The document discusses FDI in the Indian retail industry. It begins with definitions of FDI and reasons why countries pursue it. It then discusses the global and Indian retail scenarios, noting countries that allow 100% FDI in multi-brand retail. Major retailers in India like Pantaloon are introduced, and retail formats are defined. The document also discusses views on the impact of allowing FDI in multi-brand retail in India, including potential job creation but also threats to small retailers. Government policies on FDI in retail over time are also summarized.
This document provides an overview of the retail sector in India and discusses the prospects and perils of allowing foreign direct investment (FDI) in retail. It notes that India's retail sector is highly fragmented, with over 12 million small, family-owned shops. Allowing FDI in retail could strengthen infrastructure, improve supply chains, and create jobs, but it may also negatively impact small retailers and the livelihoods of those employed in the retail sector. There is debate around whether FDI in retail will benefit farmers and consumers or hurt small businesses. The document examines both sides of the issue.
The document discusses the Indian retail industry. It defines retail as the sale of goods and services from businesses to end users. Retail is the last link between consumers and manufacturers. The retail sector in India is worth $394 billion and is one of the fastest growing in the world. However, over 96% of Indian retail is still unorganized. The document outlines the history and evolution of retail in India from early barter systems to modern formats like supermarkets and malls. Key factors driving growth in the organized retail sector are also discussed.
This document analyzes the SWOT of allowing foreign direct investment in India's retail sector. Currently, FDI is allowed for cash and carry wholesale and single brand retail up to 100% with government approval. The government may now allow 51% FDI in multi-brand retail stores over 1 million people. This would organize the retail sector, increase competition, quality control and infrastructure development while bringing in foreign capital. However, political support and global economic conditions remain threats. Overall FDI could benefit India's retail sector which currently contributes significantly to GDP but is unorganized with low productivity.
The unorganized retail sector in India consists of small family-run shops and accounts for over 95% of retail in the country. It is characterized by traditional low-cost retailing formats and kirana stores that are convenient and offer personalized service. However, organized retail is growing with the entry of multinational companies and offering lower prices and a wider range of products. While the unorganized sector faces more competition and rising costs, it still has advantages in terms of proximity, traditional customer mindsets, and relationships.
- The Indian retail market is expected to reach $1.3 trillion by 2020 from $672 billion in 2016 growing at a CAGR of 7.74%.
- Organized retail is expected to account for 24% of the overall retail market by 2020 compared to 8% in 2015.
- Food and grocery accounts for the largest share (66%) of retail revenues in India followed by apparel (8.7%).
The document discusses foreign direct investment (FDI) in retail in India. It outlines the organized and unorganized sectors of retail in India. The organized retail sector is nascent, while the unorganized sector employs over 12 million people and accounts for over 10% of India's GDP. Allowing FDI in retail could help address issues like supply chain inefficiencies, but there are concerns it may negatively impact small retailers and farmers. The document analyzes arguments for and against FDI before cautiously concluding that India should allow up to 51% FDI in multi-brand retail.
- The Indian retail market is one of the fastest growing markets in the world and is projected to grow from $672 billion in 2017 to $1,200 billion by 2021.
- Modern retail is also expanding rapidly, expected to grow from $13.51 billion in 2016 to $26.67 billion in 2019.
- Online retail sales are also growing quickly, projected to increase from $17.8 billion in 2017 to $32.7 billion in 2018.
This document provides an overview of the retail sector in India and discusses the prospects and perils of allowing foreign direct investment (FDI) in retail. It notes that India's retail sector is highly fragmented, with over 12 million small, family-owned shops. Allowing FDI in retail could strengthen infrastructure, improve supply chains, and create jobs, but it may also negatively impact small retailers and the livelihoods of those employed in the retail sector. There is debate around whether FDI in retail will benefit farmers and consumers or hurt small businesses. The document examines both sides of the issue.
The document discusses the Indian retail industry. It defines retail as the sale of goods and services from businesses to end users. Retail is the last link between consumers and manufacturers. The retail sector in India is worth $394 billion and is one of the fastest growing in the world. However, over 96% of Indian retail is still unorganized. The document outlines the history and evolution of retail in India from early barter systems to modern formats like supermarkets and malls. Key factors driving growth in the organized retail sector are also discussed.
This document analyzes the SWOT of allowing foreign direct investment in India's retail sector. Currently, FDI is allowed for cash and carry wholesale and single brand retail up to 100% with government approval. The government may now allow 51% FDI in multi-brand retail stores over 1 million people. This would organize the retail sector, increase competition, quality control and infrastructure development while bringing in foreign capital. However, political support and global economic conditions remain threats. Overall FDI could benefit India's retail sector which currently contributes significantly to GDP but is unorganized with low productivity.
The unorganized retail sector in India consists of small family-run shops and accounts for over 95% of retail in the country. It is characterized by traditional low-cost retailing formats and kirana stores that are convenient and offer personalized service. However, organized retail is growing with the entry of multinational companies and offering lower prices and a wider range of products. While the unorganized sector faces more competition and rising costs, it still has advantages in terms of proximity, traditional customer mindsets, and relationships.
- The Indian retail market is expected to reach $1.3 trillion by 2020 from $672 billion in 2016 growing at a CAGR of 7.74%.
- Organized retail is expected to account for 24% of the overall retail market by 2020 compared to 8% in 2015.
- Food and grocery accounts for the largest share (66%) of retail revenues in India followed by apparel (8.7%).
The document discusses foreign direct investment (FDI) in retail in India. It outlines the organized and unorganized sectors of retail in India. The organized retail sector is nascent, while the unorganized sector employs over 12 million people and accounts for over 10% of India's GDP. Allowing FDI in retail could help address issues like supply chain inefficiencies, but there are concerns it may negatively impact small retailers and farmers. The document analyzes arguments for and against FDI before cautiously concluding that India should allow up to 51% FDI in multi-brand retail.
- The Indian retail market is one of the fastest growing markets in the world and is projected to grow from $672 billion in 2017 to $1,200 billion by 2021.
- Modern retail is also expanding rapidly, expected to grow from $13.51 billion in 2016 to $26.67 billion in 2019.
- Online retail sales are also growing quickly, projected to increase from $17.8 billion in 2017 to $32.7 billion in 2018.
This document provides a SWOT analysis of the retail industry in India. It identifies several strengths, including a large purchasing power from the emerging middle class, favorable population demographics, and low retail penetration compared to other countries. Weaknesses include political and regulatory uncertainty, poor infrastructure, and low conversion rates. Opportunities exist in developing digital strategies, rural retailing, and taking a customer-centric approach. Threats include the availability and cost of real estate, high employee attrition rates, and an underdeveloped shopping culture.
What's the big fuss about FDI in Indian Retail Industry? Single brand and multi brand retailing being opened up in India. What are the pros and cons of FDI..?
1) The document discusses foreign direct investment (FDI) in the retail sector in India, including the types of retail (single brand, multi-brand), current FDI policies that allow up to 100% in single brand and 51% in multi-brand retail, and the impacts of FDI in retail such as increased competition and quality/variety of products.
2) It also outlines trends in FDI, including growth in specialty retail stores, the continued dominance of unorganized traditional retail, and expansion in smaller cities and towns.
3) FDI provides benefits to India like access to markets and technology, but India must also develop infrastructure and skills to encourage investment and benefit from it.
The document discusses the retail industry in India, comparing the organized and unorganized sectors. It notes that the organized sector makes up only 3% of the market currently but is growing at 35% annually compared to 6% for the unorganized sector. Some of the large players in the Indian organized retail sector are discussed, along with trends in the industry such as rising incomes and urbanization driving growth. The recruitment process for organized retail companies and the role of placement consultants is also summarized.
The document discusses the retail industry in India. It notes that organized retail makes up only 3% of the Indian retail market currently. However, there is significant growth opportunity as per capita retail space and spending is much lower in India than other countries like the US. The recent move to allow 51% FDI in single-brand retail has opened up opportunities for international brands to enter the Indian market. Overall, India remains a vastly untapped market for organized and large-format retail.
FDI in retail has the potential to benefit consumers through more choices, lower prices, and improved quality and supply chain efficiency. However, there are also risks like job losses for small retailers and increased competition. India's retail sector is currently dominated by unorganized and family-run small shops. The document discusses the various formats through which FDI can enter India like franchises, wholesale trading, and manufacturing subsidiaries. It also provides an overview of the growth prospects and impact of organized retail on the Indian economy. While FDI can boost investment and infrastructure, policymakers will need to ensure a level playing field for domestic retailers as well.
The Indian retail sector is growing rapidly due to rising incomes and quality of life in urban areas. While foreign investment is restricted, domestic retailers and foreign investors are eager to enter the market. Various retail formats from other countries are being adopted in India. The industry is analyzed using PEST and Porter's Five Forces. Organized retail is booming but traditional stores still dominate. The future of the sector looks promising as India has a large population and expanding middle class with growing purchasing power.
FDI allows foreign investment in retail in India. Single-brand retail allows up to 51% FDI for stores selling a single international brand. Multi-brand retail, which allows foreign stores to sell multiple brands, is currently not permitted. Organized retail makes up 3-4% of the market while 96% is unorganized. FDI could impact unorganized retailers through unfair competition but benefit organized retailers and farmers through better prices and supply chains. It may also benefit consumers through variety and quality while creating jobs. Issues around its impact still need monitoring and regulation.
The Indian retail industry has emerged as one of the fastest growing industries, accounting for over 10% of GDP. The market size is expected to reach $1.3 trillion by 2020 from $600 billion in 2015 growing at 12% annually. Modern trade is projected to expand at 20% per year. E-commerce sales are forecasted to reach $55 billion by 2018 and $220 billion by 2025. The growth is driven by rising incomes, urbanization, foreign investment, and the government's support through initiatives like GST. Both organized and unorganized retailers will need to collaborate to tap opportunities in rural markets and leverage digital channels.
Second appointment with the LUISS MBA Part-Time students, to talk about Fast Moving Consumer Goods Industry, one of the most dynamic and biggest in the world: an enormous global market made up of very famous brands that we use every day, distribute everywhere in the world. A safety bet, even in recession times, such these last years, because the demand for this kind of brands doesn’t fall...!
A world where also career is fast: where you immediately start to think bigger and better, to manage a big amount of money, to cover heavy responsibility and work on big project. that can influence the consumer’s habits and choice.
At the end of the lessons some important top managers of FMCG, joint us in a very impactful and insight roundtable to share their experiences and to answer to student’s questions and curiosities.
Prospects and challenges of retail sector in india copyPreeti Gulati
The document discusses the prospects and challenges facing the retail sector in India. It notes that retail is one of India's largest industries, contributing 12% to GDP. However, the sector also faces several challenges including positioning products and services for the Indian market, finding suitable store locations, determining the best store formats, and developing skilled manpower. Allowing foreign direct investment in multi-brand retail could help address infrastructure and supply chain issues but may also increase competition for domestic retailers.
The document discusses FDI in Indian retail and its implications. It provides background on the large size and growth of Indian retail market. While the government currently allows only single-brand retail FDI, there is debate around fully allowing multi-brand FDI. Proponents argue it could improve supply chains and lower prices. Opponents argue it may displace small retailers. The document recommends a gradual opening to FDI along with support for domestic players and regulations to address issues like predatory pricing.
FDI in retail refers to foreign investment in the retail sector of India. The document discusses the various forms of FDI in retail in India - single brand retail allowing up to 51% FDI, cash and carry wholesale allowing 100% FDI, and multi-brand retail which is currently not allowed. It also outlines the debates around the benefits and criticisms of allowing FDI in retail, such as job creation but also threats to small retailers. Overall, it examines both sides of the issue and suggests there are difficult questions for policymakers to address around how best to leverage FDI while supporting domestic industries and employment.
The document discusses the retail industry in India. It provides definitions and outlines the evolution of retail in India from traditional stores to modern organized retail and e-commerce. Some key points covered include that retail accounts for 14-15% of India's GDP and employs 8% of the workforce. While 92% of retail remains unorganized and local, organized retail is growing rapidly at 8% of the market. The retail industry in India provides many opportunities but also faces challenges such as lack of infrastructure and financing.
The document discusses the Indian retail sector. It outlines the evolution of retail in India from barter systems to modern organized retail chains and malls. It also discusses key players in the Indian retail space, factors driving growth in the sector, challenges faced, and strategies adopted by major retailers like Kishore Biyani to succeed in India.
This document summarizes a case study on the organized Indian retail sector. It covers topics like the significance of the Indian organized retail sector, the background of Indian retail, examples of organized retail in other countries, and the competitive environment in the Indian retail sector. The case study analyzes factors influencing the success of organized retailers in India using Porter's Five Forces model. It concludes that the Indian retail market poses unique challenges compared to other countries and organized retailers must adapt to local conditions to gain competitive advantage.
India is the country having the most unorganized retail market.
The contribution of retail industry to India’s GDP is more than 13%.
More than 99% retailer’s function in less than 500 square feet of shopping space.
India's retail sector is on its way of modernization. Traditional markets are making way for new formats such as departmental stores, supermarkets and specialty stores.
With the growth in income levels, Indians have started spending more on health and beauty products.
India's retail sector is estimated to touch US$ 833 billion by 2013 and US$ 1.3 trillion by 2018.
The document discusses the fast moving consumer goods (FMCG) sector in India. It notes that major players in India include Hindustan Unilever Ltd., ITC, Nestle India, and others. Historically, these companies faced less competition and were able to charge premium prices. However, with economic liberalization over the last decade, the FMCG market has become more competitive. The document provides an overview of the market size and growth of various FMCG sub-sectors in India like personal care, food and beverages. It also discusses the strengths, weaknesses, opportunities and threats facing the Indian FMCG industry.
The document discusses a study on the comparative profitability drivers of Indian retail industry formats and the challenges faced by unorganized retailers. It provides details on the objectives, scope, and methodology of the study, which involves analyzing customer flow, revenue per customer, and stock value at various organized retail stores like Vishal Mega Mart, Big Bazaar, and Lifestyle. The study aims to understand the key factors driving profits in the Indian organized retail industry and issues impacting unorganized retailers.
This brief ppt is based on the provisions of sec 135 of Indian companies act 2013 as applicable towards CSR Corporate Social Responsibility on Companies in India.
1) The document outlines the key provisions around corporate social responsibility (CSR) as mandated by Section 135 of the Indian Companies Act of 2013. It requires companies meeting certain criteria to spend 2% of their net profits on CSR activities specified in Schedule VII of the Act.
2) The Act requires companies to form a CSR committee and approve a CSR policy. The board is responsible for ensuring CSR activities are undertaken as outlined in the policy and spend targets are met. Qualifying CSR activities are in areas such as poverty reduction, education, healthcare, environment and more.
3) Details are provided around formulating a CSR policy, modes of implementation, eligible vs. non-eligible activities, reporting requirements and penalties for non
Fdi in indian retail sector a s.w.ot analysisSiddharth Ray
This document discusses FDI in the Indian retail sector through a SWOT analysis. It begins by defining FDI and the types of retail under consideration: single brand and multi brand. It then outlines the strengths of FDI policy, such as employment growth, better prices for farmers and consumers, and large market opportunities. The weaknesses, opportunities and threats of FDI are also examined, such as threats to small retailers and the need to target all consumer segments. The conclusion calls for protecting small retailers, discussing pros and cons of multi brand retail, and using FDI to control inflation.
This document provides a SWOT analysis of the retail industry in India. It identifies several strengths, including a large purchasing power from the emerging middle class, favorable population demographics, and low retail penetration compared to other countries. Weaknesses include political and regulatory uncertainty, poor infrastructure, and low conversion rates. Opportunities exist in developing digital strategies, rural retailing, and taking a customer-centric approach. Threats include the availability and cost of real estate, high employee attrition rates, and an underdeveloped shopping culture.
What's the big fuss about FDI in Indian Retail Industry? Single brand and multi brand retailing being opened up in India. What are the pros and cons of FDI..?
1) The document discusses foreign direct investment (FDI) in the retail sector in India, including the types of retail (single brand, multi-brand), current FDI policies that allow up to 100% in single brand and 51% in multi-brand retail, and the impacts of FDI in retail such as increased competition and quality/variety of products.
2) It also outlines trends in FDI, including growth in specialty retail stores, the continued dominance of unorganized traditional retail, and expansion in smaller cities and towns.
3) FDI provides benefits to India like access to markets and technology, but India must also develop infrastructure and skills to encourage investment and benefit from it.
The document discusses the retail industry in India, comparing the organized and unorganized sectors. It notes that the organized sector makes up only 3% of the market currently but is growing at 35% annually compared to 6% for the unorganized sector. Some of the large players in the Indian organized retail sector are discussed, along with trends in the industry such as rising incomes and urbanization driving growth. The recruitment process for organized retail companies and the role of placement consultants is also summarized.
The document discusses the retail industry in India. It notes that organized retail makes up only 3% of the Indian retail market currently. However, there is significant growth opportunity as per capita retail space and spending is much lower in India than other countries like the US. The recent move to allow 51% FDI in single-brand retail has opened up opportunities for international brands to enter the Indian market. Overall, India remains a vastly untapped market for organized and large-format retail.
FDI in retail has the potential to benefit consumers through more choices, lower prices, and improved quality and supply chain efficiency. However, there are also risks like job losses for small retailers and increased competition. India's retail sector is currently dominated by unorganized and family-run small shops. The document discusses the various formats through which FDI can enter India like franchises, wholesale trading, and manufacturing subsidiaries. It also provides an overview of the growth prospects and impact of organized retail on the Indian economy. While FDI can boost investment and infrastructure, policymakers will need to ensure a level playing field for domestic retailers as well.
The Indian retail sector is growing rapidly due to rising incomes and quality of life in urban areas. While foreign investment is restricted, domestic retailers and foreign investors are eager to enter the market. Various retail formats from other countries are being adopted in India. The industry is analyzed using PEST and Porter's Five Forces. Organized retail is booming but traditional stores still dominate. The future of the sector looks promising as India has a large population and expanding middle class with growing purchasing power.
FDI allows foreign investment in retail in India. Single-brand retail allows up to 51% FDI for stores selling a single international brand. Multi-brand retail, which allows foreign stores to sell multiple brands, is currently not permitted. Organized retail makes up 3-4% of the market while 96% is unorganized. FDI could impact unorganized retailers through unfair competition but benefit organized retailers and farmers through better prices and supply chains. It may also benefit consumers through variety and quality while creating jobs. Issues around its impact still need monitoring and regulation.
The Indian retail industry has emerged as one of the fastest growing industries, accounting for over 10% of GDP. The market size is expected to reach $1.3 trillion by 2020 from $600 billion in 2015 growing at 12% annually. Modern trade is projected to expand at 20% per year. E-commerce sales are forecasted to reach $55 billion by 2018 and $220 billion by 2025. The growth is driven by rising incomes, urbanization, foreign investment, and the government's support through initiatives like GST. Both organized and unorganized retailers will need to collaborate to tap opportunities in rural markets and leverage digital channels.
Second appointment with the LUISS MBA Part-Time students, to talk about Fast Moving Consumer Goods Industry, one of the most dynamic and biggest in the world: an enormous global market made up of very famous brands that we use every day, distribute everywhere in the world. A safety bet, even in recession times, such these last years, because the demand for this kind of brands doesn’t fall...!
A world where also career is fast: where you immediately start to think bigger and better, to manage a big amount of money, to cover heavy responsibility and work on big project. that can influence the consumer’s habits and choice.
At the end of the lessons some important top managers of FMCG, joint us in a very impactful and insight roundtable to share their experiences and to answer to student’s questions and curiosities.
Prospects and challenges of retail sector in india copyPreeti Gulati
The document discusses the prospects and challenges facing the retail sector in India. It notes that retail is one of India's largest industries, contributing 12% to GDP. However, the sector also faces several challenges including positioning products and services for the Indian market, finding suitable store locations, determining the best store formats, and developing skilled manpower. Allowing foreign direct investment in multi-brand retail could help address infrastructure and supply chain issues but may also increase competition for domestic retailers.
The document discusses FDI in Indian retail and its implications. It provides background on the large size and growth of Indian retail market. While the government currently allows only single-brand retail FDI, there is debate around fully allowing multi-brand FDI. Proponents argue it could improve supply chains and lower prices. Opponents argue it may displace small retailers. The document recommends a gradual opening to FDI along with support for domestic players and regulations to address issues like predatory pricing.
FDI in retail refers to foreign investment in the retail sector of India. The document discusses the various forms of FDI in retail in India - single brand retail allowing up to 51% FDI, cash and carry wholesale allowing 100% FDI, and multi-brand retail which is currently not allowed. It also outlines the debates around the benefits and criticisms of allowing FDI in retail, such as job creation but also threats to small retailers. Overall, it examines both sides of the issue and suggests there are difficult questions for policymakers to address around how best to leverage FDI while supporting domestic industries and employment.
The document discusses the retail industry in India. It provides definitions and outlines the evolution of retail in India from traditional stores to modern organized retail and e-commerce. Some key points covered include that retail accounts for 14-15% of India's GDP and employs 8% of the workforce. While 92% of retail remains unorganized and local, organized retail is growing rapidly at 8% of the market. The retail industry in India provides many opportunities but also faces challenges such as lack of infrastructure and financing.
The document discusses the Indian retail sector. It outlines the evolution of retail in India from barter systems to modern organized retail chains and malls. It also discusses key players in the Indian retail space, factors driving growth in the sector, challenges faced, and strategies adopted by major retailers like Kishore Biyani to succeed in India.
This document summarizes a case study on the organized Indian retail sector. It covers topics like the significance of the Indian organized retail sector, the background of Indian retail, examples of organized retail in other countries, and the competitive environment in the Indian retail sector. The case study analyzes factors influencing the success of organized retailers in India using Porter's Five Forces model. It concludes that the Indian retail market poses unique challenges compared to other countries and organized retailers must adapt to local conditions to gain competitive advantage.
India is the country having the most unorganized retail market.
The contribution of retail industry to India’s GDP is more than 13%.
More than 99% retailer’s function in less than 500 square feet of shopping space.
India's retail sector is on its way of modernization. Traditional markets are making way for new formats such as departmental stores, supermarkets and specialty stores.
With the growth in income levels, Indians have started spending more on health and beauty products.
India's retail sector is estimated to touch US$ 833 billion by 2013 and US$ 1.3 trillion by 2018.
The document discusses the fast moving consumer goods (FMCG) sector in India. It notes that major players in India include Hindustan Unilever Ltd., ITC, Nestle India, and others. Historically, these companies faced less competition and were able to charge premium prices. However, with economic liberalization over the last decade, the FMCG market has become more competitive. The document provides an overview of the market size and growth of various FMCG sub-sectors in India like personal care, food and beverages. It also discusses the strengths, weaknesses, opportunities and threats facing the Indian FMCG industry.
The document discusses a study on the comparative profitability drivers of Indian retail industry formats and the challenges faced by unorganized retailers. It provides details on the objectives, scope, and methodology of the study, which involves analyzing customer flow, revenue per customer, and stock value at various organized retail stores like Vishal Mega Mart, Big Bazaar, and Lifestyle. The study aims to understand the key factors driving profits in the Indian organized retail industry and issues impacting unorganized retailers.
This brief ppt is based on the provisions of sec 135 of Indian companies act 2013 as applicable towards CSR Corporate Social Responsibility on Companies in India.
1) The document outlines the key provisions around corporate social responsibility (CSR) as mandated by Section 135 of the Indian Companies Act of 2013. It requires companies meeting certain criteria to spend 2% of their net profits on CSR activities specified in Schedule VII of the Act.
2) The Act requires companies to form a CSR committee and approve a CSR policy. The board is responsible for ensuring CSR activities are undertaken as outlined in the policy and spend targets are met. Qualifying CSR activities are in areas such as poverty reduction, education, healthcare, environment and more.
3) Details are provided around formulating a CSR policy, modes of implementation, eligible vs. non-eligible activities, reporting requirements and penalties for non
Fdi in indian retail sector a s.w.ot analysisSiddharth Ray
This document discusses FDI in the Indian retail sector through a SWOT analysis. It begins by defining FDI and the types of retail under consideration: single brand and multi brand. It then outlines the strengths of FDI policy, such as employment growth, better prices for farmers and consumers, and large market opportunities. The weaknesses, opportunities and threats of FDI are also examined, such as threats to small retailers and the need to target all consumer segments. The conclusion calls for protecting small retailers, discussing pros and cons of multi brand retail, and using FDI to control inflation.
Smart Management International is a leading CSR consultancy in eastern and north eastern India that specializes in strategic CSR, business ethics, sustainability, and stakeholder engagement. They embed CSR principles into their clients' core strategies, policies, programs, and actions to add value to their businesses. Their team supports organizations that want to do the right things for the right reasons and become more powerful, accountable, engaged, and profitable. Their services include ISO 26000 gap assessments, strategy development, training, and verification of compliance.
Lasting success requires credible business practices and the prevention of such activities as fraudulent accounting and labour exploitation.
Recognition of the need for more ethically responsible business practices has seen the emergence of a strong global movement to embrace and promote the concept of social responsibility.
ISO 26000 : 2010 standard offers a definition of what it means to be a socially responsible organization and why it is important that companies adopt this position.
This document summarizes the types and motivations of foreign direct investment. It discusses inward and outward foreign direct investment, and the factors that encourage and restrict them. It also describes different types of foreign direct investments like greenfield investments, mergers and acquisitions, horizontal and vertical foreign direct investments. Finally, it outlines the main motivations for foreign direct investment, including resource seeking, market seeking, efficiency seeking and strategic asset seeking.
Impact of FDI on retail sector in IndiaKaran Tyagi
Foreign direct investment (FDI) refers to investment from one country into another country. Allowing FDI in India's retail sector could provide benefits like new technologies, capital, and management skills but may threaten small unorganized retailers. India's $250 billion retail sector is mostly unorganized but organized retail is growing at 15-20% annually. Major retailers in India include Pantaloon, Tata, Reliance, and others operating stores like Big Bazaar and Reliance Fresh. Common retail formats are mom-and-pop stores, department stores, shopping malls, e-commerce, discount stores, and vending machines.
This document summarizes a presentation on the key aspects of the Companies Act, 2013. It outlines the major changes introduced in the new Act compared to the previous Companies Act of 1956. Some notable changes include a reduction in the number of sections from 658 to 470, the introduction of new types of companies like One Person Companies and Small Companies, increased requirements for director appointments and responsibilities, more stringent compliance requirements, and an increased scope for investor protection.
The Companies Bill 2012 was passed in the Lok Sabha on 18 December 2012. The bill seeks to consolidate and improve corporate governance and further strengthen the regulations for the corporates. One of the noticeable features of the bill is introduction of the most debated concept of Corporate Social Responsibility (CSR). The attached presentation by Ms Gayatri Subramanian, Program Coordinator - CSR & Corporate Governance, Indian Institute of Corporate Affairs, New Delhi, presents a clear picture on the new CSR Bill.
Retail is a sunrise sector in the Indian business world. In the past few years, Indian has seen a revolution in the retail sector. More and more foreign retailers are now eyeing India as a perfect investment destination for retail ventures. Not only from the investment side , but also from the employment angle as it represents a large employment opportunity for people with diverse skill set
Big Bazaar is a leading Indian retail chain operated by Future Group. It operates over 100 hypermarkets across India targeting upper middle class and higher income customers. Big Bazaar aims to provide everything to every Indian consumer in the most profitable way. Its strengths include everyday low pricing and good infrastructure. However, it faces threats from new domestic and foreign entrants in the industry as well as the large unorganized retail market in India. Its marketing strategy focuses on value pricing and heavy promotions and advertisements. People are considered its biggest asset with over 10,000 well-trained employees. Future challenges include a potential slowdown in consumer spending and high operating costs.
Glossary of terms
What Is Retail Marketing?
Retail marketing encompasses all of the ways a consumer business attracts customers and generates sales of its goods and services. Retail marketing strategies touch virtually everything in a company’s operations, including signage, store layout, sales and promotions, pricing strategies, advertising, checkout processes, and customer service.
A retail marketing mix is similar to the traditional marketing mix, also known as the “4 Ps” of marketing. These include product, pricing, place, and promotion. The retail marketing mix adds two more “Ps” to the mix: people and presentation. These elements represent the value of sales associates and other staff in retail settings, as well as the importance of aesthetics and design in retail locations.
What’s the Most Important Thing about Retail Marketing?
The right marketing mix is a must-have differentiator in the highly competitive retail industry. Rich retail data on customer demographics provides significant opportunities to test and optimize all aspects of the “6 Ps.” These strategies include enhanced in-store marketing and merchandising, unification of online and offline data, effective pricing strategies, improved conversion rates, and better overall shopping experiences. All types of retailers, from small “mom-and-pop” businesses to national big-box merchants, can capitalize on retail data to optimize their retail marketing mix.
Retail Marketing Mix: The 6 Ps
As noted earlier, the four Ps of marketing are product, pricing, place, and promotion. The retail marketing mix adds two more: people and presentation.
Product: The product is the item purchased by a customer. An effective product must capably solve a customer need or perform a desired function. A product may be combined with related products and purchased in a set or bundle.
Price: The price of a product is set by the retailer and designates how much money the consumer pays to receive it. Price can play a role in the popularity of a product, especially if consumers perceive that a product’s price is low relative to the value it provides.
Placement: Placement refers to where the product is sold. For example, does a retailer sell a product in its store, on its website or in both places? In addition, some products might be sold in some stores (like supermarkets) but not other stores (like department stores).
Promotion: Promotion refers to the assorted marketing activities to generate interest in the product and drive sales. Promotional tactics include advertising, public relations and special sales (for example, discounts or special offers).
People: People refers to company representatives (for example, employees, contractors, or partners) who interact with customers in a retail setting. These representatives might answer questions about products or verify product details, such as availability and sale price. In some retail settings (for example, the sale of large, flat-screen televisions), peopl
This document discusses FDI in India's retail sector. It provides an overview of India's retail industry, which is largely unorganized. It then discusses the benefits of FDI, the types of FDI (single brand and multi-brand retail), and the impacts on various stakeholders like farmers, consumers, small businesses and the government. It outlines the debate around the issues like job losses and impact on small retailers. Finally, it discusses the current scenario of FDI in retail in India and provides an overall conclusion that FDI in retail can prove beneficial if implemented properly.
The document discusses foreign direct investment (FDI) in India's retail sector. It notes that India allows 100% FDI in single-brand retail and 51% FDI in multi-brand retail. While organized retail makes up only 4-5% of the sector currently, FDI is projected to increase its size and market share. However, critics argue that large foreign retailers could crush India's 12 million small, unorganized retailers and negatively impact employment. Both benefits like increased investment and jobs, as well as concerns over impact on local businesses and prices, are discussed around allowing FDI in India's large retail industry.
- Retailing in India accounts for 14-15% of GDP and is one of the top five retail markets worldwide, valued at $500 billion. However, as of 2013, it was dominated by small, local shops rather than organized retail chains.
- Organized retail makes up only 7% of the market but is growing, expected to reach 20% by 2020. In 2011, several major Indian retail groups had expanded across India but on a smaller scale than international retailers.
- In 2012, the government allowed 51% FDI in multi-brand retail and 100% FDI in single-brand retail, which was expected to further boost organized retail and trigger investment in retail and backend infrastructure. However, growth continues
The document summarizes the growth and transformation of India's retail sector. It notes that India's retail market has more than doubled in size between 2001-2002 and 2005-2006 to $311.7 billion. The organized retail segment is growing and expected to increase its contribution to the total retail sector from 4.15% to over 15% by 2010-2011. Major retail segments like food and apparel are growing rapidly. The entry of foreign retailers through FDI has benefits like increased competition and employment but also risks like job losses for small retailers. The future of India's retail market is expected to see further growth in modern retail formats and evolving consumer preferences.
This document discusses FDI in multi-brand retail in India. It provides background on organized and unorganized retail sectors in India currently. It then outlines the history of FDI policies in India for single brand and multi-brand retail, including allowing up to 51% FDI in multi-brand retail with certain conditions like minimum investment amounts and sourcing from small local suppliers. The document addresses some of the major controversies around allowing FDI in multi-brand retail in India, such as potential job losses or gains, effects on prices and competition, need for foreign investment, and profits going overseas.
This document discusses FDI in multi-brand retail in India. It provides background on organized and unorganized retail sectors in India. It outlines the government's proposal to allow 51% FDI in multi-brand retail subject to certain conditions like mandatory 30% sourcing from small industries and minimum $100 million investment. It then addresses several controversies around job losses, monopolies, need for foreign retailers, East India Company comparison, and impact on smaller states. It argues that FDI will benefit India through better infrastructure, curbing inflation, preventing labor exploitation and enabling exports. It concludes saying India must be open to change for prosperity.
The document discusses FDI (foreign direct investment) in India's retail sector. It provides background on FDI and its history in India. It then discusses India's retail sector and the organized vs unorganized components. The document outlines India's past and current FDI policies, particularly regarding single brand and multi-brand retail. It discusses the views of various individuals and groups who support or oppose allowing FDI in multi-brand retail in India.
This document provides an overview of the retail industry in India and globally. It discusses the history and evolution of retailing from ancient Rome to modern times. Key developments in India include the emergence of kirana stores and the entry of manufacturers into retailing in the 1980s and multi-brand retailers in the 1990s. The document examines the global retail scenario in countries like Brazil, Peru and Colombia. It also outlines factors influencing global retailing like e-commerce, mobile commerce and social commerce. Major Indian retailers are profiled and the growth prospects, challenges and government policies regarding the industry are summarized.
This document provides an overview of the retail industry in India and globally. It discusses the history and evolution of retailing from ancient Rome to modern times. Key developments in India include the emergence of kirana stores and the entry of manufacturers into retailing in the 1980s and multi-brand retailers in the 1990s. The document reviews the global retail scenario in countries like Brazil, Peru and Colombia and factors influencing the global sector such as e-commerce, mobile commerce and social commerce. It also examines the Indian retail scenario, major players, stock performance, revenue analysis and SWOT analysis of the industry. Government policies on FDI in retail and challenges facing the industry are also summarized.
This document discusses foreign direct investment (FDI) in the retail sector in India. It begins by defining FDI and describing the different types of retail markets and formats in India. The current FDI policy for retail is outlined, allowing up to 100% in single-brand retail and 51% in multi-brand retail. The advantages and disadvantages of FDI in retail for India are discussed. Recent FDI trends show growth in specialty retail stores, the continued dominance of unorganized retail, and expansion of retail into small cities and towns.
This document provides an overview of the competitive landscape of the retail industry in India. It notes that retail is a growing sector in India, expanding at 20-25% annually. The industry employs over 18 million people. While 97% of the retail market is unorganized, organized retail is growing and includes large Indian retailers like Pantaloon Retail and Future Group as well as international chains like KFC, Nike, and McDonald's. The document discusses the market segmentation in India, competitive environment, positioning of retailers in the Indian market, retail formats, and SWOT analysis of the industry. It concludes that modern retail in India could be worth $175-200 billion by 2016 due to market growth, supportive policies, and
This document discusses FDI in the Indian retail sector. It provides an overview of the retail sector and outlines opportunities and challenges of FDI in retail. Key points include:
- Retail is a major employer in India, employing over 35 million people, however the organized retail sector only employs around 0.3 million.
- FDI can help address issues like lack of infrastructure and skills in the supply chain. However, there are also concerns about the impact on small retailers and employment.
- The retail sector is expected to grow significantly in coming years due to rising incomes and consumer spending in India. FDI could help accelerate this growth through investments and modernization of the sector. However, some argue it should be introduced
- The document discusses FDI (foreign direct investment) in India's retail sector, including the opportunities and challenges.
- It provides an overview of India's retail industry, which employs over 35 million people but is 95% unorganized. organized retail makes up just 5%.
- Allowing FDI could generate additional jobs in retail, improve supply chain infrastructure and efficiency, and benefit farmers through contract farming. However, it may also face challenges around competition with small retailers, availability of skilled workers, and real estate issues. A calibrated approach to FDI liberalization is recommended.
FDI in Multi-Brand Retail & its Impact on Indian MarketAdarsh Saxena
This document discusses FDI in multi-brand retail in India and its potential impacts. It provides an overview of organized and unorganized retail sectors in India, key players in global retail, and the current FDI policy framework for retail in India. While some fear foreign retailers may hurt local retailers and farmers, studies show foreign retailers have had limited success in other emerging markets and India's fragmented market and customer diversity make dominance difficult. Allowing FDI could modernize India's retail sector and benefit farmers, consumers, employment and the economy, but the policy faces opposition and a cautious approach is recommended.
Flaring Retail Sector: Facets and Challengesdeshwal852
The document discusses the growth of India's retail sector and analyzes its key features and challenges. It notes that the retail sector accounts for around 14% of India's GDP and is divided into organized and unorganized segments. While organized retail makes up around 20% currently, it is projected to grow significantly. The document outlines different types of retail stores and formats as well as non-store formats. It also examines challenges facing the retail sector such as availability of trained staff, high real estate costs, lack of technical know-how, competition from unorganized players, and long gestation periods for retailers. Overall, India's retail sector is seen to have enormous growth potential in the coming years.
Marketing: A presentation on the trends observed in the Indian organized retail sector over the years and how it has helped in the economic growth in India.
Godrej is an Indian company established in 1897 in Mumbai. It operates in various industries including appliances, furniture, security, and healthcare. Godrej has a presence in over 60 countries and annual turnover of over $2.6 billion. The company focuses on passion, respect, integrity, dedication, and creativity in its vision and mission. It aims to grow its household insecticide business in India and globally. Godrej engages in various philanthropic activities focused on education, healthcare, heritage preservation, and community development since the 1920s.
Amul was formed in 1946 as a dairy cooperative in Anand, Gujarat owned by 2.6 million milk producers. It processes and markets milk and dairy products. Amul spurred India's White Revolution making it the world's largest milk producer. It pioneered spray drying technology and cooperative models that increased milk production. Amul is now a $1 billion brand with 10.16 million liters of daily milk collection. Under Dr. Kurien's leadership, Amul's cooperative model was replicated across India through the National Dairy Development Board, further increasing milk production. Amul's focus on quality, value, and customer centricity has made it one of India's most successful brands.
Domino's and Pizza Hut are the two largest pizza chains in India that have been competing since entering the country in 1996. Both chains focused on customizing their pizza recipes and offerings to suit Indian tastes. Domino's saw faster growth by establishing an efficient supply chain and expanding to over 300 stores across India, while Pizza Hut emphasized its dining experience but grew more slowly to 142 stores. Despite the competition, both chains continue expanding the fast food market in India through innovative promotions, quality products, and emphasis on customer satisfaction.
Amul was formed in 1946 as a dairy cooperative in Anand, Gujarat owned by 2.6 million milk producers. It pioneered the White Revolution in India that made India the largest milk producer in the world. Amul processes over 10 million liters of milk per day and earns an annual turnover of over $1 billion. It became successful due to the leadership of Dr. Verghese Kurien who established the cooperative model that empowered milk producers and increased India's milk production dramatically. Amul's brand was built on providing high quality products at affordable prices nationwide.
Domino's and Pizza Hut are the two largest pizza chains in India that have been competing since entering the country in 1996. Both chains focused on customizing their pizza recipes and offerings to suit Indian tastes. Domino's saw faster growth by establishing a robust supply chain and expanding to over 300 stores across India, while Pizza Hut emphasized its dining experience but grew more slowly to 142 stores. Despite the competition, both chains continue expanding the fast food market in India through innovative promotions, quality products, and good customer service.
The Particular File Contains Wholesome Details Of Amul Company .. Starting from its Products & Different Strategies & the Wholesome History Of Amul Company.
3. CONTENTS:
• WHAT IS FDI?
• WHY COUNTRIES SEEK FDI?
• GLOBAL RETAILING SCENARIO
• FDI IN INDIAN RETAIL INDUSTRY
• ADVANTAGES & DISADVANTAGES
• CONCLUSION
4. WHAT IS FDI?
FDI can be defined as a cross border investment,
where foreign assets are invested into the
organizations of the domestic market excluding the
investment in stock.
5. Why countries seek FDI?
Increase investment level and thereby income &
employment
Increase tax revenue of government
Facilitates transfer of technology
Encourage managerial revolution through professional
management
Increase exports and reduce import requirements
Increase competition and break domestic monopolies
Improves quality and reduces cost of inputs
6. Global Retailing Scenario
• The positive impact of organized retailing could be seen in
USA, UK, and Mexico and also in China.
• Retail is the second largest industry in US. It is also one of the
largest employment generators.
• It is also important to understand that Argentina, China, Brazil,
Chile, Indonesia, Malaysia, Russia, Singapore and Thailand
have allowed 100% FDI in multi brand retail.
7. Contd...
UNITED STATES:
• The United States is the world’s largest recipient of FDI.
U.S. FDI totaled $254 billion in 2012.
• White House data reported in June 2011 found that a total
of 5.7 million workers were employed at facilities highly
dependent on foreign direct investors.
CHINA:
• Reached $59.1 billion in the first six months of 2012,
making China the largest recipient of foreign direct
investment and topping the United States which had $57.4
billion of FDI.
9. Retail Industry
The Retail Industry is the sector of economy
which is consisted of individuals, stores,
commercial complexes, agencies, companies, and
organizations, etc., involved in the business of
selling or merchandizing diverse finished products
or goods to the end-user consumers directly and
indirectly. Goods and products of the retail
industry or sector are the finished final
objects/products of all sectors of commerce and
economy of a country.
An Introduction
10. FDI in Indian Retail Industry
Asia’s third largest retail market after China and Japan.
Organized retailing is very virgin space in India of only 5%.
Current Retail sector have sales of around $500 billion.
Expected to have sales of $900 billion by 2014.
“It still far behind China, whose retail sales by 2014 is
expected to cross $4500 billion mark.”
12. Division of Retail Industry – Organised
and Unorganised Retailing
Organised Retailing
• Organised retailing refers to
trading activities undertaken by
licensed retailers, that is, those
who are registered for sales tax,
income tax, etc. These include
the corporate-backed
hypermarkets and retail chains,
and also the privately owned
large retail businesses.
Unorganised Retailing
• Unorganised retailing, on the
other hand, refers to the
traditional formats of low-cost
retailing, for example, the
local kirana shops, owner
manned general
stores, paan/beedi shops,
convenience stores, hand cart
and pavement vendors, etc.
The retail industry is mainly divided into:-
13. Major Retailers in India
Pantaloon is one of the biggest retailers in India
with more than 450 stores across the country.
Headquartered in Mumbai, it has more than 5
million sq. ft retail space located across the
country. It's growing at an enviable pace and is
expected to reach 30 million sq. ft by the year
2010. In 2001, Pantaloon launched country's first
hypermarket ‘Big Bazaar’.
Pantaloon:
14. Major Retailers in India
It has the following retail segments:
• Food & Grocery: Big Bazaar, Food Bazaar
• Home Solutions: Hometown, Furniture Bazaar, Collection-i
• Consumer Electronics: e-zone
• Shoes: Shoe Factory
• Books, Music & Gifts: Depot
• Health & Beauty Care: Star, Sitara
• E-tailing: Futurebazaar.com
• Entertainment: Bowling Co.
Pantaloon:
18. Retail formats in India
They are family owned
business catering to small
sections; they are
individually handled retail
outlets and have a personal
touch.
Mom-and-pop stores (Kirana store):
19. Retail formats in India
These are general retail
merchandisers offering
quality products and
services.
Departmental stores:
20. Retail formats in India
The biggest form of retail
in India, malls offers
customers a mix of all
types of products and
services including
entertainment and food
under a single roof.
Shopping malls:
21. Retail formats in India
Are retailers providing
online buying and selling
of products and
services.
E-traders:
YES........
22. Retail formats in India
These are factory outlets
that give discount on the
MRP.
Discount stores:
23. Retail formats in India
It is a relatively new
entry, in the retail sector.
Here beverages, snacks
and other small items
can be bought via
vending machine.
Vending:
24. Retail formats in India
These are retail chains
dealing in specific categories
and provide deep
assortment. Mumbai's
Crossword Book Store and
RPG's Music World are a
couple of examples.
Specialty stores:
25. Differences in single brand retail and multi brand
retail:
Nike Company opens outlets in Ahmadabad, Bangalore, Delhi and Mumbai selling
nothing but Nike Shoes, Nike wrist-watches and Nike t-shirts only.
• This is single brand retail.
• FDI in Single-Brand Retailing was permitted in 2006, to the extent of 51%.
• These were mostly outlets for sportswear, luxury goods, apparel, fashion clothing,
jewellery, hand bags, life-style products.
But neither the Political parties nor Local Kiranawala raised any voice against this,
why?
Because these are ‘high-end’ luxury items for brand
conscious upper middle class and rich class people. It doesn’t hurt population at large. It
was not like people would stop purchasing from local garment store to get Nike or
Adidas.
Single Brand Retail:
26. • Big Bazaar opens mall in above cities: selling t-shirts of
multiple-brands such as Reebok, Nike, Adidas, Allen
Solley, Van Huesen, Peter England etc.
+and+ they also sell unbranded t-shirts (you know those
buy one get three t-shirts free from unknown companies.)
• So this is multi-brand retail: when an outlet sells a product
(tshirt, tie, shoes anything) of more than one brand.
Multi Brand Retail:
28. Major Players in the International Market:
Wal-mart is an American multinational retailer corporation that runs chains
of large discount department stores and warehouse stores. The company is
the world's third largest public corporation, according to the Fortune Global 500
list in 2012. It is also the biggest private employer in the world with over two
million employees, and is the largest retailer in the world. Bharti Wal-Mart
Private Limited is a joint venture between Bharti Enterprises, one of India's
leading business groups with interests in telecom, agri-business, insurance
and retail, and Wal-Mart, the world’s leading retailer, renowned for its efficiency
and expertise in logistics, supply chain management and sourcing.
The joint venture is establishing wholesale cash-and carries stores
and back-end supply chain management operations in line with Government of
India guidelines. Under the agreement, Bharti and Wal-Mart hold 50:50 stakes
in Bharti Wal-Mart Private Limited.
Wal-Mart:
30. Political Developments:
• In less than 24 hours, the government announced more
measures to liberalize the economy than in the past eight
years.
• The government made a decision to allow foreign direct
investment from abroad of up to 51 percent in multi-brand
supermarkets, up to 49 percent in aviation, up to 71
percent in broadcasting and up to 49 percent in parts of the
power industry.
• Dr. Manmohan Singh has cleverly sidestepped opposition
parties and waspish allies this time by leaving it to
individual states to decide whether to allow the
supermarkets on their patch.
31. Impact of FDI : Different points of view
Huge investments in the retail sector will see gainful
employment opportunities in agro-processing, sorting,
marketing, logistics management and front-end retail.
At least 10 million jobs will be created in the next three
years in the retail sector.
FDI in retail will help farmers secure remunerative prices
by eliminating exploitative middlemen.
Foreign retail majors will ensure effective supply-chain
efficiencies. That will also create an opportunity for the
local players in retail to learn from them.
Government Argument
32. Government Policies:
• 1995 – World Trade Organization’s general agreement on
trade in services, which include both wholesale and
retailing services, came into effect
• 1997 – FDI in cash and carry (wholesale) with 100% rights
allowed under the government approval route
• 2006 – FDI in cash and carry (wholesale) brought under
the automatic route
• Up-to 51% investment in a single- brand retail outlet
permitted
• 2011 – 100% FDI in single –brand retail permitted
• 2012, Sep – 51% FDI in multi- brand retail permitted
Background:
33. HOW FARMERS GET BENIFITED?
• Farmers get greater share of consumer’s pay,
• Retailers directly source goods from farmers,
• Integrating Indian farmers in
Global Supply-Chain.
34. Impact of FDI : Different points of view
Benefit to farmers:
• 7-10% higher price to farmers than what they get from
Mandi
• 3-4% incentive for the quality of the produce farmers
deliver to Bharti Wal-Mart based on customer requirement
• Expert advice on better crop planning and management
• Efficient crop calendar management aimed at catching
early and late seasons for better prices
• Opportunity to maximize and improve income by offering
better quality
36. Negative Impacts
• It will be a trouble for the small shopkeepers and small
retailers in the market for only certain period of time.
37. Advancement of Technology
• Wastage and Storage problems will be resolved,
• Efficient logistics, production, and distribution channels,
• Digital records, Infrastructure
• Distribution and warehousing technologies.
38. Opportunity for Employment
• Creating at least 10 million jobs in
Agro-processing,
Manufacturing,
Logistics.
• Improvement in the quality of employment,
• Estimating 50% of jobs in rural areas,
• 30% of inputs from Medium-size & Small enterprises.
39. Satisfied Consumers
• Safety & quality,
• High shopping experience,
• Upgradation of lifestyle & fashion of people,
• Awareness of International Brands.
40. “There was a time when even the entry of
computers was resisted in the belief that it
would lead to a loss of jobs. If FDI can
unleash the true potential of agricultural value
chain, we must welcome it. As far as the
kirana store is concerned, let us not
underestimate Indian ingenuity. Wal-mart can
co-exist with the small shop, each adding to
customer choice.”
Sunil Mittal, MD, Bharti Enterprises
41. CONCLUSION
• In principle, governments should not prevent anybody, Indian or
foreign, from setting up any business unless there are very good
reasons to do so. Hence, unless it can be shown that FDI in retail will
do more harm than good for the economy, it should be allowed.
• Fears of small shopkeepers getting displaced are vastly exaggerated.
When domestic majors were allowed to invest in retail, both
supermarket chains and neighbourhood pop-and-mom stores
coexisted. It's not going to be any different when FDI in retail is
allowed. Who, after all, will give home delivery? The local kirana. Why
would anyone shun them?
• All this promises to make the Indian retail market a real happening
place in the days ahead while at the same time offering immense
business opportunities to the domestic entrepreneurs. In fact, this is
likely to transform the whole contours of the India market, making it a
part of the overall global market.