visit over the last couple of days. Although there was much speculation if the visit was genuine or just rumours, finally with the actual visit taken place and official confirmation with the many interviews and press release by the CEO himself, the media hype stood true.

The visit was multifold in agenda with the priorities of meeting Government Officials, Visiting the retail market and have a first hand look of the sector, a visit to the 80+ Wal-Mart Global Sourcing Office in India.

Menzer has strongly recommended the Government to consider opening up FDI in Retailing and has discarded fears that small stores will be wiped out. Menzer believes there is space for everyone to grow together.

Most of the competition will be amongst the new and existing large players in the field. Its more of a battle for survival at the Top and within each layer than between the layers.

Tuesday, 10 May 2005

Retail India: RPG FoodWorld - Dairy Farm International - Disappointed

Although there is much undue attention with the recent breakup between Dairy Farm International and the RPG Group over FoodWorld, the rifts and heartaches had been cropping up for over sometime.

Not surprisingly since Dairy Farm International is an international company, not many are accessible to the Annual Reports of the company. In the Interim Report 2004 of Dairy Farm International Holdings Limited, there was a strong message in the first few pages of the Chairman's Statement. While the report goes on to list its various achievements and growth, the last few words sums up its dissapointment in India. "......and the performance in India has been disappointing".

"......The supermarket and health and beauty business in India again recorded disappointing results, but some improvement is anticipated in 2005"

Very strong words left unnoticed by many.

International Herald Tribune: India's Malls pulls in people who aren't buying

With the over influx of Malls in the Mall Deprieved Country, it should not be surprising to see a global daily writing a column on India's Malls and its deliveries or rather non-deliveries.

Below is the Article directly lifted from the IHT Website with all due credits to IHT itself.

The International Herald Tribune

India's malls pull in people who aren't buying
By Amelia Gentleman International Herald Tribune
WEDNESDAY, MAY 11, 2005
NEW DELHI A sleepy Tuesday afternoon at the Metropolitan Mall drew to a close, and there were still no takers for the mini-bunjee jump. Rows of arcade games stood deserted, their tinny theme tunes clashing with the bland 1980s U.S. chart hits piped through the building in an attempt to create ambience.

The shops in this flashy pantheon of international brands were mostly empty - the security guards more visible than the customers. Visitors were clustered instead in the American-themed cafes, studying menus offering Mr. Fudgee brownies and Calorie-Heaven smoothies, stoically enduring the headache-inducing acoustics of a public swimming pool.
The Metropolitan is the smartest of the many malls that have mushroomed over the past two years in the satellite city of Gurgaon - a consumer and business haven a few kilometers south of Delhi - but even newly arrived western brand names are failing to lure customers.
Shoppers are spending a lot of time and not much money here, and profits are beginning to fall. In short, India's retail revolution, which began with the arrival of the first shopping mall less than six years ago, is having teething troubles. 

All around the suburbs of Delhi, developers have bought up plots of land that are fast being converted into shopping complexes. Drive outside the city center, and there is no escaping the sight of dusty plots of desolate land, each fronted with a billboard showing the gleaming vision of the completed development in all its glass-fronted modernity. 

Outside the capital, land is cheap, and companies are convinced that malls represent easy money. 

The relatively small community of Gurgaon is witnessing a frenzy of construction; its six shopping complexes, along a stretch of road known as Mall Mile, are to be joined by 17 more within two years. The same gold rush is visible around the edges of large cities across India; by 2010 the number of U.S.-style shopping centers will have increased sevenfold, to 300, under current plans. 

This explosion has triggered concern among retail industry analysts who have begun to question whether the Indian love affair with mall culture is likely to survive. A few restaurants and shops have started closing in malls that opened only recently, defeated by high rents and dwindling public interest. 

Newspapers have begun to chart the phenomenon of "mall fatigue," emerging only months after the burst of mall enthusiasm that accompanied the opening of these vast shopping centers. Noting the recent spate of shop closings in Gurgaon malls, the Indian Express asked, "Is this the beginning of the end of a new culture?" 

"A lot of people come here just for the air-conditioning," said Sadhana Talwar, 23, a student seeking refuge with her friends from the powerful dry heat outside. "Electricity is a big problem." 

"The mall doesn't seem nearly as exciting as it did when it first opened two years ago," Talwar said. "If it looks crowded, it's just because there are a lot of people roaming around aimlessly - not many people are shopping. We're just hanging out - I might buy some popcorn or a birthday card, but nothing more expensive than that." 

India has not yet manifested any cultural revulsion for this American import. There have been no demonstrations of the kind orchestrated in France by the antiglobalization campaigner José Bové. No one appears dismayed that the food is almost entirely western or that Benetton and Tommy Hilfiger vastly outnumber smaller shops selling Indian fashion designs. Dissatisfaction is price-related, not political. 

At a nearby café, Tarang Jain, 26, a call-center worker from another Delhi suburb, said she rarely even sets foot inside the shops, discouraged by window displays advertising shirts for 3,500 rupees (or $39.16, which is 1,777 rupees more than India's average monthly wage). "I do my shopping in the local market - the prices here are too expensive. I've just come to meet a friend." 

"Property prices for the average person in the city and around are very steep," said Rahoul Singh, a young architect from Delhi, who is building three houses in Gurgaon. "Families live in pokey flats, with frequent electricity failures. The mall represents an escape." 

Despite the waning excitement in Delhi's suburbs, retail analysts remain optimistic that the appetite for this form of shopping is just developing. The statistics look positive: Although 300 million people still survive on less than $1 a day, India's middle class is estimated to number 250 million. 

About 65 percent of the population is younger than 35, the right age for the mall experience, and designated as a powerful consumer force, having grown up without the shortages and self-denial that older generations lived through. Just 22 million Indians are credit-card users, but the number is expected to triple by 2008. 

Ajay Khanna, executive director of DLF, a development firm, is relentlessly positive about the future of the shopping complex - a business in which his company has invested millions of dollars. 

DLF is one of India's largest developers, responsible for building most of the new residential areas of south Delhi and more than 70 percent of the first phase of development in Gurgaon. He said that India's retail development was at a stage similar to that of the United States in the late 1970s, with small shops starting to close down, pressured out of business by large companies. 

"India has a huge middle class, 60 to 70 percent of whom live in the big metros," Khanna said recently. "They have large disposable incomes and through television are being exposed to what lifestyle is like in the rest of the world, so aspirational values are appearing. We think that the retail revolution is going to be bigger than the IT revolution in India," a reference to information technology. 

With more and more Indians travelling abroad, he said, people are returning home with a taste for the kinds of food they ate on vacation - and looking to the mall to provide it. 

"In a way the mall experience is not new to the Indian psyche," Khanna continued. "Like Europe, India always had a lot of village fairs; Indians like one-stop shopping. 

"In a mall, you have entertainment, you have food, you have product retail - a very similar experience to a mela, an Indian fair. We see the phenomenon as set to grow dramatically," he said. 

Foreign direct investment in the retail sector for the moment remains prohibited, but in the current budget, foreign construction companies were given permission to enter India to build malls, and there are signs that the government is contemplating lifting the ban on foreign investment. 

A top executive of Wal-Mart, John Menzer, is due to arrive in India this week for talks, triggering speculation that the world's largest retailer plans to establish a presence in India.

IHT Copyright © 2005 The International Herald Tribune

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