avani juneja-academic project

An academic report on AND
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Avani Juneja 1
AN ACADEMIC REPORT ON
SUBMITTED TO:
MA-FMG FACULTY
PEARL ACADEMY
DELHI.
SUBMITTED BY:
AVANI JUNEJA
MAFMG-1
Pearl Academy
2012-2014

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CERTIFICATE OF AUTHENTICITY
This is to certify that Avani Juneja, a student of M.A. Fashion Marketing, Pearl Academy of
Fashion, has successfully completed the research project on “AND”. This project is
absolutely genuine and does not indulge in plagiarism of any kind.
The references taken in making this project have been declared at the end of this report.
-Avani Juneja
MA-FMG-1
Pearl Academy

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ACKNOWLEDGEMENT
I hereby express my gratitude for the valuable guidance provided to me by my
head of the department, Ms. Sharmila Khatre, course leader and coordinator,
Ms. Priya Mary Mathew and Ms. Priyanka Aggarwal, Dr. Sunita Konwar, Ms.
Anuradha Modak and Dr. Ramesh Tahiliani. I would also like to thank the
entire faculty for making me understand various modules and helping me apply
the systems and strategies in the project.
My thanks and appreciations also go to my fellow classmates in developing the
project and people who have willingly helped me out with their abilities.
-Avani Juneja

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INDEX
1. INTRODUCTION 10
1.1 INTRODUCTION TO ADIL
1.2 INTRODUCTION TO ANITA DONGRE
1.3 INTRODUCTION TO AND
Mission Statement
Vision
2. RESEARCHOBJECTIVESAND TECHNIQUE 12
3.SEGMENTATION,TARGETTING AND POSTIONING 15
3.1 SEGMENTATION
3.2 TARGETING
3.3 POSITIONING
4. AND’s JOURNEY 19
1999
2000-2005
2006-2008
2009-2012
5. CONSUMER BEHAVIOUR 23
5.1 CONSUMER DILO
5.2 CONSUMER BUYING BEHAVIOUR
5.3 CONSUMER VALUE
Consumer value theory

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5.4 CUSTOMER VALUE STRATEGIES
Customer Relationship Management
CRM based strategies:
1. Personal Marketing
2. Win Back Strategy
Strategies for creating loyalty bonds with customers
6. VALUE CHAIN 28
7. PRODUCT DEVELOPMENT 31
ProductDevelopment Process
8. SUPPLY CHAIN 33
9. RETAIL MANAGEMENT 33
9.1 RETAIL STORE
9.2 RETAIL FORMAT
9.3 SALE ORGANIZATION
9.4 SALE FUNCTIONS
Training
Selling Techniques
9.5 SERVICE MARKETING
Customer satisfaction related to sale quality SERVQUAL
Reflection
10. MARKETING MANAGEMENT 41
10.1 MARKETING MIX

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Product
Price
Place
Promotion
10.2 INTEGRATED MARKETING COMMUNICATION
Advertisement
Sales Promotion
Social Media
11. BRANDING 53
11.1 BRAND PRISM
Brand Prism for AND
11.2 BRAND EXTENTION
Brand architecture
1. Brand productmatrix
 Line and category extension
 Brand portfolio
 Role of AND in brand portfolio
2. Brand hierarchy
BCG matrix
ANSOFF matrix for AND
12. COMPETITIVE ANALYSIS 61
12.1 COMPETITORS
12.2 COMPETITIVE STRATEGIES

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13. BUSINESS UNIT STRATEGIC PLANNING 65
13.1 SWOT ANALYSIS
14. PRODUCT LIFE CYCLE 66
14.1 PRODUCT LIFE CYCYLE FOR AND
15. REFERENCING
16. ANNEXURES

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LIST OF TABLES
1. Research methodology
2. Segmentation for AND
3. Consumer buying behavior for AND
4. Consumer value matrix
5. Age group shopping frequency from AND
6. CRM of AND
7. SERVQUAL
8. Weighted score of dimensions
9. Average expectation-perception score
10. AND stores in Delhi
11. Brand Prism for AND
12. Brand product matrix
13. Brand hierarchy for ADIL
14. Competitors for AND
15. AND and competitor analysis
16. Porter’s generic strategy
17. Situation Analysis

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LIST OF FIGURES
1. Anita Dongre
2. AND webpage
3. Facebook screenshot
4. Facebook screenshot
5. Competitors

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1. INTRODUCTION
INTRODUCTION TO ADIL
Anita Dongre (1963), a Mumbai-based astute designer is one of the pioneers of the fashion
industry today. From the glitz of the Cannes’ red carpet to the delight of a young girl walking
on the street, Anita’s flavor can be seen almost everywhere. Her “innate flair for style and
design” (www.anitadongre.com 2013) and apt merchandise, voice out clearly the latest
trends. She is the face behind “the power brand” (www.andindia.com 2013) AND Designs
India Limited. Being a designer who integrates fashion and empathy, Dongre’s
comprehension of woman’s grace, sensuality and fancy inspired her to create her own
Fashion house. “The company was incorporated on 14th March 1995 under the name Masque
clothing Private Limited. On January 27, 2001 the name was changed to AND Design India
Private Limited” (ICRA 2012).
ADIL is the brainchild of Anita Dongre who is the creative head
whereas her younger sister Meena Sehra is the director and her
brother Mukesh Sawlani Is the managing Director of the
company. AND is one of India’s most reputable fashion houses
with more than 12 years of experience. Foreseeing a potential
business in branded women’s wear segment, the flagship brand
of the company AND came to life in 1999 in Mumbai, when the
market just got ready for emerging high street brands. Presently,
ADIL owns five premium brands:
 Anita Dongre,
 Timeless & Interpret,
1. AnitaDongre
http://datastore01.rediff.com/h
1500-
w1500/thumb/4F6259655A54
64655B656B586A636B716D72
/vwxv6k6n9hydsgql.D.0.Design
er-Anita-Dongre-at-Retail-
Jeweller-India-Awards-2012-in-
Mumbai--1-.JPG

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 Grassroot,
 AND,
 Global Desi.
INTRODUCTION TO ANITA DONGRE
Anita Dongre was born in Jaipur on May 17. She has her graduation degree in Fashion
Design from S.N.D.T College Mumbai in the year 1983; initially she had her commerce
degree later she switched to designing field. She entered the world of fashion immediately
after schooling. A passion she always wanted to pursue. She serves as an external mentor to
institutes like S.N.D.T, G.D Somani and NIFT. She liberated women from the straitjacket of
traditional trading and introduced them to pleasures of casual chic. Anita is not a woman of
flamboyant emotionalism. And this reflects, physically and by temperament the clothes that
she has so expertly tailored to the last.
From prêt to couture, traditional to contemporary, classic to avant-garde and desi to global,
her creations bear a mark that is distinctively of her own. Today, the designer has to her
credit six very unique, very individual brands under her umbrella. Her signature labels
include ANITA DONGRE TIMELESS, ANITA DONGRE IITER-PRE’T and
GRASSROOT. Those apart, she is the creative director of AND and GLOBAL DESI as well
as CLAY Wellness, a centre that harmoniously blendes wellness and lifestyle management.
Anita designs clothes for both, bollywood celebrities and royalties. Some of her bollywood
clientele includes Urmila Matondkar, Esha Kopikar, Sameera Reddy and the likes but it does
not stop there. She is also a favorite among her international customers. She has also won
awards internationally for her ingenuity in design and creation. She has also lent her
creativity to movies like My Brother Nikhil & Bas Ek Pal.
Anita Dongre is one Indian designer who truly stands in a league of her own. She is today
one of the most recognized and well-loved designer, creating staple designs for the modern,
go-getter woman. This is just the foundation stone for a global fashion empire that’s in the
making.
INTRODUCTION TO AND

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AND is one of India’s most reputable fashion houses with more than 12 years of experience.
Foreseeing a potential business in branded women’s wear segment, the flagship brand of the
company AND came to life in 1999 in Mumbai, when the market just got ready for emerging
high street brands. Since then AND has been coming up with new designs and collection. It
has evolved with the passage of time and has strongly stood in times of such fast changing
fashion. AND, precisely, is a brand that every young woman can identify with. Its classy and
at the same time very comfortable. Over the years AND has not just established itself as a
fashion brand but also as a socially responsible company. It has joint hands with Shop for
change and works continuously with many artisans to promote their handicraft. The main aim
of AND is to establish itself as a brand that’s socially responsible and at the same time very
fashionable.
Mission Statement
“The company has already stead fast onto its growth. With new stores and counters opening
up almost every month, the company now looks at opening its exclusive outlets in every
Indian city and town. With a reach in every city, the mission will then be to deliver each of
the brands to these destination cities.”
Vision
“The aim of the company is to provide a fashion statement to every Indian woman with a
desire to look good and for tasteful clothing with varied spending powers.”
2. RESEARCHOBJECTIVE AND TECHNIQUE
Exploratory Research was conducted on AND to understand the concepts, strategies,
consumers, growth and CRM in detail and analyze the gaps identified. The aim of the project
is to understand AND as a brand and various models it works on. The following table clearly
illustrates the objectives and research methodology at various stages:
Table 1. RESEARCH METHODOLOGY

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Research
Objectives
Research
Design
Data collection
method
Sampling
techniqu
e
Sa
mpl
e
size
Sam
ple
unit
Samp
le
frame
To understand
the
expectations
of a customer
from the
brand
Exploratory Primary source:
 Questionnaire
-close ended.
Random1 30 20-
35
Delhi
To understand
the customer
perception for
AND
Exploratory Primary Source:
 Questionnaire
- close ended,
 Interview-
unstructured.
Snowball
2
30 20-
35
Delhi
To analyze
the brand
awareness
Exploratory Primary source:
 Questionnaire
-closed
ended,
 interview-
unstructured.
Secondary:
 Social Media-
 Faceboo
k,
 Twitter
Random3 30 18-
40
Delhi,
NCR
To find the
Brand loyalty
Exploratory Primary Source:
 Questionnaire
- close ended,
 Interview-
unstructured.
Secondary:
 Social Media-
 Faceboo
k,
Quota4 30 20-
35
Delhi
1 All customers haveexpectations fromabrand that helps them becomeconsumers.
2 Only afrequent customer will haveavalid perception.
3 Randomly peoplewerechosen becauseof brand awareness.
4 Therearen consumers from different places, so quotas wereformed accordingly. 60%: Delhi and NCR and 40%: Tier 1 and 2

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 Twitter
To analyze
various
strategies
adopted by
AND
Descriptive Primary Source:
 Interview.
Secondary source:
 Journals,
 Newspaper
 Case studies,
 Annual
Reports,
 Books.
2
for
Inte
rvie
w
The data collection methods for various objectives are different depending upon the research
design and nature. The reasons are discussed below:
To understand the expectations of a customer from a brand:
Primary research was conducted through closed ended questionnaires. “A closed-ended
question is a question format that limits respondents with a list of answer choices from which
they must choice to answer the question. Commonly these type of questions are in the form
of multiple choices, either with one answer or with check-all-that-apply, but also can be in
scale format, where respondent should decide to rate the situation in along the scale
continuum, similar to Likert questions.” (Dillman, 2009)
Since a customer’s expectation was to be analyzed, so respondents were expected to answer
on a likert’s scale.
To understand customer perception for AND:
Exploratory research was conducted through primary sources, which included close-ended
questionnaires and unstructured interview. The interviews were unstructured as the shoppers
were reluctant to sit for a formal interview and share their views. Through an unstructured
interview it became easy for me to gather information and talk to the respondents like a
customer and collect information.
To analyze the brand awareness and loyalty:
Data was collected using both primary and secondary sources. Social media was used for
secondary data as customers openly share their views about the brand. The AND page on

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Facebook was liked by ------ people, whereas the competitor ZARA’s page was liked by ----
people. Such information helps to analyze the awareness and also derive information about
the loyal customers.
To analyze various strategies adopted by AND:
Once the brand was explored, then Descriptive research was conducted in order to find out
and interpret more details about the brand and its strategies. AND over the years has adopted
various strategies to grow and sustain in the industry. Structured Interview was conducted
with a store manager and a PR head. Secondary data was collected through journals,
newspapers, books, case studies and annual reports. Since there was not much secondary data
available so in order to validate the inferences structured interviews were conducted.
3. SEGMENTATION, TARGETTINGAND POSTIONING
SEGMENTATION
Segmentation basically involves dividing consumers into groups such that members of a
group are as similar to members of that same group but differ as much as possible from
members of other segments. Segmentation can occur using various factors that fit into four
basic categories. Geographic segmentation separates people based on variables such as
region, climate, international/domestic or urban/suburban/rural. Demographic segmentation
uses variables such as age, gender, ethnicity, education, social class, occupation, family status
and income. Psychographic segmentation uses values, attitudes, beliefs and lifestyle to divide
the target market. The final category is behavioral segmentation, which uses factors such as
behavioral patterns, price sensitivity, brand loyalty and benefits sought.”(Lorette, 2013)
The segment of AND can clearly be understood through the following:
“Of butterfly hearts and bold tastes: They race in their cars blaring glam-rock on rainy
afternoons. They go to spas on Sundays and pamper themselves silly. They excel in excel
sheets and have great power over power points. They wear their tunics and jackets with a lot
of attitude. They carry their flowing dresses and crisp shirts as if it were their second skin.
They’re young, they’re whimsical, and they’re uber duper fashionable – they’re none other
than AND regulars. Of sensuous dresses and stud-farm jackets: Oh! The dress from the

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cocktail party cannot be repeated at the business conference. And the shirt from the first-rain
brunch can of course not be worn again for the CEO’s dinner. The AND shopper is pretty
much like a self-proclaimed mini celebrity. Matching this starry attitude to perfection is the
assortment of western wear from AND – wicked, sinful and unapologetically sexy.”
(Brandbook, 2013)
The following table defines the attributes of an AND customer under various kinds of
segmentation:
Table 2. SEGMENTATION FOR AND
Geographic Demographic Psychographic Behavioral
Region: India Age: 25- 40
Gender: Female
Attitude: lively, active,
starry attitude, spend
thrift, ambitious
Price sensitivity:
premium range,
affordable designer
wear
Income group: upper
middle class and high
Belief: self proclaimed
mini celebrity, young
and experimental
Brand loyalty: high,
switchers and loyals
Occupation: working
women, self employed
Lifestyle:
Workingwomen,
visiting spa weekly,
fine dining, party
person.
Benefits sought:
functional benefit-
comfort and ease
“In principle, for any successful business or marketing plan it is imperative to have a market
segmentation strategy in order to understand who exactly the consumer/market is; and the
fashion industry is no exception to this rule. Hence in order to expand her brand’s reach to
various potential target groups, Anita Dongre categorized three kinds of probable consumer
sets. Dongre explains, “We actually started with mid premium and mass segment and are
now moving to offering a premium brand”(Mohapatra, 2012). When AND came up in 1999
its segment was working women who went abroad for meetings, and came from upper class
of the society but with the evaluation of time the segment of AND has diversified and now it
includes not just working women but women who are experimental and classy.
TARGETING

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Targeting refers to reach out to the defined segment for the brand. Says Dongre, “We wanted
to target all the segments and product the best in each. Our labels cater to various tastes and
requirements and internally, we treat each brand as a separate unit when it comes to design,
marketing and strategy.”(Mohapatra, 2012)
Target market of AND is Metros and mini metros which includes all Tier1 and some Tier 2
cities. Brand is basically focussing on people who are more fashion conscious and are ready
to accept new innovation in design and concepts. The girl/target, who wears or would like to
wear AND is someone who is ambitious, knows and understand fashion loves to adapt &
explore changes.
POSITIONING
AND is a western wear brand that was launched in mid-1999. “Market sensitivity and a keen
understanding of the growing Indian women’s need for comfortable, stylish, branded and
affordable clothing was the primary factor in positioning the brand.”
(www.lifestyle.indianetzone.com, 2001)5. The positioning of AND hasn’t changed over the
years. It still positions itself as a brand that offers fashionable clothing at affordable price. It
positions itself as high on design and innovation and provides always something new to its
consumer.
“Today one of India’s most preferred high street brands in the western wear category, AND,
caters to the today’s woman of substance who seeks stylish and fashionable outfits at an
affordable price. From corporate wear to semi-formal evenings or a causal hang-out with
friends, one can wear AND to add an edge to your personality.” (www.Fashionunited.com,
2012)
“At the heart of AND’s success at scaling up is a model that takes a leaf out of famed retailer
Zara’s book: Products positioned between designer wear that costs the moon, and mass
market stuff that is cheap, but commonplace. This space is defined as the ‘bridge to luxury’”
(Bhagnani, 2012). Anita Dongre once said in her interview, that there is mass and luxury.
Between the two is the bridge to luxury where the aspirational customers lie before they
graduate to the level of luxury. This bridge is where the AND consumer lies and thus the
5 http://lifestyle.indianetzone.com/fashion/1/anita_dongre.htm

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brand positions itself as an aspirational brand. Worldwide, at one end of the spectrum, there
are marquee brands such as Louis Vuitton, Armani, Bulgari, Gucci and Burberry that are
synonymous with luxury, and at the other end there are unbranded, cheap, mass-marketed
clothes. In the middle is the bridge-to-luxury, which a customer crosses, before graduating to
high-end luxury. On this bridge stand brands such as, Zara AND and Armani Exchange.
These brands become relevant to upwardly mobile customers as they move up the value
chain. The Indian market is structured in much the same way. At the top end, there are high-
end fashion designers with global brands, while at the bottom end there are thousands of
players catering to the mass market. What makes the Indian market different is the dearth of
brands in the bridge-to-luxury segment. (Bhagnani, 2012). Thus the brand has judiciously
positioned itself as a brand that caters to the aspirations of the consumers.
According to the FUTURE GROUP financial report, the company’s operating income for the
financial year 2012 was Rs. 118.8 crore which makes the company’s scale relatively modest.
The company website boasts of recorded growth due to the expansion of standalone stores
and SIS format. AND’s Global Desi have been positioned in the market as the brands, which
offer “quality with affordability”, which is also their USP (unique selling proposition).
“Explaining the fashion industry structure in apparel design segment, V Rajesh, retail subject
matter expert says that there are three levels the top end, that have players like Rohit Bal who
caters to specific targets and extremely niche category, at the next level there are the top end
designers who have their own line of clothing and boutiques like Ritu Beri, and at the bottom
there are those who are from the merchandising background and design for major retail
outlets like Shoppers Stop and Lifestyle. Dongre fits all the three.” (Mohapatra, 2012)
AND give the contemporary shopper a delightful choice of fashion clothing. For women,
there are a variety of ladylike tunics, skirts and tops, in addition to tomboyish jackets and no-
nonsense trousers. For the alpha male, there are crisp shirts, smart tees, perfectly tailored
jackets, stylish trousers, and denims on display.”
According to the survey conducted AND consumers are generally aged between 20- 35 years.
Since the product width is large so an AND has a vast array of customers including students,
housewives, professionals etc. This is also due to the merchandise mix that AND is able to

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tap the needs of varied tastes and preferences. The merchandise is chic and classy. As told by
Niti Juneja (a housewife, 38 years and AND loyal) in a personal interaction, “AND is an
extremely comfortable brand. One may find a formal dress and a casual tunic under the same
roof.”
AND is positioning itself as brand who offers fashionable clothing at affordable price. It
positions itself as high on design and innovation and provides always something new to its
consumer.
4. AND’s JOURNEY
1999
AND Designs India Limited (“ADIL” or the “Company”) is in the business of designing,
manufacturing and retailing apparel. The Company was incorporated on 14th March, 1995
under the name Masque Clothing Private Limited under the Companies Act, 1956. On 27th
January 2001 the name of the Company was changed to AND Design India Private Limited.
ADIL initially focused on the manufacture and supply of unbranded apparel to retail stores.
In 1999 the Company started its first independent retail store at Crossroads (India’s first
Mall) and also launched its prêt line “AND”. This brought both the Company and Anita
Dongre into the premier league of the domestic branded clothing market for women. AND
had two line:

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2000-2005
In 2000, Anita showcased a collection at the CPD Dusseldorf garment fair in Germany where
the signature label “Anita Dongre” was launched. With positive understanding of an
international look, it was appropriate for her to launch it at an international forum- IGEDO in
august 2000. AND SPORTS was also launched during this year.
The AND store’s USP now was that it stored size 18 to size 8 with well cut, affordable,
quality garments. So it made shopping convenient for customers.
In 2001, according to midday (Thursday, April 9) AND was launches as an affordable work
wear line for women. “AND was launced keeping in mind the increasing number of women
entering the work force, going out for assignments abroad, and basically wanting to dress
differently from the usual saree or salwaar -kameez.” (Dongre, 2001)
In 2005, the spring summer collection, became casual, and HOLIDAY WEAR was
introduced with casual, printed, lycra, linen outfits.
2006-2008
CLAY, a health and fitness centre came up in the year 2006.
AND
AND
Mumbai-
crossroad,
linking road
Delhi- south
extn 1
AND EAST
(fusion and
ethnic wear)
shopper stop pantaloon pyramid

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In year 2007 the ADIL entered into fitness industry under the brand name „CLAY‟. ADIL
has a fitness centre at Bandra (West), Mumbai under the brand name „CLAY‟ where it offers
various fitness programme such as yoga, aerobics, weight management. The company has
now demerged the wellness division under „CLAY‟ brand in to a new company to focus on
apparel segment. ADIL was initially promoted by Mrs. Anita Dongre, Mr. Mukesh Sawlani
and Mrs. Meena Sehra. In FY 2009, the Future group picked up an equity stake in the
company and currently holds 22.86% in ADIL.
2008, Anita dongre collaborated with Birla cellulose, to make organic ensembles for Indian
woman pocket friendly.
2009-2012
2009 was marked with organic green summer collection. A lot of publicity was done, and a
lot of newspapers published articles for them.
2010, the investment in AND and Global Desi stores in Chennai is close to Rs 80 lakh,
including stocks. With this launch, the designer has 20 AND stores across India.

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AND also launched a no-sweat line . New autumn-winter collection made from 100% ‘shop
for change fair trade’ certified cotton was also launched.
During this time, the flagship store in Mumbai came up.
In 2011, AND has mastered the business so well, that it has an opening every other month.
As a part of corporate branding it tied up with a café brand Schokolaade with Mehul Bhuta in
the flagship store in Mumbai.
5000 square feet store in Mumbai for bridal wear was inaugurated. The line dwells on
Rajasthani- inspired handwork but the men’s wear is simple and made to order.
In 2012, AND MAN was launched.
November, 2012, 2nd limited edition of AND dresses was launched, pricing 1999 INR and
above.

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Table 3. Consumer buying behavior for AND
5. CONSUMER BEHAVIOUR
CONSUMER DILO
The Day In Life Of an AND customer is depicted through the pictures in Annexures. An
AND consumer is someone who has high sense of fashion and is experimental. She would be
an aspirational consumer and would dine at Radisson Blue, go for parties, visit Starbucks
frequently, have a Blackberry smartphone, a car by like Civic/ City by Honda, would be a
working women so attend a lot of meetings and corporate events.
CONSUMER BUYING BEHAVIOUR
Source: Philip Kotler
Five stage model of
consumer buying
behaviour
problem
reconition
information
search
evalutaion of
alternatives
purchase decision
post purchase
behaviour
Consumer buying
behaviour for AND
need for apparel by a
working woman
information through
word of
mouth(personal),
commercial or
experiential
evalutaion of other
brand products
consideration of all risks
(functional, social,
financial, et al) and final
purchase
if satisfied, the customer
then revisits the store and
publicizes through word of
mouth

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CONSUMER VALUE
Consumer value theory
A customer value matrix is used to identify the customer values and perceptions on the basis of
various attributes. The following matrix is to find the gap between a customer’s expectation and
perception.
Table 4. Consumer value Matrix
CVF-1 CVF-2 CVF-3 CVF-4 CVF-5
Environmental Cleanliness of
the store
Visual
merchandising
Sequence of
merchandise
Decoration Employees
neat in
appearance
Sensory Lighting Fragrance Music Sense of security Noise made
by the other
consumers
Interpersonal Behavior of
staff
Response of
Sales executives
Kind of
customers
Interaction with
the salesmen
Willingness
of the
employees to
help the
customers
Deliverance After sale
services
Exchange
policies
Time taken
while billing
Quality of the
product
Fulfilling the
demand of
the consumer
Procedural Customers
feel safe in
doing
transactions
Formal records
are maintained
by the brand
Return
policies are
flexible
After sale
inconveniences
are sought by the
sales staff
Defected
objects are
replaced
Informational Information
regarding
exchange told
in advance.
Information
regarding the
product
mentioned.
Products are
displayed
according to
its size
Fresh arrivals
separately placed
Discounted
products
placed
separately

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Financial Financial
records are
maintained
Financial dossier
of 2010
mentioned on the
website
Credit: Ms. Priyanka
The above Consumer Value Matrix considers 7 attributes, which describe the various factors
related, to them. These factors help in analyzing how effective is the experience of shopping
in the store is in terms of the value a consumer draws from it.
CUSTOMER VALUE STRATEGIES
Customer Relationship Management
“Customer relationship management (CRM) is a model for managing a company’s
interactions with current and future customers. It involves using technology to organize,
automate, and synchronize Sales, Marketing, Customer service, and technical
support.”(Shaw, 1991)
AND has a strong CRM system where in the purchase made by each customer is recorded
along with the name and personal details. The sales are recorded and to ensure that the loyal
customers are rewarded, points are issued which can be claimed in money terms to avail
discounts. CRM also helps the brand to differentiate between the kinds of customers and
form strategies accordingly. The following table tells in detail how AND utilizes the CRM to
get the mentioned 5 attributes with the help of research and survey and CRM technology.
Table 6. CRM of AND
(What CRM comprises of)
Acquiring the
right customer
Crafting the
right value
proposition
Instituting the
best
processes
Motivating
employees
Learn to
retain
customers
AND achieves these when-
 Identifies the
most
 Study the
products
 Research
best way
 Understand
tools
 Learn
why

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valuable
customers,
 Analyses the
share of
customer’s
wallet for
AND
products.
needed
today by
AND
customers
 Survey
competitor
s offerings
 Spot gaps
to deliver
service
and
products,
technolog
ies,
needed in
AND
employees
need to
foster
customer
relationship
in AND
 HR system
to be
instituted to
boost AND
employees
AND
customers
defect
and how
to win
them
back
 Analyze
competito
r’s
strategies
 Senior
managem
ent
monitors
customer
defection
s
Role of CRM in AND
 Analyze
customer
cost data to
identify
current and
future high
value
customers
 Capture
relevant
products
and service
behavior
data
 Create new
distribution
channel
 Develop
pricing
strategy
 Process
transition
s faster
 Provide
better
informati
on to
front line
 Manage
logistics
better
 Align
incentives
 Develop
knowledge
managemen
t systems
 Track
customers
 Track
customer
service
satisfactio
n level

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CRM based strategies:
1. Personal Marketing
AND personnel can create strong bonds with customers by individualizing and personalizing
relationships. By this, the customer may turn into a client as a customer is nameless to the
company but a client cannot be nameless and is treated individually, unlike customers being
treated as a part of the mass.
2. Win Back Strategy
During a period of time, some customers may become inactive or drop out. The CRM helps
to identify such drop outs who could be won back. The key is to analyse the cause of
customer defection through interview and lost customer survey and win strong potential
customers back.
Strategies for creating loyalty bonds with customers
The following kind of bonds can be established by AND to strengthen the relationship and
customer retention (Kotler, 2011):
1. Reward based bond
Customers who are polygamous loyals should be rewarded financially in order to strengthen
their preference over AND.
2. Social bonds
Social bonds should be created between the customer and the sales person. If the sales person
is quick in identifying and interacting with the customer then it may increase the chances of
the customer returning thinking that her preferences are understood in the store and she is
known to them.
3. Customization bonds
This kind of bond is created by providing specialized service to the customer, in terms of
alterations, having a record of the customer’s past purchases and suggesting related
merchandise to her.

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4. Structural bonds
Getting the customer in close link with the company can create structure bond. AND helpline
number should be made available for the customers and also short messages should be sent
frequently informing the customers about the arrival of new merchandise, sales, style tips.
6. VALUE CHAIN
Source: www.12manage.com
The above diagram explains the value chain and its components in detail. We shall now
discuss AND’s value chain in detail:
Primary Activities:
Inbound Logistics- The brand has number of manufacturers in India. AND is completely a
marketing and retailing brand thus AND does not have any manufacturing unit. The brand
outsources the fabrics in high volumes. Fabrics are imported mainly from China and various
mills of India. Various embroideries and handicrafts are sourced from NOGs as mentioned
above.6
6 NGOs: pg.

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Operations- Samples are made by the in house designers. They are then validated by a strong
team of merchandisers and panel and selected. The shortlisted samples are further sent to the
factories. There exist various quality control checks on every level of manufacturing process.
Outbound Logistics- The final merchandise/products are sent to the only distribution center
of the brand which is located in Mumbai. From Mumbai the goods are dispatched to various
selling points throughout India.
Marketing and sales- The marketing and selling starts now. The stores then sell the products.
Marketing, now, plays the role of promoting the merchandise and creating awareness about
the brand and its collection.
Services- The last is the service, which indeed is the most important. After sale services are
provided and during sale services also. The merchandise is altered according to the
customer’s wish and will during the purchase time. The merchandise is even delivered in case
of emergency. If the customer is dissatisfied she/he may even exchange the products. And if
there arises some production fault then the product may get replaced too.
SupportActivities:
Firm infrastructure-
Human Resource Management- The HR management is quiet brilliant at AND. There is not
only a designing team but an array of different teams to handle her business efficiently.
Below is the AND team, right from designing to reaching the store.

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“AND follows functional based organizational structure in which departments are
categorized on the basis of their functions. Above given is example of operational department
in which head merchandiser decides on merchandise for AND for all across the country,
followed by operational manager who is responsible to get the merchandise and manage
stores. Regional Manager looks over stores in their region and decides on merchandise
needed as per the target market and sales made by stores. Store manager thus looks over the
store and communicate to regional manager about sales and merchandise and requirement
from people. Sales staff at the ground level under supervision of store manager is in direct
contact with customer and sell the merchandise that is planned by merchandiser at the top
management. Thus this allows smooth functioning of brand and leads to proper
communication to fill in loops holes by segregating different responsibilities and
roles.”(Kapoor, 2012)
“AND Designs has followed Zara’s strategy of showcasing fresh designs and multiple
collections throughout the year. The company has eight or nine designers for AND and
Global Desi, and they turn out new designs every month. Every week, there are brand meets
for each of the four brands, during which samples are displayed in front of Dongre and her
merchandisers. They select the designs they like and check their commercially viability. Only
then does a design go into production. Nine merchandisers employed by AND study trends,
purchasing power and willingness of customers to spend on certain clothes, and styles that
work in Tier II cities as opposed to metros. They travel every month to various AND and
Global Desi outlets in different cities to gather customer data. They speak to the staff at these
stores about what customers like, and what they are looking for. For instance, a girl in
Lucknow will be willing to spend Rs 2,000 on a pair of jeans, but Rs 1,000 for a top. The
ANITA DONGRE- Creative Director
Merchandiser
Operational Manager
Regional Manager
Assistant Operational Manager(north)

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merchandisers also found out that coloured denims, currently in vogue, had skipped the
design teams’ notice, and were not available in any of the AND stores. The data provides an
insight into what designs will work and what will not, and helps in taking decisions on the
quantity of each design that should be stocked.” (Bhagnani, 2012)
6. PRODUCT DEVELOPMENT
ProductDevelopment Process
The product development process at AND is represented below:
AND works on two main season collections:
1. Spring-Summer
2. Autumn-Winter
As told by Mr. Abhishek, the designing starts six months in advance and the production and
plan execution starts three months in advance. The Product Line is as follows:
1. Classic,
2. Contemporary,
3. Fashion, and
4. FAD.
designing
sampling
selection
analysis
final production

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“The collection for each season is very carefully designed by a strong in house design team
with the constant inputs from merchandisers, sampling units and in house distribution facility
which makes enables AND to come up with new collection every month. The planning team
plans the season and forwards the option plan to the design team which then starts working
on the same and creates more designs leaving a margin for rejections.” (Kapoor, 2012)
“The option plan suggests the ratio of merchandise mix for each season but the Merchandise
mix at each store may vary depending upon the preferences of the costumers. AND sincerely
follows ZARA model of fast fashion and tries to launch new collection every alternate week.
So the AND collection is revived at least 6 to 7 times each season and the slow selling
products revolve around various stores to give the collection a fuller look. The ratio for the
ideal merchandise mix is as follows:
a) Basics are booked in a deeper ratio for each store based on the kind of traffic it
attracts. Replenishments are conducted for basics all through the season.
Generally as observed the basics are nearly 50-60%.
b) Classic are second followed after Basics in depth. Classics are about 35-40%.
c) Fashion & Fad are customized booked for individual store based on the traffic &
level of acceptance of fashion in particular city. Most of the stores refrain from
keeping such merchandise because it’s a really slow selling.
Thus the new product development proceeds with an array of designers working on various
lines & collections for the season (keeping in mind the latest trends, fashion forecasts &
fads). After the designing are creation of the garment, commercial viability of the designs is
judged by a team of buyers who choose the garments keeping in mind the brand identity and
philosophy.” (Garg, 2012)
To understand the product strategy of AND in detail the following questions were asked:
1. Who is the brand aimed at?

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2. What benefit do you expect?
3. How do you position the brand in the market?
4. What differential advantage will the merchandise offer over the competitors?
5. What non-tangibles do you offer?
7. SUPPLY CHAIN
Every brand has to choose the most suitable channel of distribution for the products. AND
follows the most common distribution channel i.e. the Two Level distribution channel. It is
an indirect marketing channel.
The brand has number of manufacturers in India. AND is completely a marketing and
retailing brand thus AND does not have any manufacturing unit. The brand outsources the
fabrics in high volumes and then samples are made by the in house designers and further are
sent to these factories. There exist various quality control checks on every level of
manufacturing process. Fabrics are imported mainly from China and various mills of India.
These products are sent to the only distribution centre of the brand that is located in Mumbai.
From here, the goods are sent to all the retail outlets throughout the India.
8. RETAIL MANAGEMENT
RETAIL STORE
The retail is the last channel of the distribution chain, where the distribution channel is the set
of businesses through which the goods move from the point of production to sale. AND today
retails at 121 standalone stores and 127 shop-in-shops at chains such as Shoppers Stop and
Lifestyle. (Seth, 2013)
AND also has an e-store. A customer may buy anything she wants to, in case she doesn’t
have the time to go to the store herself. AND targets working women, who of course may
have time constraints and thus this e-store is of immense ease to the customers. One remains
updated about the brand and merchandise through the website.

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2. online,www.andindia.com
RETAIL FORMAT
AND has the speciality store format, where small stores, which specialize in a specific range
of, merchandise and related items. Most stores have an extensive depth of stock in the items
that they specialize in and provide high levels of service and expertise. AND is a speciality
store in the way that it specializes in women’s western wear and has accessories (related
items).
The AND store layout is very systematic. It has various kinds of faceouts, wall units and
gondolas. In store visuals play a very important role, easels stands, standees and screen
scrollers. They also communicate cause driven information collection with handbags of the
garment The merchandise is arranged according to the product line. The dresses at one place,
tunics at one and so on. The stores are designed in a manner that it makes shopping extremely
convenient for the customers. The brand targets aspirational working women, so the store
plan is made in accordance.
SALE ORGANIZATION

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“The one key reason why designers in India haven’t been able to scale up is because they
lack a CEO, or business head, who can manage their creativity and make it commercially
viable,” says Arun Gupta, president, Future Ventures, which owns a 22.86 percent stake in
AND Designs. There might be a lot of other designers who’re more creative than Dongre, but
not everyone has the potent combination of creativity and the right commercial perspective”
(Bhagnani, 2012).
Merchandiser (Tejaswer Deroukhar)
Opertional Manager (Sushil Verma)
Regional Manager (Renu Seth)
Assistant Operational Manager North
(Anjali Roy)
Store Manager & Sales Staff
AND follows functional based organizational structure in which departments are categorized
on the basis of their functions. Above given is example of operational department in which
head merchandiser decides on merchandise for AND for all across the country, followed by
operational manager who is responsible to get the merchandise and manage stores. Regional
Manager looks over stores in their region and decides on merchandise needed as per the
target market and sales made by stores. Store manager thus looks over the store and
communicate to regional manager about sales and merchandise and requirement from people.
Sales staff at the ground level under supervision of store manager is in direct contact with
customer and sell the merchandise that is planned by merchandiser at the top management.
Thus this allows smooth functioning of brand and leads to proper communication to fill in
loops holes by segregating different responsibilities and roles. The company had a very
strong design team that comprises of 15 designers with separate teams for major brands like

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AND. Designing is the key strength and Dongre herself is involved in the process. This is
also the company’s key promoter.
SALE FUNCTIONS
Training
“According to a survey conducted by Pearl students, proper training should be imparted to
the sales people. As per their survey, following were the finding in terms of sales person,
Product knowledge, communication skills, consumer handling skills of a sales person at
AND is 32% good, 6% said excellent but a major percent of people believed that it was fair
and poor.
The overall experience satisfied 72% sample, which means that the experience of shopping at
AND is quiet pleasing.
58% of sample finds position and visibility of the trial rooms is to be good followed by 30%
to be fair and then 7% to be excellent with rest 5% to be poor.
55% of sample finds assistance for extra merchandise during the trails to be good followed by
32% to be fair and then 9% to be excellent with rest 4% to be poor.
Majority of sample size agree to that fact that waiting time at billing area is effectively
managed at AND which is 57% followed by uncertain with 23% then disagree with 13% and
rest 5% strongly agree. Average waiting time at the billing counter is 4.6 minutes.
Majority of sample size disagrees to that fact that feedback of the consumer is asked for
while leaving the store, which is 33%, followed by uncertain with 30% then agree with 27%
and rest 7% strongly disagree.” (Kapoor, 2012)
Selling Techniques
The sale process begins with entering the store, and checking the handbags with the guard
and keeping them with him for ease in shopping. A token is handed over, which has a
number, and the same number is tied on the bags too. While walking in the store, generally a
sales person comes up with the question, “how may I help you?” and there begins the hunting
for required things. In case of AND being an apparel brand, the sales person helps with the
sizes and colours and related items. If one wishes to take trial then she is assisted to the trial

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room. The sales person is available for help at one voice from the trial room and gets more
options depending upon the customer’s taste and preference. Once the customer is sorted
with the trial and decides what to buy, then she is assisted to the billing counter. The bill is
generated and if there are any alterations required then those are done without any extra
charge. The shopping bag with the bill is handed over to the customer, and its cross-checked
with the guard during the exit. One collects the remaining shopping bags and there ends the
sales process in AND.
AND has a really strong sales system. The employees are given regular training. There
system of working is also quite interesting. They have set targets and benchmarks for the
sales staff, so on observation by the store manager, bonus or credits are added to the
employee’s account. These credits in turn add upto a sales person’s growth in the store.
PARETO Principle:
It is a common rule of thumb in business; e.g., "80% of your sales come from 20% of your
clients." The distribution is claimed to appear in several different aspects relevant to
entrepreneurs and business managers. For example:
 80% of your profits come from 20% of your customers
 80% of your complaints come from 20% of your customers
 80% of your profits come from 20% of the time you spend
 80% of your sales come from 20% of your products
 80% of your sales are made by 20% of your sales staff.
Therefore, AND has an easy access to dramatic improvements in profitability by focusing on
the most effective areas and eliminating, ignoring, automating, delegating or retraining the
rest, as appropriate.
SERVICE MARKETING
Customer satisfaction related to sale quality SERVQUAL
Table 7. SERVQUAL
Dimension Statement
Expectation
Score
Perception
Score
Gap Score
Average for
Dimension
Tangibles 1 200 108 -92 -3.066666667
2 198 116 -82 -2.733333333
3 172 120 -52 -1.733333333
4 117 94 -23 -0.766666667
Reliability 5 108 139 31 1.033333333

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6 150 118 -32 -1.066666667
7 189 108 -81 -2.7
8 201 114 -87 -2.9
9 200 119 -81 -2.7
Responsiveness 10 178 121 -57 -1.9
11 199 139 -60 -2
12 187 124 -63 -2.1
13 167 138 -29 -0.966666667
Assurance 14 184 131 -53 -1.766666667
15 149 139 -10 -0.333333333
16 176 86 -90 -3
17 156 98 -58 -1.933333333
Empathy 18 98 83 -15 -0.5
19 160 118 -42 -1.4
20 177 94 -83 -2.766666667
21 156 97 -59 -1.966666667
22 143 103 -40 -1.333333333
UnweightedAverage SERVQUAL score: -38.6
Table 8. weighted score for dimensions
Sum of
average
score
Weights Weighted
score
Tangibles -8.3 20 -166
Reliability -8.33 20 -166.6
Responsiveness -6.966 20 -139.32
Assurance -7.033 20 -140.66
Empathy -7.966 20 -159.32
Tangibles and reliability have the lowest rating therefore it is the dimension where training
should be emphasized the most. A focus should also be placed on Responsiveness, assurance
and empathy because of its negative rating. This data clearly proves that the brand seriously
needs to concentrate upon its training as the perception score is low for all the dimensions.

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This research was conducted in the DLF Mall, Saket, outside the AND showroom. Saket
being a prime location in Delhi, attracts a lot of customers and if the customer is dissatisfied
with the sales quality then the brand would definitely loose on a huge percentage of potential
customers, who other wise could become loyal customers.
Word of mouth, personal needs and past experiences lead a customer to expect from a brand
and then on the basis of their experience make a perception of it. During this process several
gaps rise, for instance:
Gap between expected service and perceived service: this gap is created due to another gap
present in the expectation of a customer and how it is managed during the perception time.
When in AND (Saket), “the clothes look good, but the way they are placed, and the small
size of the store makes me feel claustrophobic. It seems as if the entire store will drop down
on the head”, says Mrs. Kaushik.
Reflection
AND on the customer perception-expectation chart:
Tangibles:
Table 9. Average expectation-perception
score
Dimensions Expectation Perception
Tangibles 171.75 109.5

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Reliability 169.6 119.6
Responsiveness 182.75 130.5
Assurance 166.25 113.5
Empathy 146.8 99
perception

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According to the above perceptual mapping, empathy lies in the zone of “needs
improvement” where as all the other dimensions lay in the positive zone of relative strength.
Proper training can seriously bring about a marked difference in the sales quality of the
company, and thus increase the sales.
9. MARKETING MANAGEMENT
MARKETING MIX
Product
AND has followed ZARA’s strategy of showcasing fresh designs and multiple collection
throughout the year. The company, according to Forbes India, has 8-9 designers who turn out
new designs every month. Every week there is a brand meet of ADIL where different designs
and samples are showcased in front of Anita Dongre and the merchandisers.
The designs are then selected and checked for their commercial viability and then they go
into production. 9 merchandisers are employed by AND to study trends, purchasing power
and willingness of customers to spend n certain clothes and styles that work in tier 2 cities as
expectation

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opposed to the metro cities. They travel every month to various outlets to gather the customer
data and their requirements.
These merchandisers interact with the staff and discover about customer preferences and
tastes. The following case highlights this strategy in detail,“A girl in Lucknow will be willing
to spend Rs 2,000 on a pair of jeans, but Rs 1,000 for a top. The merchandisers also found out
that coloured denims, currently in vogue, had skipped the design teams’ notice, and were not
available in any of the AND stores. The data provides an insight into what designs will work
and what will not, and helps in taking decisions on the quantity of each design that should be
stocked.”
Price
The retail experts think that the mass segment today who is fashion conscious and aware
cannot afford apparel showcased in the lakme fashion week or the wills lifestyle fashion
week. So, there is a huge potential in this mass market where there are aspirants of designer
apparel. Thus, if they get a chance of getting apparel by the same designer at a much
affordable price, it is a good proposition for both the consumer and the marketer. In addition,
according to Brand expert and columnist Santosh Desai, “Indians generally have a sense of
value for money, they look at the price point and from that perspective there are many
different designers to look at in today’s market. The Indians look at affordable apparels that
have got the signature tags of these designers. Therefore we see a balance being created
between the seriousness of the designers and the price tag that comes with their signature
apparels,” he adds.
“In the case of Anita Dongre, she has originality and distinguished design that attracts the
market, also she has many brands running under one umbrella and a more than one line of
apparel,” Desai sums up.” (Mohapatra, 2012) “The budding apparel entrepreneur has
consciously kept the prices of her popular brand AND between Rs 1500 – 4000. thus the
value for money proposition and a designer tag not only suit the pocket of her various target
groups but also fill the aspirational need of the consumer.”(Desai, 2012)

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The pricing strategy of AND is very simple. It follows COST-PLUS MODEL of pricing its
goods. The firm calculates the cost of producing the product and adds on a percentage (profit)
to that price to give the selling price.
But this method although simple has two flaws:
 It takes no account of demand,
 There is no way of determining if potential customers will purchase the product at the
calculated price.
AND takes into consideration both variable and fixed costs and adds a percentage as markup.
Place
It’s the method you use to get your product or service through various distribution channels
to the ultimate purchaser or end-user – in other words, how and where the consumer buys
your product or service. It is a vitally important activity that focuses on how to reach your
target market and the:
 Location of business
 Location of target market
 How to reach target market
 Warehousing of stock
 Transportation of stock
AND operates as shop in shop format through MBOs like shopper stop, Kapsons, etc. Its also
has various standalone stores in Delhi, Mumbai, Kolkata, Pune, Chandigarh and many other
cities. “While established designers such as Komal Sood and Dev R Nil cater even to those
not so conversant with designer labels, Anita Dongre’s stand-alone venture, AND, seems to
have found its own space in the hearts and mind of the Kolkatan. Dongre, a Mumbai-based
designer, has created a special line for her Kolkata customers: “AND was retailing for
Pantaloons much before we opened our first stand-alone store at Mani Square”. The response
was so encouraging that we “decided to open an exclusive store”, says Dongre.” (Sen, 2008)
AND EBOs in Delhi:
Table 10. Stores in Delhi
Ground Floor, DLF Place, First Floor,

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Saket,
New Delhi.
Tel: 011 32325452
Pacific Mall,
Near Subash Garden Metro,
Rajouri,
New Delhi
Second Floor, Ambience Mall,
Nelson Mandela Road,
Near DLF Emporio Mall,
Vasant Kunj, Delhi 110070.
Tel: 011 32990367
Main Market,
Kamla Nagar,
New Delhi.
AND has its stores around the nation now. All the major shopping areas in Delhi and other
places AND has already targeted. It looks forward to opening of more stores across the nation
in all tier1 and tier 2 cities where the purchasing power actually lay. Not only is the actual
space covered, but AND has its presence trough SIS formats in various MBOs. It also retails
through the company website and quiet often is seen on sale on e-commerce websites
including fashionandyou.com, 99labels, etc.
The distribution channel of AND is also strategized accordingly. The company has also
gained in raw material procurement efficiency with increasing size. In H1, FY 2013 the
depreciating rupee put pressure on margins as fabric for the “AND” brand is largely imported
from China. The company to dedicated factories located in Mumbai and Jaipur and
Ahmedabad outsources the stitching and embroidery activity. Typically the western wear
brand “AND” is outsourced in Mumbai and from Mumbai the merchandise is packed and
dispatched to various other cities in India.
Promotion
“While everyone knows her as a fashion biggie, many follow her on Facebook as well. With
about 14000 fans she has certainly kept her audience engaging by giving them tit bits of her
fashion, photos and videos before anyone else. Not a lot of engagement in terms of any
freebies or giveaways, but certainly keeps her fans engaged by letting them know what’s

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happening around the brand. Besides that, they certainly need to talk a lot more besides just
showcasing their brand.”
The two brands account to up to 96% of the company’s gross sales, with the balance coming
in from the couture segment. The company did not involve into much promotion until FY
2011, but lately they have increased their spending with the increase in their sales and
revenue.
MARKET DOMINANCE STRATEGY
Typically there are four types of market dominance strategies that a marketer will consider:
There are market leader, market challenger, market follower, and market nicher.
AND is a market challenger based on the following characteristics:
 Assess the strength of the target competitor: AND follows the ZARA model religiously.
 Choose only one target at a time: AND’s present target is to open more stores in tier 1 and
tier 2 cities.
 Launch the attack on as narrow a front as possible. Whereas a defender must defend all
their borders, an attacker has the advantage of being able to concentrate their forces at one
place: AND has introduced fair trade cotton apparel and has also segmented its target
group definitively. AND tries to attack as silently as possible. Since it has defined its
segment group so loudly, so most of the competitors don’t feel it to be an attacker,
whereas it is.
 Discounting or price-cutting: AND goes on seasonal discounts, but that is not AND’s
business model.
 Product line extensions: AND has extended its line of late.
 New product introduction: AND MAN
 Increase product quality: LAVISCOSE, SHOP FOR CHANGE
 Improve and intensify promotional activity: since 2011, the promotion has taken front
seat, after relative increase in sales and revenue.
INTEGRATED MARKETING COMMUNICATION: PORMOTIONPLAN
“Integrated marketing communication (IMC) is an approach to brand communications where
the different modes work together to create a seamless experience for the customer and are
presented with a similar tone and style that reinforces the brand’s core message. Its goal is to
make all aspects of marketing communication such as advertising, sales promotion, public
relations, direct marketing, personal selling, online communications and social media work

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together as a unified force, rather than permitting each to work in isolation, which in turn
maximizes their cost effectiveness.” (Clow, 2006)
Advertisement
AND uses various marketing tools such as electronic, print, outdoor, direct and personalized,
social and affiliate marketing.
AND would like to go in tandem with the technology – social media will be one of our major
marketing tools in the future with mobile apps and e mailers which will be more personalized
and targeted.
Sales Promotion
The brand interacts with its customer by offering schemes and gift vouchers through its
online site. They offer additional 5% discount to customers who buy goods worth Rs. 15000
and more. People can also send gift vouchers through the site to their friends, family and
business associates. Gift vouchers are a perfect present solution when one can’t find the right
gift or is short of time.
AND uses various marketing tools such as electronic, print, outdoor, direct and personalized,
social and affiliate marketing to interact with the consumers.
AND would like to go in tandem with the technology – social media is one of the major
marketing tools, and in the future with mobile apps and e -mailers which will be more
personalized and targeted.
The brand interacts with its customer by offering schemes and gift vouchers through its
online site. They offer additional 5% discount to customers who buy goods worth Rs. 15000
and more. People can also send gift vouchers through the site to their friends, family and
business associates. Gift vouchers are a perfect present solution when one can’t find the right
gift or is short of time.
Social Media
Facebook and twitter have been used as a communication tool since 2009. Below is the
analysis of the Facebook page ‘stylebyand’.

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3. stylebyand,
www.facebook.com

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4. stylebyand,
www.facebook.com
AND joint the Facebook page in 2009, December. When the page was formed it only had
random updates of sales and offers with stock update pictures. The communication was
simple and to the point. It could not engage the audience and neither could it create a buzz.
But gradually with the passage of time, the AND page seems to have gained momentum.
Anything that relates to AND is posted there. Unrelated posts such as hair styling and make
up are also posted to give the audience something new before they forget about AND.
Customers have become active switchers now a days due to a flood of competitive brands in
the market. Thus it gets all the more important for AND to hold on its customers tight by
putting such posts that invite feedbacks and responses.
11. BRANDING
BRAND PRISM

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Brand Prism for AND:
Table 11. Brand Prism for AND
CAPABILITIES:
Fashionable and comfortable
RALLYING
CRY: fashion for
aspirational
women
PERSONALITY:
Working women,
INTERNAL CULTURES AND
VALUES:
Anticipating needs,empathy
SHARED VALUES AND
COMMUNITY:
Bridge between mass and luxury,
aspirational
NOBLE PURPOSE:
Experimental
ASPIRATIONAL SELF-IMAGE:
Self proclaimed celebrity

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BRAND EXTENTION
Brand architecture
Two of the important strategic tools: The brand-product matrix and the brand hierarchy help
to characterize and formulate branding strategies by defining various relationships among
brands and products. The brand architecture for AND is discussed with the help of the the
tools.
1. Brand productmatrix
ADIL is the parent company that has several brands under it. The following matrix defines all
the brands and their product line.
Table 12. Brand Product Matrix
BRANDS PRODUCTS
AND Apparel Jewellery Bags
GLOBAL
DESE
Apparel Jewellery Bags Footwear
ANITA
DONGRE
Apparel
GRASSROOT Apparel
INTERPRET Apparel
CLAY Gymnasium
The above matrix explains the relationship between various brands and their products. The
brand line for AND is as follows:

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Source: Kotler
 Line and category extension: Line Extensions occur when a company introduces
additional items in the same product category under the same brand name such as
new flavors, forms, colors, added ingredients, and package sizes. This is as opposed
to brand extension, which is a new product in a totally different product category.
Line extension occurs when the company lengthens its product line beyond its current
range. The company can extend its product line down-market stretch, up-market
stretch, or both ways.
Source: Kotler
AND
AND
TOPS BOTTOMS DRESSES ACCESSORIES
BAGS JEWELLERY BELTS STOLES
AND MAN
APPAREL
Leveraging
the brand
Line
extention
Stretching
the brand
vertically
up down
Category
extention
Co-branding

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AND continuously works on its line extension by introducing more and more variations in
the apparels. The category extension has been through the accessories introduction, and AND
MAN.
 Brand portfolio: AND follows the basic brand portfolio principles extremely carefully
which say:
– Maximize market coverage so that no potential customers are being ignored. All
ADIL brands have varied market targets and have covered the potential customers of
all segments through the array of brands they offer.
– Minimize brand overlap so that brands aren’t competing among themselves to gain
the same customer’s approval. All the brands have different markets so they do not
over lap each other and hence no competition among the company. AND has a
different target group and rest other brands have completely different target groups.
 Role of AND in brand portfolio:
FLANKERS CASH COW
LOW END ENTRY
LEVEL
HIGH END
PRESTIGE
AND is a cash cow along with Global Desi. “Together, AND and Global Desi, the two Pret
labels contribute to ~96% of the company’s gross sales with the balance coming in from the
couture segment. “Anita Dongre - Inter-pret” and “Grassroot” currently form a small
proportion of overall sales.” (ICRA, 2012)
2. Brand hierarchy
Table 13. Brand Hierarchy for ADIL

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Corporate Brand: The highest level of the brand hierarchy technically always involves one
brand—the corporate or company brand. For legal reasons, the company or corporate brand is
almost always present somewhere on the product or package, although it may be the case that
the name of a company subsidiary may appear instead of the corporate name. ADIL is the
corporate brand that has various other brands under it.
Family Brand: At the next-lower level, a range / family brand is defined as a brand that is
used in more than one product category but is not necessarily the name of the company or
corporation itself.
Individual brand: An individual/ product line brand is defined as a brand that has been
restricted to essentially one product category, although it may be used for several different
product types within the category. AND and Global Desi have vast product line and category
and so are identified as Individual brands.
BRAND
HIERARCHY
Corporate brand
Family brand
Individual brand
Modifier
BRAND
HIERARCHY
ADIL
-
AND, Global Desi,
Interpret,
Timeless, Anita
Dongre, Grassroot
-

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Modifiers: A modifier is a means to designate a specific item or model type or a particular
version or configuration of the product.
BCG matrix
AND is a STAR according to the BCG matrix. A star is a unit with a high market share in a
fast-growing industry. The hope is that stars become the next cash cows. Sustaining the
business unit's market leadership may require extra cash, but this is worthwhile if that's what
it takes for the unit to remain a leader. When growth slows, if they have been able to maintain
their category leadership stars become cash cows, else they become dogs due to low relative
market share. AND is a part of a rapidly growing industry in India and it even has a medium-
high market share for now. If the brand carefully strategizes its growth then it might become
a cash cow. But if the FDI or other factors play a toll on it then it would soon turn into dog,
which means that the company will have to divest as per the BCG strategies.
Being a star, AND should adopt one of the following strategies:
 BUILD
 HOLD
ANSOFF matrix for AND: GROWTHSTRATEGY

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Market Penetration: Market penetration is the easiest way to grow in an expanding market.
However, it becomes more difficult as the market matures and competition increases. The
obvious step is to increase advertising or add more sales people to increase
sales. Alternatively, AND can win business from competitors through competitive pricing,
discounting, vouchers or other offers. AND can also boost sales by providing additional
incentives to sales staff through commissions, bonuses or other reward schemes or by
introducing customer loyalty schemes.
Market Development: Market development is a riskier strategy and is most appropriate for
AND where the core competence is the product. One way to develop the market is to
introduce new sales and distribution channels. The most obvious example is to move online
and use the Internet to promote and sell products. But markets can also be developed through
more traditional means such as developing a strategic partnership with a business that already
operates in the target market. Setting up shops, warehouses or offices in the target areas can
develop new geographical markets.

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Product diversification: She is also heading towards the next big challenge: AND Men have
just been launched. Very few designers are able to snag both genders. Diversification is the
most risky strategy since it involves two unknowns: new products with unknown
development problems and new markets with unknown characteristics. But it can offer the
best potential for growth.
source: www.andindia.com
The most common way for a business to diversify is to develop new products that take
advantage of the core competencies of the organization. Alternatively, a business can
diversify by acquiring another business that operates in a separate market.
Product Development: AND should adopt product development by developing new and
improved products for the present market. Since AND is a brand that caters to a defined
segment of women, so it needs to concentrate on new product development. More
investments should be made in research and customer’s expectations and demands should be
monitored. Developing new products for an existing market is also more risky than market
penetration. It is often most appropriate where the strength of the business lies in its
relationship with customers.
An alternative growth strategy is to start to carry out activities further back up the supply
chain, so distributors may add warehousing, wholesaling or even importing activities that
increase the scale of the business while maintaining the same customer base.
12.COMPETITIVE ANALYSIS
COMPETITORS

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5. www.forbesindia.com
When asked the respondents in the questionnaire as to where did they shop if not AND, they
chose Zara, Mango, Vero moda, Forver21. The details are as follows:
Table 14. Competitors for AND according to the survey
BRANDS FREQUENCY %
MANGO 6 25
ZARA 8 33.33333333
FOREVER 21 6 25
REMANIKA 2 8.333333333
VERO MODA 6 25
The above chosen brands are direct competitors for AND owing to the merchandise and the
price range. Their target group is also similar. And thus ZARA poses to be the number 1
competitor for AND. Even AND submits to it and have adopted the Zara model of fast
fashion. They come out with new merchandise every 15 days. Though the brand philosophy
is different and so are the designs, but since they target the same group with a similar price
range, so ZARA poses to be a serious threat to AND. AND is the only designer brand to have
survived tuff foreign competition in India.
Table 15. AND and competitors
N Mean Std. Deviation
PREFERENCE for AND student 2 2.00 .000

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working 20 2.15 1.268
self employed 8 2.88 1.553
Total 30 2.33 1.322
preference for zara student 2 1.00 .000
working 20 2.85 1.348
Total 30 2.80 1.518
preference for promod student 2 4.50 .707
working 20 3.15 1.348
Total 30 3.20 1.324
preference for forever 21 student 2 4.50 .707
working 20 3.30 1.418
Total 30 3.23 1.382
preference for vero moda student 2 3.00 .000
working 20 3.55 1.432
Total 30 3.43 1.357
COMPETITIVE STRATEGIES
ADIL is the parent company, which has various brands under its name. AND is one such
brand that caters to the aspirational needs of a consumer. With so many different brands,
Dongre makes sure that she establishes her feet in all the market segments. To make her
brand visible, she not only sales through exclusive retail outlets, but also through the brand
website, e-commerce, pantaloons, shopper stop, Lifestyle and Central. Considering ZARA to
be a strong competitor, AND comes up with new collection every 15 days. It keeps on
rotating old and creating new merchandise to keep the costumers engaged. AND introduced
organic cotton clothes last year before any other competitor thought of it. It is also affiliated
to SHOP FOR CHANGE.
AND follows PUSH-PULL model. Sales are anticipated in advance and merchandise is
launched for each season in the stores.
Supply chain strategy
 Efficiency strategy
 Responsiveness strategy

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Credit: Dr. Ramesh
Porter’s generic strategy
Porter simplifies the competitive strategies by reducing them down to the three best
strategies. They are cost leadership, differentiation, and market segmentation. Market
segmentation is narrow in scope while both cost leadership and differentiation are relatively
broad in market scope.
TABLE 16. PORTER’S GENERIC STRATEGY
NARROW
MARKET
SCOPE
SEGMENTATION
Competitive
Strategy
Supply Chain
Strategy
efficiency responsiveness
logical drivers
facilities
information
Inventory
sourcing
Transportation
Pricing
Cross Functional Drivers

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BROAD
MARKET
SCOPE
DIFFERENTIATION COST
LEADERSHIP
UNIQUENESS
COMPENTENCY
LOW COST
COMPETENCY
PORTER’S GENERIC STRATEGY: AND
Combining a market segmentation strategy with a product differentiation strategy is an
effective way of matching AND’s product strategy (supply side) to the characteristics of
AND’s target market segments (demand side) is the model that AND uses. The product
differentiation strategy has two models:
Shareholder value Model
Unlimited resource Model.
AND follows the shareholder value mode that the timing and the use of specialized
knowledge can create a differentiation advantage as long as the knowledge remains unique.
Dongre is the creative head and also a designer, which brings in the unique selement in AND.
This model suggests that customers buy products or services from an organization to have
access to its unique knowledge. AND being a premium brand and a designer wear brings
along with it the uniqueness of the brand and therefore the shareholder value model get
implemented.
13. BUSINESS UNIT STRATEGIC PLANNING
Table 17. SITUATION ANALYSIS – SWOT
Strength:
 Vast experience of the promoters in the fashion
industry, their expertise in designing aided by a
professional management team
 Established brand presence in “prêt” segment for
women’s fashion garments; diversified presence
both in western wear segment through its flagship
brand, “AND” and in ethnic /Indo-western wear,
through “Global Desi” brand
 Comfortable financial profile of the company as
reflected in moderate gearing, healthy return on
capital employed and adequate coverage indicators
 Fabrics, one of AND’s main strengths. Her father
Weakness:
 Increased capital expenditure expected to
maintain marginal pressure on the debt
metrics < high financial risk>
 Working capital intensive nature of the retail
business
 Moderate scale of operations, ability to
replicate working capital and operating
efficiency at a larger scale remains to be seen
 Churning out fresh designs every month to
more than 85 stores and more than 270
points of sale is quite a challenge.

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was a manufacturer of children’s clothes, and guided
her on who and where to source it from
Opportunity
 Growth prospects<industry growth> remain buoyant
for the women’s wear market, both for the branded
ethnic wear segment as well as the western wear
market which has seen strong growth; organized
retail market remains under penetrated in the
women’s wear category
Threats
 Profitability vulnerable to rising raw material
prices, managing real costs remains a
challenge
 Competition from various established
foreign as well as national & local regional
brands; aggressive discounting by competing
brands could affect the industry’s prospects
 Sales vulnerable to changing tastes and
preferences which vary across states and
fashion trends that change fast; inventory
remains susceptible to markdowns in case of
a sharp demand slowdown
 Although its logistics and distribution is
running smoothly at present, it might pose
problems as AND scales up.
14. PRODUCT LIFE CYCLE
Product life cycle is the stages through which a product or its category bypasses. From its
introduction to the marketing, growth, maturity to its decline or reduce in demand in the
market. Not all products reach this final stage, some continue to grow and some rise and fly
to the cloud.

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According to my research I conclude that AND is on its growth Stage as per the parameters
in the above diagram.
PRODUCT LIFE CYCLE FOR AND
A company’s positioning and differentiation strategy must change as the product, market and
competitors change over the product life cycle, to say that a product life cycle has a life cycle
is to assert four things:
1) Products have a limited life
2) Product sales pass through distinct stages, each posing different challenges opportunities
and problems to seller
3) Profits rise and fall at different stages of the product life cycle
4) Products require different marketing, financial, manufacturing, purchasing, man power
strategies in each life cycle. (Kotler pg no.291)

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AND: growth stage
Growth comes with the acceptance of the innovation in the market and profit starts to flow.
As the monopoly still exists companies can experiment with new ideas and innovation in
order to maintain the sales growth. This stage is the best time to introduce new effective
products in the market thus creating an image in the product class in the presence of its
competitors who try to copy or improve the product and present it as a substitute. The Growth
stage is where the product starts to grow.
In this stage a very large amount of money of AND is spent on advertising. They are
concentrating on telling the consumer how much better their product is than the competitors'
products. They use TV and radio commercials, magazine and newspaper ads, or word-of-
mouth. If AND is successful with the advertising strategy then they will see an increase in
sales. Once the sales begin to increase, share of the market will stabilize.
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Sujata (2013) Malls fail to draw footfall-survey - Apparel - news - Fashion News India, jobs,
network, apparel, business. [online] Available at:
http://www.fashionunited.in/news/apparel/malls-fail-to-draw-footfall-survey-080120134776
Sujata (2012) AND’s limited edition dress festival starts tomrrow - Apparel - news - Fashion
News India, jobs, network, apparel, business. [online] Available at:
http://www.fashionunited.in/news/apparel/ands-limited-edition-dress-festival-starts-tomrrow-
291120124611 [Accessed: 24 Mar 2013].
Sujata (2012) Anita Dongre’ men’s line unveiled - Apparel - news - Fashion News India,
http://www.fashionunited.in/news/apparel/anita-dongre-mens-line-unveiled-210520123631
Sujata (2010) Dongre ups Mumbai’s fashion quotient - Trends - news - Fashion News India,
http://www.fashionunited.in/news/trends/dongre-ups-mumbais-fashion-quotient-
201220101486 [Accessed: 24 Mar 2013].

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Sujata (2012) Designer Wear: Affordability, corporatisation success mantra - Fashion - news
- Fashion News India, jobs, network, apparel, business. [online] Available at:
http://www.fashionunited.in/news/fashion/designer-wear-affordability-corporatisation-
success-mantra-280320123352 [Accessed: 24 Mar 2013].
Sujata (2013) Malls fail to draw footfall-survey - Apparel - news - Fashion News India, jobs,
network, apparel, business. [online] Available at:
http://www.fashionunited.in/news/apparel/malls-fail-to-draw-footfall-survey-080120134776
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Suicides - there is a link ! Shop for Change. [online] Available at:
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farmer.html [Accessed: 24 Mar 2013].
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ANNEXURES
QUESTIONAIRE -1
Reliability Statistics for
the questionaire
Cronbach's
Alphaa
N of
Items
-10.725 20
a. The value is negative
due to a negative average
covariance among items.
This violates reliability
model assumptions. You
may want to check item
codings.
1. What is your age group?
 Below 16

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 16-25
 25-35
 35-45
 Above 45
2. What is your gender?
 Male
 Female
3. What is your work status?
 Student
 Working
 Self-employed
 Retired
Others please specify...................................
4. Are you aware of the fashion brand - AND?
 Yes
 No
5. How did you hear about AND?
 Television
 Print media
 Social media
 Word-of-mouth
Others please specify...................................
6. How often do you shop from AND?
 Weekly
 Monthly
 Once in six months
 Never
7. Why do you prefer AND over any other brand?

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 Designs
 Fit
 Quality
 Price
8. What category of merchandize do you generally purchase from AND?
 Clothing
 Bags
 Shoes
 Accessories
9. AND in your opinion is (Rate your preference):
Fashionable Non- fashionable
Expensive Affordable
Excellent Poor quality
quality
Party wear Casual wear
10. Where do you prefer purchasing AND products?
 Retail outlets
 Online
 EBOs like Shopper stop, lifestyle, etc
Others please specify.........................................................
11. How do find the overall experience of shopping from AND?
 Very good
 Good
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7

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 Average
 Bad
 Very bad
12. How likely are you to shop at AND in the next 3 months?
 Very likely
 Likely
 Maybe
 Unlikely
 Very unlikely
13. Rate your preference on a scale of 1 to 5 for each of the brands listed below:
 AND
 Zara
 Promod
 Forever21
 Vero Moda
QUESTIONAIRE -2
Perceptions The following statements relate to your feelings about the particular
bank you have chosen. Please show the extent to which you believe
this bank has the feature described in the statement. Here, we are
interested in a number from 1 to 7 that shows your perceptions about
the bank.
You should rank each statement as follows:
Strongly Strongly
Disagree Agree
1 2 3 4 5 6 7

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Statement Score
1. The bank has modern looking equipment.
2. The bank's physical features are visually appealing.
3. The bank's reception desk employees are neat appearing.
4. Materials associated with the service (such as pamphlets or
statements) are visually appealing at the bank.
5. When the bank promises to do something by a certain time, it
does so.
6. When you have a problem, the bank shows a sincere interest
in solving it.
7. The bank performs the service right the first time.
8. The bank provides its service at the time it promises to do so.
9. The bank insists on error free records.
10. Employees in the bank tell you exactly when the services will
be performed.
11. Employees in the bank give you prompt service.
12. Employees in the bank are always willing to help you.
13. Employees in the bank are never too busy to respond to your
request.
14. The behaviour of employees in the bank instils confidence in
you.
15. You feel safe in your transactions with the bank.
16. Employees in the bank are consistently courteous with you.
17. Employees in the bank have the knowledge to answer your

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Statement Score
questions.
18. The bank gives you individual attention.
19. The bank has operating hours convenient to all its customers.
20. The bank has employees who give you personal attention.
21. The bank has your best interests at heart.
22. The employees of the bank understand your specific needs.
QUESTIONAIRE -3
Expectations This section of the survey deals with your opinions of banks. Please
show the extent to which you think banks should posses the following
features. What we are interested in here is a number that best shows
you expectations about institutions offering banking services.
You should rank each statement as follows:
Strongly Strongly
Disagree Agree
1 2 3 4 5 6 7
Statement Score
1. Excellent banking companies will have modern looking
equipment.
2. The physical facilities at excellent banks will be visually
appealing.

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Statement Score
3. Employees at excellent banks will be neat in their appearance.
4. Materials associated with the service (pamphlets or
statements) will be visually appealing at an excellent bank.
5. When excellent banks promise to do something by a certain
time, they do.
6. When a customer has a problem, excellent banks will show a
sincere interest in solving it.
7. Excellent banks will perform the service right the first time.
8. Excellent banks will provide the service at the time they
promise to do so.
9. Excellent banks will insist on error free records.
10. Employees of excellent banks will tell customers exactly
when services will be performed.
11. Employees of excellent banks will give prompt service to
customers.
12. Employees of excellent banks will always be willing to help
customers.
13. Employees of excellent banks will never be too busy to
respond to customers' requests.
14. The behaviour of employees in excellent banks will instil
confidence in customers
15. Customers of excellent banks will feel safe in transactions.
16. Employees of excellent banks will be consistently courteous
with customers.

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Statement Score
17. Employees of excellent banks will have the knowledge to
answer customers' questions.
18. Excellent banks will give customers individual attention.
19. Excellent banks will have operating hours convenient to all
their customers.
20. Excellent banks will have employees who give customers
personal service.
21. Excellent banks will have their customers' best interest at
heart.
22. The employees of excellent banks will understand the specific
needs of their customers.
CONSUMER DILO

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