Biba final case study for competition

1. CASE STUDY ON THE BRAND “BIBA” A
SUCCESSFUL INNOVATION

2. SECTION 01: INTRODUCTION: -
The Story of BIBA (brand for ethnic Indian
and Indian fusion wear)
In 1982, Meena Bindra started the company from her home in New Delhi.
She took 8000 rupees loan to start a small business.
Some years later, Bindra allowed her sons, Sanjay and Siddharth, to help her
to manage the business. In 2010, Sanjay left Biba and started his own apparel
business, Seven East. Biba opened its first standalone store in Mumbai in
2004. Kishore Biyani’s Future Group acquired a 6.5% stake in Biba in 2007.
Future group divested from Biba Apparels in 2013. In 2014, Biba Apparels
acquired a minority stake in the designer label Anju Modi.
Biba, in October 2014, launched its own e-commerce portal biba.in, to
leverage the country's fast growing e-commerce space. In order to tap the
value segment market and the youth segment of tier 2 and 3 cities, a new line
of Indian wear under brand Rangriti was launched by Biba in 2014.
“Patience and perseverance have a magical effect before which difficulties
disappear and obstacles vanish.” The above holds apt for the story of BIBA.
From being a wholesaler for salwar suits to today being one of the most well
accepted brands in the category of women’s chic ethnic wear, BIBA has an
interesting history to share.
In the late 1980’s when Meena Bindra got her first ‘Punjabi Suit’ (as it was
commonly referred to then) ready for selling it to her customer from the
confines of her house, little did she know that a few years down the line, her
creation would meet a day when it would be present in the wardrobe of lakhs
of women in India. Elaborates Meena who is also the chairperson of the
brand, “I was always interested in designing in any form but lacked the
technical or financial skills to setup a business and I did nothave much funds
either. Therefore, I started with a bank loan of Rs 8000 from the house. It
seemed the easier business as fabric was the only investment required, started
almost 26 years back and the readymade garment industry was in its infancy
thus the time was right to start this business.” Adding further, she says,
“Luckily, soon after the launch, the brand gained popularity due it to its
beautiful hand blockprints and styles, and became the first choice for stylish
cotton Salwar Kameez sets. Shortly thereafter, Benzer Mumbai became the
first exclusive store to stock my designs and I started supplying to various
stores.” The association with Benzer happened on reference of a customer

3. who was obviously very much impressed with Meena’s designs. Post then,
the journey has been only that marked with ‘growth’.
For a couple of years, postthat Meena went ahead wholesaling her brand to
the traditional retailers and it was only post in the early 1990s that an
individual identity and exclusivity to her creation was given under the name
‘BIBA’. But why the name ‘BIBA’? Explains Meena, “BIBA, in Punjabi
means a young, pretty girl or an endearment, normally used for young girls
hence I decided to name my brand ‘BIBA’.” This was also the time when
Shoppers Stop came into being and Meena retailed successfully through
them. Shares Siddharth Bindra, managing director, BIBA, “We take pride in
being one of the first few brands to successfully expand using the shop-in-
shop model. With Shoppers Stop we retailed using the shop-in-shop model
and it worked extremely well for both of us.” But all this didn’t happen as
easily as it sounds right now. The challenge before the Bindra’s to set up a
brand was mammoth. Back then, women relied most on the local tailors and
fora lucky few there were the designers. Theconceptofready-to-wear salwar
suits was not that prevalent. Also, majority of the traditional shops had their
own labels to retail.
Citing the challenges encountered, Meena says, “I have no formal training in
design and I faced some teething issues with garment production. I learnt
along the way and devised my own methods to overcome those issues. But
the biggest challenge for me was funds for expansion. I was naïve and had
no knowledge of running a business or handling a brand. There were no
competitors in my category – no benchmarks, no brands, no malls. That was
a time when the fashion industry was not so evolved and customers used to
rely on local garment shops for apparel shopping.
Moreover, my husband was in a transferable job and once, for eight years,
we had to stay apart as I had to stay in Mumbai to be able to run my business
when he was in Delhi.” A very confident Meena says, “Now, I have 23 years
of industry experience. There is a separate category called ethnic wear. Biba
is a well-known and widely accepted brand and is big both in terms of scale
and size. The company is profitable and we are fully equipped to handle any
business challenges. Weare opening almost 4-5 exclusive stores each month.
Industry standards in general have gone up and so has the knowledge of
fashion. People are well travelled and their tastes and design sensibilities
have evolved. The only thing that remains constant is my interest in creating
new designs. I am still actively involved in the creation of Biba designs and
constantly interact with my design team.” Siddharth adds, “One of the
challenges that we face today is that of the excise duty structure prevalent in

4. the country. It definitely eats upon your profits to quite some bit. Also,
because we are an ethnic wear brand, lot of our work is related to skilled
labour. Getting trained (skilled labourers) for our business is also a big
challenge that we face besides the issue of streamlining the supply chain.”
The journey of expansion continued thereon with the opening of the first
BIBA store at In-orbit Mall in Mumbai. An interesting personal experience
led the brand to make the move to offer kids wear (read Indian ethnic wear
for young girls). Elaborates Siddharth, “I have a daughter who is 7-year-old.
We have always faced a challenge finding apt Indian ethnic wear for her.
That is when we decided to expand our portfolio to include kids wear as well.
My wife has been a designer and this helped us quite some bit.” It has been
a year since the brand expanded its portfolio and till date, they have managed
to have about85 touch-points to retail the brand. Says Siddharth, “Westarted
retailing kids wear through some of our exclusive stores and through
Lifestyle and Central. We shall partner with a few of the well-established
traditional retail formats too for this.”
Apart from being a pioneer and one of the most widely available brands for
salwar kameez, what makes the brands stand apart from the rest. Sharing
BIBA’s USP, Meena says, “BIBA as a brand stands for variety and affordable
designer wear. In simple words, BIBA clothes are simple, elegant and
stylish. Each month we launch new ‘mix n match’ collections and 30 new
SKD designs so that our customers enjoy a wide range of products inspired
from various different sources. I feel BIBA’s style redefines the Indian
woman’s style. One feedback we always get from our patrons is that BIBA
clothes make them look slimmer. The brand has evolved with the customers,
making it so popular amongst women.” Elaborating further, she says, “BIBA
specializes in ethnic garments with a modern and contemporary look. We
keep changing our designs with the trends, retaining our roots which are
steeped in Indian Traditional crafts like Hand Block printing with vegetable
dyes, exquisite hand embroideries and many more. BIBA use pure fabrics
like silks, chiffons, georgettes etc in vibrant-to-soothing shades to create its
designs. The accent here is on fashionable yet affordable designer clothing
ranging from medium-to-plus sizes which has won a large and loyal client
base.”
A breakthrough for the brand came in during the late 1990’s when Kishore
Biyani approached the brand for a movie partnership with film – Na Tum
Jano Na Hum. Post that came in a series of movies including the likes of
Devdas, Bhagbhan etc. Sharing details of their marketing activities,
Siddharth says, “Biba is building brand salience by strategically investing in

5. premium media like top of line fashion magazines, national dailies, leading
radio channels and out of home media. The intent is to not just advertise but
engage with our consumers at all relevant touch-points. Hence digital and
mobile media as well as on ground activations are something we are taking
very seriously. Recently we started our fan page on Facebookand have built
a loyal base of more than 1 lakh consumers in less than 1.5 months of
launching! This just elucidates the popularity of the brand Biba. For the year
2011-2012, we have earmarked 4 per cent of total sales as the marketing
budget. We will be launching our own online selling portal in the coming
financial year.”
The brand is looking at strengthening its base in the country before
embarking for an overseas journey. Says Siddharth, “Currently, we feel the
Indian market is not saturated. We are already present in 40 cities but still we
get a great response from our consumers each time we open a new store.
Hence the focus is on home ground right now. We have already identified
100 cities in India where we would want to be present and the task at hand is
to cover these cities in the next 2-3 years.
BIBA has successfully expanded its reach using the franchise route and
according to Siddharth the returns have been good. To support the brand’s
expansion, capital infusion happened with the selling of 28 per cent of stake
to Kishore Biyani’s Future Venture Capital Ltd. Says Siddarth, “Post 2006
we went on an expansion spree and retail is a capital-intensive business. We
are happy to be associated with the Future Group. The majority of the stake
anyways remains with us. There is absolute no interference and they are great
partners (in terms of the 28 per cent stake that they have) to be associated
with.”
The brand did receive a setback a couple of years ago when the elder kin of
the family – Sanjay Bindra decided to part ways and begin with the retailing
of his own brand – 7 East but this has not deterred the mother- son duo –
Meena and Siddharth to expand their wings to reach to new territories. Says
Siddharth, “On an average, Biba is looking to open 4-5 stores each month to
take our exclusive store number to 200 in the next 2-3 years. 80 per cent of
the stores will be company owned. We are also planning to launch 4-6
flagship stores across the country in the next 12 months with an approximate
investment of 1 core per store. In terms of product line, we have recently
launched ‘Biba Girls’ – an ethnic wear collection for 2-12-year-old girls. We
have got a tremendous response for this and we believe this will become a
big category for us. There are also plans to launch ‘Unstitched Fabrics’ in a
big way.”

6. SECTION 02
BRAND EQUITY:
Liquidity position:
ICRA expects BAPL's healthy cash accruals and sizeable cushion available
in working capital limits vis-à-vis drawing power(average utilisation of 36%
in 7M FY2019) to keep the company's liquidity profile comfortable.
Analytical approach
Applicable Rating Methodologies Corporate Credit Rating Methodology
Rating Methodology for entities in the
Indian Textile Industry- Apparels
Parent/Group Support None
Consolidation/Standalone The ratings are based on the standalone
business and financial risk profiles of
BAPL.
About the company:
Biba Apparels Private Limited, incorporated in FY2003 by Mrs. Meena
Bindra and her son, Mr. Siddharth Bindra, designs and retails women’s ethnic
wear, primarily in the domestic market under its flagship brand, BIBA. As

7. on September 30, 2018, BAPL's products were retailed through 314 EBOs
and 465 large-format stores/ MBOs, such as Shoppers Stop, Lifestyle,
Central and Pantaloons. In FY2014, the company introduced another brand
in the economy segment, Rangriti. While the company used to focus on
retailing Rangriti through MBOs earlier, from FY2016 it started setting up
EBOs for the brand.
Key financial indicators (audited)
FY2017
FY2018
Operating Income (Rs.
crore)
448.45 543.54
PAT (Rs. crore) 20.56 47.75
OPBDIT/OI (%) 10.98% 18.09%
RoCE (%) 12.84% 23.30%
Total Debt/TNW
(times)
0.21 0.34
Total Debt/OPBDIT
(times)
1.08 1.04
Interest Coverage
(times)
22.48 12.08
Status of non-cooperation with previous CRA: Not applicable
Any other information: None
Rating history for last three
years Instrument
Current Rating (FY2019) Chronology of Rating History
for the past 3 years
Type Amount
Rated (Rs.
crore)
Amount
Outstandin
g (Rs.
crore)
Date &
Rating
Date &
Rating in
FY2018
Date &
Rating in
FY2017
Date &
Rating in
FY2016
Feb-19 Dec-17 Feb-17 Dec-16 Dec-15
1 Fund-
based -
Workin
g
Capital
LT 112.00 -- [ICRA]
A+
(Stable)
[ICRA]
A+
(Stable)
[ICRA]
A+
(Stable)
[ICRA]
A+
(Stable)
[ICRA]
A+
(Stable)
2 Fund-
based -
Term
Loans
LT 8.33 8.33^ [ICRA]
A+
(Stable)
[ICRA]
A+
(Stable)
-- -- --
3 CP ST 60.00 -- [ICRA]
A1+
[ICRA]
A1+
[ICRA]
A1+
-- --
4 Unalloc
ated
Bank
Faciliti
es
LT/ ST 19.67 -- [ICRA]
A+
(Stable)
/
[ICRA]
A1+
[ICRA]
A+(Sta
ble)/
[ICRA]
A1+
-- -- --

8. Annexure-1:
Instrument
Details ISIN
No
Instrume
nt Name
Date of
Issuance /
Sanction
Coupon
Rate
Maturity
Date
Amount
Rated
(Rs. crore)
Current
Rating and
Outlook
NA Cash
Credit
NA NA NA 112.00 [ICRA]A+(
Stable)
NA Term loans 22-Feb,
2017
NA FY2020 8.33 [ICRA]A+(
Stable)
NA Unallocate
d Line of
Credit
NA NA NA 19.67 [ICRA]A+(
Stable)/[IC
RA]A1+
NA CP* NA NA 7-365 days 60.00 [ICRA]A1+
SECTION 03
Branding Strategies:
SWOT Analysis of BIBA: -
SWOT ANALYSIS is a strategic planning technique used to help a person
or organization identify strengths, weaknesses, opportunities, and threats
related to business competition or project planning.
BIBA is one of the leading brands in the lifestyle and retail sector. SWOT
Analysis is a proven management framework that enables a brand like BIBA
to benchmark its business & performance as compared to the competitors and
industry.
Strengths: -
-BIBA Western’s financial statement is strongand this will help the company
going forward.
- The successfulexecution and efficient operations management make BIBA
Western one of the most efficient firms in its segment.
- Biba has strong presence in over 40 cities with over 90 stores. It also has
several MBO’s like Shopper’s Stop, Pantaloon, Lifestyle, Central etc.
- BIBA’S youth marketing on social media with campaigns like Quirky
closet, guess the look also plays major role in its success.

9. Weakness: -
- According to Ritu Mehta, Prateeth Nayeeni, the business model of Biba
Western can be easily replicated by players in the industry.
- Biba Western financial statement is stable, but at the time of expansion,
their 5-7% profitability can lead to shortage of funds to invest into new
projects.
- Strategic alliance with Future group in unstable due to financial concerns.
Opportunities: -
-Biba Western can use the increasing disposable income to build a new
business model where customers start paying progressively for using its
products.
-Development Artificial intelligence, cater to niche segments, and make
better recommendation engines for making prediction of consumers demand,
also for development.
-Selling merchandise also became an effective medium with online
marketing campaign.
Threats: -
-In new markets such as India and China where scale prized over
profitability, home market marketing has not considered as a better technique
with business aspect.
- Growing dominance of digital players such as Amazon, Google, and
Microsoft etc can reduce the manoeuvrings space for Biba Western.
-Entry of several Indian designers in the Indian Ethnic wear segment poses a
serious threat; also put upward pressure on marketing budget.
-The recent Govt. tax policies on apparel would lead to a price rise.
PESTEL ANALYSIS
PESTEL stands for – Political, Economic, Social, Technological,
Environmental, and Legal factors that impact the macro environment in
which Biba Western operates in. Ritu Mehta, Prateeth Nayeeni provides

10. extensive information about PESTEL factors in Biba: Stitching Plans for
Growth case study.
Political Factors
- Political consensus among various parties regarding taxation rate and
investment policies. Over the years the country has progressively worked to
lower the entry of barrier and streamline the tax structure.
- Political and Legal Structure – The political system seems stable and there
is consistency in both economic policies and foreign policies.
Economic Factors
- According to Ritu Mehta, Prateeth Nayeeni. Biba Western should closely
monitor consumer disposable income level, household debt level, and level
of efficiency of local financial markets.
- Foreign Exchange movement is also an indicator of economic stability. Biba
Western should closely consider the forex inflow and outflow. A number of
Biba Western competitors have lost money in countries such as Brazil,
Argentina, and Venezuela due to volatile forex market.
Social Factors
- Consumer buying behavior and consumer buying process – Biba Western
should closely follow the dynamics of why and how the consumers are
buying the products both in existing categories and in segments that Biba
Western wants to enter.
- Demographic shifts in the economy are also a good socialindicator for Biba
Western to predict not only overall trend in market but also demand for Biba
Western product among its core customer segments.

11. Technological Factors
- 5G has potential to transform the business environment especially in terms
of marketing and promotion for Biba Western.
- Proliferation of mobile phones has created a generation whose primary tool
of entertainment and information consumption is mobile phone. Biba
Western needs to adjust its marketing strategy accordingly.
Environmental Factors
- Environmental regulations can impact the coststructure ofBiba Western. It
can further impact the cost of doing business in certain markets.
- Consumer activism is significantly impacting Biba Western branding,
marketing and corporate social responsibility (CSR) initiatives.
Legal Factors
- Intellectual property rights are one area where Biba Western can face legal
threats in some of the markets it is operating in.
- Health and safety norms in number of markets that Biba Western operates
in are lax thus impact the competition playing field.
BCG Matrix: -
The BCG matrix is a strategic management tool that was created by the
BostonConsulting Group, which helps in analyzing the position ofa strategic
business unit and the potential it has to offer. The matrix consists of 4
classifications that are based on two dimensions. These first of these
dimensions is the industry or market growth. The other of these dimensions
is the relative market share of the strategic business unit. Strategic business
units are placed in one of these 4 classifications. The BCG matrix for Biba
Stitching Plans for Growth will help decide on the strategies that can be
implemented for its strategic business units.
Strategic business units with high market growth rate and high relative
market share are called stars. Businesses should invest in their stars and can
implement vertical integration, market penetration, product development,
market development, and horizontal integration strategies. Strategic business
units with high market growth rate and low relative market share are called

12. question marks. These strategic business units require close considerations
whether the business should continue with them or divest. Strategic business
units with low market growth rate but with high relative market share are
called cash cows. The business should invest in these to maintain their
relative market share. Lastly, the strategic business units with low market
growth rate and low relative market share are called dogs. The business
should divest these strategic business units.
BCG Matrix of Biba Stitching Plans for Growth
The BCG Matrix for Biba Stitching Plans for Growthwill help Biba Stitching
Plans for Growth in implementing the business level strategies for its
business units. The analysis will first identify where the strategic business
units ofBiba Stitching Plans for Growth fall within the BCG Matrix for Biba
Stitching Plans for Growth.
1. Stars: -
 The financial services strategic business unit is a star in the BCG
matrix of Biba Stitching Plans for Growth. It operates in a market that
shows potential in the future. Biba Stitching Plans for Growth earns a
significant amount of its income from this SBU. Biba Stitching Plans
for Growth should vertically integrate by acquiring other firms in the
supply chain. This will help it in earning more profits as this Strategic
business unit has potential.
 The Number 1 brand Strategic business unit is a starin the BCG matrix
of Biba Stitching Plans for Growth, and this is also the product that
generates the greatest sales amongst its productportfolio. Thepotential
within this market is also high as consumers are demanding this and
similar types of products. Biba Stitching Plans for Growth should
undergo a product development strategy for this SBU, where it
develops innovative features on this product through research and
development. This will help Biba Stitching Plans for Growth by
attracting more customers and increases its sales.
 The Number 2 brand Strategic business unit is a starin the BCG matrix
of Biba Stitching Plans for Growth as Biba Stitching Plans for Growth
has a 20% market share in this category. It also the market leader in
this category. The overall category is expected to grow at 5% in the
next 5 years, which shows that the market growth rate is expected to
remain high. Biba Stitching Plans for Growth should use its current
products to penetrate the market. This could be done by improving its
distributions that will help in reaching out to untapped areas. This will
help increase the sales of Biba Stitching Plans for Growth.

13. 2. Cash Cows: -
 The supplier management service strategic business unit is a cashcow
in the BCG matrix of Biba Stitching Plans for Growth. This has been
in operation for over decades and has earned Biba Stitching Plans for
Growth a significant amount in revenue. The market share for Biba
Stitching Plans for Growth is high, but the overall market is declining
as companies manage their supplier themselves rather than
outsourcing it. The recommended strategy for Biba Stitching Plans for
Growth is to stop further investment in this business and keep
operating this strategic business unit as long as its profitable.
 The Number 3 brand strategic business unit is a cash cow in the BCG
matrix of Biba Stitching Plans for Growth. This is an innovative
productthat has a market share of 25% in its category. Biba Stitching
Plans forGrowth is also the market leader in this category. The overall
category has been declining slowly in the past few years. Biba
Stitching Plans for Growth has the power to influence the market as
well in this category. It should, therefore, invest in research and
development so that the brand could be innovated. This will help the
category grow and will turn this cash cow into a star. The overall
benefit would be an increase in sales of Biba Stitching Plans for
Growth.
 The international food strategic business unit is a cashcowin the BCG
matrix for Biba Stitching Plans for Growth. This business unit has a
high market share of 30% within its category, but people are now
inclined less towards international food. This change in trends has led
to a decline in the growth rate of the market. The recommended
strategy forBiba Stitching Plans forGrowth is to invest enough to keep
this strategic business unit under operations. If it no longer remains
profitable and turns into a dog, then Biba Stitching Plans for Growth
should divest this strategic business unit.
3. Question Marks: -
 The local foods strategic business unit is a question mark in the BCG
matrix for Biba Stitching Plans for Growth. The recent trends within
the market show that consumers are focusing more towards local
foods. Therefore, this market is showing a high market growth rate.
However, Biba Stitching Plans for Growth has a low market share in
this segment. The recommended strategy for Biba Stitching Plans for
Growth is to invest in research and development to come up with
innovative features. This productdevelopment strategy will ensure that

14. this strategic business unit turns into a cash cow and brings profits for
the company in the future.
 The Number 4 brand strategic business unit is a question mark in the
BCG matrix for Biba Stitching Plans for Growth. This strategic
business unit is a part of a market that is rapidly growing. However,
this strategic business unit has been incurring losses in the past few
years. It has also failed in the attempts made at innovation by research
and development teams. The recommended strategy for Biba Stitching
Plans for Growth is to divest and prevent any future losses from
occurring.
 The confectionery strategic business unit is a question mark in the
BCG matrix for Biba Stitching Plans for Growth. The confectionery
market is an attractive market that is growing over the years. However,
Biba Stitching Plans for Growth has a low market share in this
attractive market. The low sales are as a result of low reach and poor
distribution of Biba Stitching Plans for Growth in this segment. The
recommended strategy for Biba Stitching Plans for Growth is to
undergo market penetration, where it pushes to make its product
present on more outlets. This will ensure increased sales for Biba
Stitching Plans for Growth and convert this strategic business unit into
a cash cow.
4. Dogs: -
 The plastic bags strategic business unit is a dog in the BCG matrix of
Biba Stitching Plans for Growth. This strategic business unit has been
in the loss for the last 5 years. It also operates in a market that is
declining due to greater environmental concerns. The recommended
strategy for Biba Stitching Plans for Growth is to divest this strategic
business unit and minimise its losses.
 The Number 5 brand strategic business unit is a dogin the BCG matrix
for Biba Stitching Plans for Growth. This is operating in a market
segment that is declining in the past 5 years. The company also has
negative profits forthis strategic business unit. However, it is expected
that the market will grow in the future with environmental changes that
are occurring. The recommended strategy for Biba Stitching Plans for
Growth is to invest in the business enough to convert into a cashcow.
This will ensure profits for Biba Stitching Plans for Growth if the
market starts growing again in the future.
 The synthetic fibre products strategic business unit is a dogin the BCG
matrix of Biba Stitching Plans for Growth. The market for such

15. products has been declining, and as a result of this decline, Biba
Stitching Plans for Growth has been facing a loss in the past 3 years.
The market share for it is also less than 5%. The recommended strategy
for Biba Stitching Plans for Growth is to divest this strategic business
unit to minimise any further losses.
 The artificially flavoured products strategic business unit is a dog in
the BCG matrix for Biba Stitching Plans for Growth. These products
were launched recently, with the prediction that this segment would
grow. However, with increasing health consciousness,peopleare now
refraining from consumption of artificial flavours. The market is
shrinking, and Biba Stitching Plans for Growth has no significant
market share. The recommended strategy for Biba Stitching Plans for
Growth is to call back this product.
Some of the strategic business units identified in the BCG matrix for Biba
Stitching Plans for Growth have the potential of changing from their current
classification. For example, a dog changing to a cash cow. These have been
identified in the BCG matrix of Biba Stitching Plans for Growth and
recommended strategies to ensure such change have also been made.
PORTER’S FIVE FORCES MODEL: -
Porter Five Forces Analysis of Biba: Stitching Plans for Growth
You canuse PorterFive Forces to analyse the industry in which Biba Western
operates in and what are the levers of profitability in those segments –
differentiation, Entrepreneurship, Growth strategy, International business.
Michael Porter Five Forces of Strategy are –
Competition among existing players,
Bargaining power of suppliers,
Bargaining power of buyers,
Threat of new entrants, and
Threat of substitutes
PorterFive Forces canhelp in answering following questions forwriting case
study solution for Biba: Stitching Plans for Growth -

16. How attractive is the industry described in the Biba: Stitching Plans for
Growth?
Are some segments more attractive than others? Why? Identify, analyse, and
evaluate the strategy of the Biba Western featured in the Biba: Stitching Plans
for Growth case study.
What are the pros and Cons ofeach strategy? What impact Biba Western actions
will have on industry and economy on whole?
VRIO Framework: -
The VRIO Framework or VRIO analysis is a strategic management toolthat
is used to analyse a firm’s internal strengths and resources. It helps identify
which one of its internal strengths and resources can be a sourceof sustained
competitive advantage. The analysis is based onthe idea that a firm’s internal
resources are a source of sustained competitive advantage if they are
valuable, rare, cannot be imitated by competition, and are organised to
capture value for the organisation. The VRIO analysis requires looking at a
firm's resources based on these 4 factors.
Based on the analysis, each resource can either provide a sustained
competitive advantage, has a good competitive advantage, temporary
competitive advantage, competitive parity or competitive disadvantage. A
sustained competitive advantage exists when a resource is valuable, rare,
non-imitable and organised. A good competitive advantage occurs if it is
valuable, rare, and non-imitable. A temporary competitive advantage exists
if it is valuable and rare. A competitive parity occurs if it is only valuable.
Lastly, the resourceis a competitive disadvantage if it is neither of the 4. The
analysis takes place in this order by first assessing whether a resource is
valuable, rare, imitable and organised.

17. SECTION 04
Brand Marketing:
BIBA - the leading ethnic apparel brand has always been a pioneer in setting
trends in ethnic wear and now the brand has taken a step ahead and is seen
addressing a social issue with a full-fledged digital marketing campaign. The
brand has come up with a powerful digital film showcasing the wide spread
gender prejudices in our culture when it comes to arranged marriages.
The film which shows the regular scenario of an arranged marriage setup
ends on an unpredictable yet amusing note. With this digital film, the brand
is depicting the dire need of a mindset change in our subtly patriarchal
society. BIBA has always been about the woman of substance and the
concealed yet very-much-present strength which the new age woman
commands for herself. The film features a well-known south Indian actress
Regina Cassandrawho has starred in movies like Rajathandhiram, Kedi Billa
Killadi Ranga.
Sharing his views on this digital campaign, Mr. Siddharth Bindra, MD,
BIBA said, “This digital campaign is a personification of our deep-rooted
brand foundations which makes BIBA the face of today’s modern woman.
Change is the only constant thing and it is indeed beautiful when it aims at
the betterment of an individualor even society at large. Thiscampaign is all
about embracing and celebrating that change.”
Suva Ghosh, Founder and Chief Creative Officer,
Brandmovers said, “This film is a commentary on arranged marriages in
India, where it’s almost always on the woman to prove her merit. This is
Biba’s stand on changing ideologies for a more progressive society."
"If changewasas handyas change, theworld would be a wonderfulplace. I
just wanted to remind people, that, it is.", said Naruttam Achowe, Creative
Director, Brandmovers.
Biba's Innovative take onits Marketing Campaign -Change is Beautiful
~ Introduces New Digital Film #Change Is Beautiful Addressing the Societal
Biases of Arranged Marriages in India…But Ends with a Witty Twist ~

18. Regina Cassandra, the protagonist of the film, also shared her
thoughts, “Marriage - every Indian woman's dream or woe? You have the
power to make the decision! Make a change! Make it now!"
The released digital film is an impactful portrayal of the beauty which lies in
embracing change and BIBA is undeniably going to strike a chord with such
a powerful campaign. As it is, BIBA has always been about ethnic wear
which are much more than just tradition silhouettes…they are the emissaries
of evolving fashion for the modern Indian women.
SECTION 05
CHALLENGES FACED BY THE
COMPANY:
BIBA’s new arranged marriage commercial challenges stereotypes
Apparel brand Biba's latest video features a girl's father asking the
groom-to-be to learn cooking.
Women's wear apparel brand Biba's latest video that is currently going viral
in the virtual world has not only challenged stereotypes but been applauded
for trying to portray a wave of change in the Indian society. Addressing the
social issue of a bride usually not getting to have any expectations from the
groom-to-be's family when it comes to pampering her, the video sees the
girl's father demanding that the groom-to-be also learn to cook in order to
take good care of his daughter in the future, thus challenging wide spread
gender prejudices.
Sharing his views on this digital campaign, Siddharth Bindra, MD, Biba said,
"This digital campaign is a personification of our deep rooted brand
foundations which makes the brand the face of today's modern woman.
Change is the only constant thing and it is indeed beautiful when it aims at
the betterment of an individual or even society at large. This campaign is all
about embracing and celebrating that change."
Suva Ghosh, Founder and Chief Creative Officer, Brandmovers said, "This
film is a commentary on arranged marriages in India, where it's almost
always on the woman to prove her merit. This is Biba's stand on changing
ideologies for a more progressive society."

19. CONCLUSION:
Women in India do prefer to wear ethnic clothes over western clothes not
because of their family obligation or their identity but because of their own
choice and as we all know that India is a fusion of different cultures.
Therefore, everyone has specific attire preference within the ethnic wear for
particular occasions according to their region and tradition. They spend
below ofRs 50,000 quarterly to buy ethnic wear for the traditional occasions.
At the time, there was no readymade Salwaar Kameez. Moreover, BIBA is
the only industry who was selling readymade Salwaar Kameez. BIBA was
always selling their product with low cost, good quality, also give delivery
on time and these are reason behind their success. BIBA expands its horizon
in kids with BIBA girls and jewellery as well. BIBA have their stores in 650
districts of India. Not only in India BIBA, have their stores on international
platforms also like Nepal and Mauritius. After the tremendous success in
clothing and jewellery sector, they are planning to extend their branches into
footwear sectorreason behind this idea is to provide women a complete look
in BIBA. BIBA sell their products through their own webpage as well as
through e-commerce portals like Amazon, Jabong, e-Bay etc. and through
online selling, they earn 15% of their overall sale. For their premium and
luxury segment, they have collaboration with several designers like- Rohit
Bal, Anju Modi.and Manish Arora.
REFERENCES: -
1.www.mbaskool.com
2.marketingmixx.com
3.www.newsvoir.com
4.www.biba.in
5.in.fashionnetwork.com
6.ICRA pdf of BIBA Apparels Private Limited