The document discusses ITC's e-Choupal initiative, which aims to create a digital and physical infrastructure to efficiently transport goods and services between rural and urban India. Key points:
- E-Choupal currently operates in 10 states, serving over 4 million farmers through 6,500 kiosks. It provides farmers real-time market information and empowers them to sell crops independently.
- Future plans include using mobile phones and analytics to provide personalized crop advice to individual farmers. ITC also aims to leverage e-Choupal as a rural job placement platform.
- Choupal Sagar retail stores offer multiple services under one roof for farmers and rural communities. However, for
This document summarizes an interview with Chris Boyd, the executive chairman of CB Richard Ellis Malaysia, about trends in the Malaysian property market. Some key points:
- Boyd has observed Malaysia's property sector evolve dramatically over the past 41 years, from a small capital city to its current scale of development.
- Emerging areas like Kota Damansara have potential for growth due to amenities and population. Kota Kinabalu and Iskandar Malaysia are also seeing new investments and development.
- The residential segment is expected to stabilize in 2011 as new supply comes online to moderate price increases of the past few years.
- Retail supply will increase by 4 million sq ft over the
Small Retail Business Owners all over the world are finding it increasingly hard to make a living because of stiffer competition. They lack the resources to fully satisfy customer expectations. With the general public growing in demand for more choice and variety of goods and services, consumers are becoming more spoilt for choices. Competition from bigger retailers are increasing and dynamic. These bigger retailers are re-positioning themselves, making it an even more competitive trade for small players.
This ProvisionShop White Paper is an organised effort to highlight the shift towards the importance of Good & Direct Customer Service and how small shop are better positioned to render services to these demanding consumers and beautifully compliment existing supply value chains.
A & R Laundromat is exploring introducing a pickup and delivery service. A marketing survey of 20 customers found there are three segments: price sensitive customers want low cost; quality focused customers want detergents ensuring clothes' longevity; and busy customers prioritize convenience. Most want lower drop-off prices and are interested in pickup/delivery for its convenience at low cost while ensuring quality. The service fits the laundromat's growth stage and budget priorities should focus on maintaining competitive low prices.
The document summarizes key findings from point of sale mapping research conducted in the city of Pune, India. The research identified top retailers in various areas, the mobile operators that lead in sales and have the most favorable perceptions in each area, retailer opinions on operator networks and service quality, and typical SIM activation and revenue figures for leading retailers. The research provided insights into sales promotion strategies and schemes that influence retailers and customers.
The document summarizes Northrop Grumman's experience with and recovery from Hurricane Katrina in 2005. Key points:
- Katrina caused severe damage to Northrop Grumman's shipbuilding facilities and IT infrastructure in Mississippi and Louisiana.
- The company's disaster preparedness helped minimize data loss and enabled relocation of IT workers and restoration of key applications within weeks.
- Lessons learned included keeping data centers out of harm's way, planning for public infrastructure failures, and leveraging suppliers in recovery plans.
It takes courage to have a pause in one's career in order
to gain a foothold in the theoretical foundations of
management. The mid-career decision made by the
participating middle and senior level professionals in the
GMP Batch (670 years of shared industry experience) is a
reflection of their ambition and commitment towards
goals. The participants also bring significant international
experience with 56% of the class having worked in US,
UK, South East Asia, China and European Union. At
XLRI, professionals are strung together by their strong
leadership potential, high degree of intellectual proficiency,
business acumen, innovation, a strong desire to excel and
above all a willingness to stretch their limits to realize their
career dreams.
The document summarizes UPS's logistics and supply chain management services. It discusses how UPS helped optimize a pharmaceutical company's supply chain, reducing inventory levels. It also outlines UPS's global freight services across air, ocean, and ground transportation. Tools like Flex Global View and Gemini provide visibility and order management. The document concludes with an overview of UPS's role in efficiently managing the global supply chain for the footwear industry.
This paper describes findings from wireless security researchers at AirTight Networks. It demonstrates limitations of wireside only scanning approach for rogue AP detection in WiFi networks and makes the point for wired/wireless correlation technqiues as the only way for comprehensive rogue AP detection in WiFi networks.
This document summarizes an interview with Chris Boyd, the executive chairman of CB Richard Ellis Malaysia, about trends in the Malaysian property market. Some key points:
- Boyd has observed Malaysia's property sector evolve dramatically over the past 41 years, from a small capital city to its current scale of development.
- Emerging areas like Kota Damansara have potential for growth due to amenities and population. Kota Kinabalu and Iskandar Malaysia are also seeing new investments and development.
- The residential segment is expected to stabilize in 2011 as new supply comes online to moderate price increases of the past few years.
- Retail supply will increase by 4 million sq ft over the
Small Retail Business Owners all over the world are finding it increasingly hard to make a living because of stiffer competition. They lack the resources to fully satisfy customer expectations. With the general public growing in demand for more choice and variety of goods and services, consumers are becoming more spoilt for choices. Competition from bigger retailers are increasing and dynamic. These bigger retailers are re-positioning themselves, making it an even more competitive trade for small players.
This ProvisionShop White Paper is an organised effort to highlight the shift towards the importance of Good & Direct Customer Service and how small shop are better positioned to render services to these demanding consumers and beautifully compliment existing supply value chains.
A & R Laundromat is exploring introducing a pickup and delivery service. A marketing survey of 20 customers found there are three segments: price sensitive customers want low cost; quality focused customers want detergents ensuring clothes' longevity; and busy customers prioritize convenience. Most want lower drop-off prices and are interested in pickup/delivery for its convenience at low cost while ensuring quality. The service fits the laundromat's growth stage and budget priorities should focus on maintaining competitive low prices.
The document summarizes key findings from point of sale mapping research conducted in the city of Pune, India. The research identified top retailers in various areas, the mobile operators that lead in sales and have the most favorable perceptions in each area, retailer opinions on operator networks and service quality, and typical SIM activation and revenue figures for leading retailers. The research provided insights into sales promotion strategies and schemes that influence retailers and customers.
The document summarizes Northrop Grumman's experience with and recovery from Hurricane Katrina in 2005. Key points:
- Katrina caused severe damage to Northrop Grumman's shipbuilding facilities and IT infrastructure in Mississippi and Louisiana.
- The company's disaster preparedness helped minimize data loss and enabled relocation of IT workers and restoration of key applications within weeks.
- Lessons learned included keeping data centers out of harm's way, planning for public infrastructure failures, and leveraging suppliers in recovery plans.
It takes courage to have a pause in one's career in order
to gain a foothold in the theoretical foundations of
management. The mid-career decision made by the
participating middle and senior level professionals in the
GMP Batch (670 years of shared industry experience) is a
reflection of their ambition and commitment towards
goals. The participants also bring significant international
experience with 56% of the class having worked in US,
UK, South East Asia, China and European Union. At
XLRI, professionals are strung together by their strong
leadership potential, high degree of intellectual proficiency,
business acumen, innovation, a strong desire to excel and
above all a willingness to stretch their limits to realize their
career dreams.
The document summarizes UPS's logistics and supply chain management services. It discusses how UPS helped optimize a pharmaceutical company's supply chain, reducing inventory levels. It also outlines UPS's global freight services across air, ocean, and ground transportation. Tools like Flex Global View and Gemini provide visibility and order management. The document concludes with an overview of UPS's role in efficiently managing the global supply chain for the footwear industry.
This paper describes findings from wireless security researchers at AirTight Networks. It demonstrates limitations of wireside only scanning approach for rogue AP detection in WiFi networks and makes the point for wired/wireless correlation technqiues as the only way for comprehensive rogue AP detection in WiFi networks.
The document discusses the evolution and growth of the retail industry in India. It covers topics such as the advantages of retail in India, the changing retail landscape and formats, opportunities in rural retail, and initiatives by major companies in India. Key points made include that retail is one of the fastest growing sectors in India, with a large young population and increasing disposable incomes driving demand. Rural retail also provides significant opportunities with initiatives like ITC's e-Choupal and HUL's Project Shakti aiming to improve access and incomes for farmers. Major players operating in India include global brands as well as domestic retailers expanding across the country.
Distributor push and customer pull @ hul project report mba marketingBabasab Patil
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company. HUL's mission is to add vitality to life through its presence in over 20 product categories related to home, personal care, and food and beverages. The company has been operating in India since 1931 and aims to meet everyday needs for nutrition, hygiene, and personal care with trusted brands. HUL develops deep roots in local markets around the world to foster strong relationships with consumers.
Supply chain study of project shakti(Hindustan Unilever))Sudheer Kumar
The document discusses Project Shakti, a rural initiative launched by Hindustan Unilever Ltd. in 2001. The project aims to provide income opportunities for rural women through direct selling of HUL products. It discusses how Shakti entrepreneurs are selected in villages and given an initial investment to start door-to-door selling. Currently, the project covers over 100,000 villages through 45,000 Shakti entrepreneurs across 15 states. The supply chain ensures sustainable sourcing and community involvement in sales and distribution. Project Shakti aligns HUL's competitive strategies with its supply chain strategies to achieve strategic fit.
Wal Mart and BIG BAZAAR : A comparitive analysisParas Deshpande
This presentation is a business strategy comparison and critical analysis of Wal Mart and Big Bazaar . poters five force analysis and SWOT analysis has been done. Also different formats of retail have been discussed.
the presentation draws heavily from " It happened in India " and " Made In America " .
Rural Retailing In India By Alok SharmaAlok Sharma
The document discusses rural retailing in India and its challenges. It notes that rural India contributes significantly to sales across various industries like FMCG and consumer durables. It also provides an example of a successful rural retail model called E-Choupal, launched by ITC, which sets up knowledge centers and directly sources from farmers. This approach builds trust with locals and benefits farmers through higher prices and the company through an alternative procurement channel. Some key challenges for rural retailing include high initial costs due to a vast, scattered market and low purchasing power. Regulations like the Essential Commodities Act also impact the fertilizer industry. Success requires focusing on availability, affordability, acceptability and awareness.
This document provides background information and the marketing plan for Cost Cutter, an innovator in mass retailing in Sylhet, Bangladesh. It outlines Cost Cutter's vision to improve customer lives through quality products and services. The marketing plan details objectives to grow the Bangladesh core business and be a strong retailer in superstores. It also includes a PESTEL analysis, competitor analysis, segmentation and targeting, store location selection, SWOT analysis, and trading area development and mapping. The overall goal of the plan is to establish Cost Cutter as the preferred superstore retailer in Sylhet and eventually nationwide.
Wal-Mart is considering entering the Indian retail market as foreign direct investment restrictions in India have been relaxed. India's retail sector is growing rapidly due to rising incomes and changing consumption patterns. Organized retail is expected to gain market share over the next few years. Wal-Mart should leverage its strategy of low prices through efficient supply chains and IT. A joint venture is recommended to comply with regulations and penetrate the market quickly. Local preferences, locations, diversity, and values must be considered to build a sustainable Indian business model.
The document explores several myths about modern retail in India. It examines claims that modern retail is always better and cheaper than traditional retail. Through price comparisons and surveys, it finds that traditional retail often has lower costs due to small owner-operated stores with low overheads. Consolidation into larger modern retailers is also questioned, as traditional local stores remain very convenient for many consumers. Overall, the document argues that while modern retail provides benefits for some products and consumers, traditional retail will likely continue playing a major role in India due to its price advantages and widespread coverage.
This document provides an overview of oligopoly, including:
- Oligopoly is a market structure with a small number of producers dominating the market. Features include high barriers to entry, product differentiation, interdependence between firms, and indeterminate demand curves.
- The kinked demand curve model illustrates how firms in an oligopoly may match or not match price cuts by competitors. A single firm reducing price could gain market share, but risks retaliation that reduces overall profits.
- Case studies of industries like aviation and companies like GE demonstrate how oligopoly dynamics play out in practice, with firms engaging in strategic interactions around pricing, advertising, and investment decisions.
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 document discusses the fast moving consumer goods (FMCG) industry in India. It provides an overview of the industry, including key details about its size and growth prospects. The FMCG market in India is over Rs. 86,000 crores in size and is growing at 20-30% annually. Major drivers of growth include India's growing economy, large population and changing demographics. The document also outlines the industry segmentation, key players, distribution channels, job opportunities and potential projects.
The document describes a career chart and marketing concepts for a small scale industries company. The career chart outlines promotions over 12 months from Sales Manager to Sales Manager-11 with increasing targets and gifts. The marketing concepts section contrasts traditional marketing, where products increase 50-60% in price through various intermediaries, with MLM marketing where the company sells directly to customers and recommends earn money through referrals without intermediary commissions.
This document provides information about Future Group, an Indian retail conglomerate. It details that Kishore Biyani founded Pantaloon Retail in 1997 and launched India's first hypermarket format called Big Bazaar in 2001. In 2006, Future Group was formed to consolidate Kishore Biyani's various retail, brand, logistics and media initiatives. The group's vision is to deliver everything to every Indian consumer in the most profitable way. It provides an overview of Future Group's various retail formats and organizational structure.
Rural retailing in India is an important and growing sector. Some key points:
- Rural markets account for a large portion of India's private sector and economy. They offer vast potential for growth.
- Traditional rural retail is dominated by small kirana stores, but modern formats like Chaupal Sagar rural malls are being introduced by companies like ITC.
- Other companies exploring rural retail include DCM Shriram, Godrej Agrovet, and Indian Oil with models like Hariyali Bazaars and Kisan Seva Kendras.
- Rural consumers are becoming more modernized with rising incomes, changing consumption patterns, and greater access to technology and information.
The document summarizes the journey and evolution of shopping centers and malls in India over the past decade. It discusses how malls have grown from smaller spaces focused mainly on retail to larger community centers that also emphasize food, beverage and entertainment options. Developers and mall operators initially struggled but have since adapted to changing market dynamics and consumer preferences. While growth has slowed in recent years due to limited new supply and increased e-commerce, major malls have improved their experiential offerings and remain relevant. The industry is also seeing the rise of new mall formats like luxury and destination malls in major cities. Overall, the Indian retail real estate sector has matured through various learning stages over the past 12 years.
A project report on customer feedback at big bazaarProjects Kart
The document expresses gratitude to various managers and department heads for providing training opportunities and guidance during a project. It also thanks friends, parents, and others who provided support and encouragement. Finally, it declares that the project was completed independently over an 8 week summer training period.
(1) Infosys faces many HR shortcomings like high attrition around 10-14%, lack of people management skills among project managers, and mismatched employee expectations. (2) Solutions include transforming the business partner HR role from administrative to more strategic, focusing on employee development. The career progression framework also needs to align expectations with opportunities. (3) HR must take a more proactive role in guiding the workforce to overcome challenges through better training, evaluation, and job redesign.
The document discusses the National Highways Authority of India (NHAI) which is responsible for managing over 60,000 km of national highways. It outlines the various phases of the National Highways Development Project (NHDP) starting from 2000, the total estimated costs, and the progress made on each corridor. It also discusses key stakeholders in NHAI projects, project management techniques used by NHAI to reduce costs and delays, and recommendations to further improve project performance.
The document discusses the evolution and growth of the retail industry in India. It covers topics such as the advantages of retail in India, the changing retail landscape and formats, opportunities in rural retail, and initiatives by major companies in India. Key points made include that retail is one of the fastest growing sectors in India, with a large young population and increasing disposable incomes driving demand. Rural retail also provides significant opportunities with initiatives like ITC's e-Choupal and HUL's Project Shakti aiming to improve access and incomes for farmers. Major players operating in India include global brands as well as domestic retailers expanding across the country.
Distributor push and customer pull @ hul project report mba marketingBabasab Patil
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company. HUL's mission is to add vitality to life through its presence in over 20 product categories related to home, personal care, and food and beverages. The company has been operating in India since 1931 and aims to meet everyday needs for nutrition, hygiene, and personal care with trusted brands. HUL develops deep roots in local markets around the world to foster strong relationships with consumers.
Supply chain study of project shakti(Hindustan Unilever))Sudheer Kumar
The document discusses Project Shakti, a rural initiative launched by Hindustan Unilever Ltd. in 2001. The project aims to provide income opportunities for rural women through direct selling of HUL products. It discusses how Shakti entrepreneurs are selected in villages and given an initial investment to start door-to-door selling. Currently, the project covers over 100,000 villages through 45,000 Shakti entrepreneurs across 15 states. The supply chain ensures sustainable sourcing and community involvement in sales and distribution. Project Shakti aligns HUL's competitive strategies with its supply chain strategies to achieve strategic fit.
Wal Mart and BIG BAZAAR : A comparitive analysisParas Deshpande
This presentation is a business strategy comparison and critical analysis of Wal Mart and Big Bazaar . poters five force analysis and SWOT analysis has been done. Also different formats of retail have been discussed.
the presentation draws heavily from " It happened in India " and " Made In America " .
Rural Retailing In India By Alok SharmaAlok Sharma
The document discusses rural retailing in India and its challenges. It notes that rural India contributes significantly to sales across various industries like FMCG and consumer durables. It also provides an example of a successful rural retail model called E-Choupal, launched by ITC, which sets up knowledge centers and directly sources from farmers. This approach builds trust with locals and benefits farmers through higher prices and the company through an alternative procurement channel. Some key challenges for rural retailing include high initial costs due to a vast, scattered market and low purchasing power. Regulations like the Essential Commodities Act also impact the fertilizer industry. Success requires focusing on availability, affordability, acceptability and awareness.
This document provides background information and the marketing plan for Cost Cutter, an innovator in mass retailing in Sylhet, Bangladesh. It outlines Cost Cutter's vision to improve customer lives through quality products and services. The marketing plan details objectives to grow the Bangladesh core business and be a strong retailer in superstores. It also includes a PESTEL analysis, competitor analysis, segmentation and targeting, store location selection, SWOT analysis, and trading area development and mapping. The overall goal of the plan is to establish Cost Cutter as the preferred superstore retailer in Sylhet and eventually nationwide.
Wal-Mart is considering entering the Indian retail market as foreign direct investment restrictions in India have been relaxed. India's retail sector is growing rapidly due to rising incomes and changing consumption patterns. Organized retail is expected to gain market share over the next few years. Wal-Mart should leverage its strategy of low prices through efficient supply chains and IT. A joint venture is recommended to comply with regulations and penetrate the market quickly. Local preferences, locations, diversity, and values must be considered to build a sustainable Indian business model.
The document explores several myths about modern retail in India. It examines claims that modern retail is always better and cheaper than traditional retail. Through price comparisons and surveys, it finds that traditional retail often has lower costs due to small owner-operated stores with low overheads. Consolidation into larger modern retailers is also questioned, as traditional local stores remain very convenient for many consumers. Overall, the document argues that while modern retail provides benefits for some products and consumers, traditional retail will likely continue playing a major role in India due to its price advantages and widespread coverage.
This document provides an overview of oligopoly, including:
- Oligopoly is a market structure with a small number of producers dominating the market. Features include high barriers to entry, product differentiation, interdependence between firms, and indeterminate demand curves.
- The kinked demand curve model illustrates how firms in an oligopoly may match or not match price cuts by competitors. A single firm reducing price could gain market share, but risks retaliation that reduces overall profits.
- Case studies of industries like aviation and companies like GE demonstrate how oligopoly dynamics play out in practice, with firms engaging in strategic interactions around pricing, advertising, and investment decisions.
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 document discusses the fast moving consumer goods (FMCG) industry in India. It provides an overview of the industry, including key details about its size and growth prospects. The FMCG market in India is over Rs. 86,000 crores in size and is growing at 20-30% annually. Major drivers of growth include India's growing economy, large population and changing demographics. The document also outlines the industry segmentation, key players, distribution channels, job opportunities and potential projects.
The document describes a career chart and marketing concepts for a small scale industries company. The career chart outlines promotions over 12 months from Sales Manager to Sales Manager-11 with increasing targets and gifts. The marketing concepts section contrasts traditional marketing, where products increase 50-60% in price through various intermediaries, with MLM marketing where the company sells directly to customers and recommends earn money through referrals without intermediary commissions.
This document provides information about Future Group, an Indian retail conglomerate. It details that Kishore Biyani founded Pantaloon Retail in 1997 and launched India's first hypermarket format called Big Bazaar in 2001. In 2006, Future Group was formed to consolidate Kishore Biyani's various retail, brand, logistics and media initiatives. The group's vision is to deliver everything to every Indian consumer in the most profitable way. It provides an overview of Future Group's various retail formats and organizational structure.
Rural retailing in India is an important and growing sector. Some key points:
- Rural markets account for a large portion of India's private sector and economy. They offer vast potential for growth.
- Traditional rural retail is dominated by small kirana stores, but modern formats like Chaupal Sagar rural malls are being introduced by companies like ITC.
- Other companies exploring rural retail include DCM Shriram, Godrej Agrovet, and Indian Oil with models like Hariyali Bazaars and Kisan Seva Kendras.
- Rural consumers are becoming more modernized with rising incomes, changing consumption patterns, and greater access to technology and information.
The document summarizes the journey and evolution of shopping centers and malls in India over the past decade. It discusses how malls have grown from smaller spaces focused mainly on retail to larger community centers that also emphasize food, beverage and entertainment options. Developers and mall operators initially struggled but have since adapted to changing market dynamics and consumer preferences. While growth has slowed in recent years due to limited new supply and increased e-commerce, major malls have improved their experiential offerings and remain relevant. The industry is also seeing the rise of new mall formats like luxury and destination malls in major cities. Overall, the Indian retail real estate sector has matured through various learning stages over the past 12 years.
A project report on customer feedback at big bazaarProjects Kart
The document expresses gratitude to various managers and department heads for providing training opportunities and guidance during a project. It also thanks friends, parents, and others who provided support and encouragement. Finally, it declares that the project was completed independently over an 8 week summer training period.
Similar to G09051 anshuman jaiswal itc e_choupal (20)
(1) Infosys faces many HR shortcomings like high attrition around 10-14%, lack of people management skills among project managers, and mismatched employee expectations. (2) Solutions include transforming the business partner HR role from administrative to more strategic, focusing on employee development. The career progression framework also needs to align expectations with opportunities. (3) HR must take a more proactive role in guiding the workforce to overcome challenges through better training, evaluation, and job redesign.
The document discusses the National Highways Authority of India (NHAI) which is responsible for managing over 60,000 km of national highways. It outlines the various phases of the National Highways Development Project (NHDP) starting from 2000, the total estimated costs, and the progress made on each corridor. It also discusses key stakeholders in NHAI projects, project management techniques used by NHAI to reduce costs and delays, and recommendations to further improve project performance.
The document discusses Shouldice Hospital, known for its specialized hernia surgery technique. It provides details on the hospital's core service, funding mechanism, employee management system, and customer management system. The core service focuses on an experience that mobilizes patients immediately after surgery. Financially, the hospital is self-funded through a high volume of standardized surgeries. Employee and patient satisfaction are prioritized through motivational interactions and standardized excellent care.
The document discusses Samsung's involvement in the theme park industry in South Korea. It notes that there are currently 6 major theme parks, including Lotte World and Farmland. Farmland has the highest per capita expenditure on food and souvenirs. The document also includes a SWOT analysis of Joong-Ang Development Company, the operator of Farmland, noting opportunities for expansion but also weaknesses like accessibility and parking issues. It outlines a $300 million expansion plan over 2 years for Farmland, including a new waterpark, global fair, and zoo/park upgrades.
Strikes and lockouts refer to cessation of work by employees or employers respectively. A strike involves a concerted refusal to work or accept employment by employees. A lockout is an act of hostility by employers where work is stopped. Strikes and lockouts can be justified or unjustified based on the facts and circumstances. Indian law places restrictions on strikes and lockouts in public utilities and during conciliation, arbitration or when a settlement is already in place. Illegal strikes and lockouts can result in penalties for employees and employers under the Industrial Disputes Act.
Infosys American Depository Receipts (Adr) FinalAnshuman Jaiswal
American Depository Receipts (ADRs) represent shares of a foreign company that trade on an American stock exchange. There are three levels of ADRs with different regulatory requirements. Level 1 ADRs trade over-the-counter with the least regulation, while Level 3 ADRs have the most rigorous regulations, potentially including raising capital from US investors. ADRs make it possible for US investors to gain international stock exposure without having to deal with foreign exchange or open overseas accounts. Global Depository Receipts (GDRs) operate similarly but trade on exchanges outside the US, while Indian Depository Receipts (IDRs) allow foreign companies to issue shares to Indian investors.
Gmp Section B Macro Economics Disinvestment ReportAnshuman Jaiswal
The document discusses whether disinvestment is necessary and useful in India's current economic situation. It defines disinvestment as the government selling part or all of its holdings in public sector enterprises, as opposed to privatization where ownership is transferred beyond 51%. It provides an overview of disinvestment in India since 1991, netting Rs. 53,400 crore. It also examines case studies and discusses stakeholders' perspectives, with differing views between those on the left and right. Reasons for and against disinvestment are presented, as well as arguments for partial disinvestment of maintaining government stake above 51% in key sectors.
1. The document proposes a CSR initiative called "Ankur" to be implemented by ICICI Bank to provide financial literacy training to urban lower-middle class individuals and students.
2. Ankur aims to educate its target audience about basic financial concepts like savings, insurance, loans to improve financial inclusion and well-being.
3. The proposal outlines the objectives, stakeholders, resource requirements, implementation plan, and monitoring process for Ankur to train 10,000 people in its first year while providing long-term business and social benefits to ICICI Bank and society.
The document proposes a business plan for launching an Enterprise Instant Messaging software product called Peach. It discusses the market opportunity for EIM in India, describing key target customer segments like SMBs, government, and education. The plan outlines Peach's features and competitive advantages, and proposes strategies for pricing, marketing, promotions and monetization to successfully capture market share in the challenging Indian EIM space.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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G09051 anshuman jaiswal itc e_choupal
1. 2010
End Term Submission
Anshuman Jaiswal
G09051
ITC eChoupal- A FMCG
SuperHighway for rural
customers
2. XLRI GMP 2009-10 Anshuman Jaiswal G09051
Table of Contents
Visit to Choupal Sagar, Mandsaur - A personal story............................................................................ 3
Introduction ................................................................................................................................................. 4
How Mandi Operations work? .................................................................................................................. 5
How E-Choupal works? .............................................................................................................................. 5
Future Plans ................................................................................................................................................. 6
How it helps? ............................................................................................................................................... 7
Superhighway for FMCG Evaluation ........................................................................................................ 7
Choupal Sagar ......................................................................................................................................... 8
Marketing ................................................................................................................................................ 9
Why should customers buy? ................................................................................................................. 9
Price: ................................................................................................................................................... 10
Promotion: ......................................................................................................................................... 11
Products: ............................................................................................................................................ 11
Place: .................................................................................................................................................. 11
Process ............................................................................................................................................... 11
People ................................................................................................................................................ 12
Competition........................................................................................................................................... 12
Stakeholders .......................................................................................................................................... 12
Customers .............................................................................................................................................. 13
Criticism ................................................................................................................................................. 13
Risk in the business .............................................................................................................................. 13
Profits ..................................................................................................................................................... 14
Is it replicable? ...................................................................................................................................... 15
Is it sustainable? .................................................................................................................................... 15
Fortune at bottom of Pyramid? .......................................................................................................... 15
References ................................................................................................................................................. 16
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3. XLRI GMP 2009-10 Anshuman Jaiswal G09051
Visit to Choupal Sagar, Mandsaur - A personal story
It was month of April 2009, just a year back. I had just come from US for a visit to home and one
evening, I happened to visit newly opened Choupal Sagar. I was happy to visit the place as I had
heard quite a lot about the concept earlier.
Here are some observations that I made that evening
1. The mall was huge in size considering it as a rural target segment. It had a food court,
ware house adjacent to it. It was located on National Highway just 5 kms from the city.
2. There were few costumers in mall but food court seemed to be more popular than mall.
The quality of food and hygiene were excellent and also at affordable prices.
3. Food court had very few customers from rural areas but majority seemed to have come
from the city.
4. There was ample space for parking.
5. The mall was not crowded but customers were coming on a regular basis.
6. Mall was of good standard considering it was targeting rural populace. It was spacious
and all kind of stuff from groceries to apparel was available.
7. Billing was cash only.
8. The variety and assortment of products were limited.
9. It was carrying multiple brands and Most of ITC brand such as John players were
displayed prominently
10. Quality was on lower side but prices commensurate with quality seemed to be on higher
side. I was not able to fathom how mall can run as it would not attract variety seeking
customers and customers who look for premium brands. At the same time, it will not
attract value seeking, very price conscious customers.
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4. XLRI GMP 2009-10 Anshuman Jaiswal G09051
11. The mall was easily accessible from the city but in a district with population of more than
ten lakhs, it seemed to be very inaccessible for targeted rural customers. Question
remained; can it ever attract grocery shoppers from villages and towns nearby?
12. The SKUs need to be reworked as products need to be made available in smaller pack
sizes , smaller amounts to cater to affordability of customers
13. Also, customers would not buy inferior quality. Rural and small town customers are
getting aspirational and dumping of inferior quality will not fetch buyers.
14. There was no promotion in the city. Since the mall was very close to city, some amount
of promotion would have helped increase footfalls.
15. I was not sure whether local needs have been actively studied and researched or it was
just a mechanism to sell what the retailer has without concern for local needs and
aspirations.
16. But overall, I was happy to see a step in right direction to penetrate hinterlands and
reach out to vast majority of untapped markets.
Introduction
ITC’s e-Choupal network has reached out to over four million farmers growing a range of crops
such as soyabean, coffee, wheat, rice and pulses in over 40,000 villages through 6,500 kiosks
across 10 states including Madhya Pradesh, Uttar Pradesh, Rajasthan, Maharashtra, Karnataka,
Andhra Pradesh and Tamil Nadu. The reverse flow carries FMCG, durables, automotives and
banking services back to villages. By 2010, the e-Choupal network plans to cover over 100,000
villages, representing one sixth of rural India, and create more than 10 million e-farmers. ITC’s
strategic intent is to develop e-Choupal as a significant two-way multidimensional delivery
channel, efficiently carrying goods and services out of and into rural India. By progressively
linking the digital infrastructure to a physical network of rural business hubs and agro-extension
services, ITC is transforming the way farmers do business, and the way rural markets work.
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5. XLRI GMP 2009-10 Anshuman Jaiswal G09051
How Mandi Operations work?
Inbound Display and Bagging and Outbound
Auction Payment
logistics Inspection Weighing Logistics
Low risk
Low margin
taking ability
Low value Low
addition investment
Weak
Low
market
productivity
orientation
How E-Choupal works?
Weighing
Inbound Inspection Hub
Pricing and
Logistics and Grading Logistics
Payment
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6. XLRI GMP 2009-10 Anshuman Jaiswal G09051
ITC’s e-Choupal in alliance with Monster India recently launched web portal Rozgarduniya .com
to enable job seekers in rural areas to apply for jobs through e-Choupals. In the first month,
over 1,200 job openings from 52 companies were made available through this channel.
e-Choupal Now
States covered 10
Villages covered 40,000
No. of e-Choupals 6,500
Farmers e-empowered 4 million
Future Plans
The company is now in the process of rolling out e-Choupal’s Version 3.0 by 2012. The new
version will help ITC discover new anchor businesses to insulate its existing e-Choupal model
from risks of reversal in government’s agri reforms. Under the new version, ITC plans to offer
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7. XLRI GMP 2009-10 Anshuman Jaiswal G09051
personalized crop management advisory services to individual farmers, integrating mobile
phones into the digital and physical network of e-Choupal. Integration of mobile phones with
sophisticated analytics will not only enable personalized solutions but also reduce costs. But all
this will require a fair amount of experimenting. The necessary hardware-cum-software
prototypes are being developed by Nokia and ITC Infotech. ITC plans to leverage the inputs it
will get from millions of our farmers. The data generated will be of immense value to companies
selling farm inputs as well as to financial services firms and consumer goods companies. ITC is
gearing e-Choupals as rural employment exchanges, which will connect the rural youth with
jobs. This will be a new anchor business with a clear revenue model. By personalizing its
relationship under e-Choupal’s Version 3.0, ITC plans to reach 20 million within the existing
network area itself.
How it helps?
Delivery of real-time information independent of the transaction.
Empowered choice of where and when to sell the crop.
An international study has shown that the farmers income have increased by 20%.
The productivity has increased from 14% to 29%.
In three years, some 87% of the farmers in the e-Choupal areas have learned about the
e-Choupal services, and 78% have used it.
A win-win situation for the farmers and the shareholders of ITC by linking the farm
operations directly to ITC’s agri-export business through e-Choupal.
Avoided the middlemen
The efficiencies and the capacities built by e-Choupal for agri-communities is attracting
the rural youth to re-consider agriculture & agri-services as a viable occupation and
encouraging them to take to it with confidence.
Farmers’ profits increased by 33%, and the cultivation of soyabeans increased by an
average of 19% in districts with kiosks. And by buying some produce direct, ITC reduced
its costs, which paid for the kiosks.
Strategic cost and quality advantages were realized by multi-sourcing across
geographies based on price optimization.
Superhighway for FMCG Evaluation
Many rural retailers are aiming to woo the rural consumers, especially after the traditional sales
and distribution strategies pioneered by FMCG firms have encountered several roadblocks. From
the so-called push factors, where goods were thrust down the rural consumers' throats, the
accent is now on pulling them to aspire for and consume them.
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8. XLRI GMP 2009-10 Anshuman Jaiswal G09051
Choupal Sagar
A Choupal Sagar is like any urban hypermarket except that besides the usual products it also
stocks fertilizer and seeds. Saagars offer multiple services under one roof - a marketing
platform, store front for agri-equipment and personal consumption products, insurance
counters, pharmacy & health center, agri-extension clinic, fuel station and a food court.
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9. XLRI GMP 2009-10 Anshuman Jaiswal G09051
Last year, three more Choupal Sagar malls were started, taking the coverage to 24 rural malls
across three states. With retail sales growing by 34% over the previous year, these unique
infrastructure points continue to be one-stop shops for the farming community with a host of
services like sourcing, training etc.
Marketing
Distribution of FMCG products in the rural markets through the e-Choupal network gained
traction with the addition of personal care products to the portfolio. These products have been
well received by the rural community. Marketing of Kisan Credit Cards on behalf of the State
Bank of India received a very positive response from the farmers. The quantum of farmer loans
grew by 31%. This was achieved despite slower loan sanctions during the crucial kharif season in
the wake of the farm loan waiver scheme announced by the Government of India.
Why should customers buy?
Customers should buy a product or service if he/she needs it and it satisfies his/her need. Is ITC
satisfying the needs of rural customers? Who are the target customers? Are rich farmers or
people from towns and districts buyers of FMCG and other products? It needs to be found out
how many who sell produce shop at Choupal Sagars. Also, Is ITC not sucking their earnings in
spreading materialism?
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10. XLRI GMP 2009-10 Anshuman Jaiswal G09051
There has to be value for money for the customer and for the targeted customer. If value is
being delivered to wrong target segment then the target segment needs to be approached or
enticed to shop at e-Choupals.
Also, value-add for customer can be in form of lower prices, good quality and convenience for
shopper. For small buys visiting Sagar Choupal is not possible because of large distance from
villages and small towns. Also, large buying happens only seasonally and hence, demands for
goods and service needs to be generated throughout the year.
Price:
The consumers are value conscious, unless quality and quantity are adjusted to suit price
sensitivity of customers, selling to customers is not possible. Also, Choupal Sagar should look at
option of providing credit in offseason for easing the price sensitivity. Unless, it brings variety
and volume into business and efficiency in supply chain, it cannot demand price cuts from
manufacturers other than ITC. Price –Quality matrix is very important. Many products in e-
Choupal are not available in smaller SKUs which lead to poor off take. Also, ITC should work on
the practice of EDLP(Everyday low pricing) and guarantees the lower prices than the existing
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11. XLRI GMP 2009-10 Anshuman Jaiswal G09051
markets. Unless consumers see the benefit Vis a Vis existing markets, real consumer pull will not
be possible.
Promotion:
Currently, there is no clearly orchestrated promotional plan visible on ground. The products and
services need to be adequately promoted and communicated in rural masses to ensure the
consumer pull for all their needs.
Products:
Choupal Sagar is seen as place for farmers but 50% of income generation happens in non
farming sector and hence, products and services need to designed and promoted for farm as
well as nonfarm population. Hence, apart from designing services such as soil testing, crop
advisory, other services to tap non farmers need to be built in. Also, there is daily production of
milk and vegetables which could be bought from farmers and sold to nearby cities. This would
lead to enhanced incomes for farmers and stronger, non seasonal and year round relationship
with customers ultimately leading to regular, frequent and high value buying.
Place:
The retail outlet should be accessible to customer when and where they need it. In current
format it is impossible for customers to come from interior areas, tehsils etc. Also, major issue is
connectivity. Villagers form rural areas and towns don’t have proper road connectivity. Also, it
needs to be in accessible to customers when they visit city. If it is too far from bus stand or
railway station, then customers will not be aware about it and also will not come into
consideration set of customers. The sample case of Choupal Sagar at Mandsaur is not near to
railway station or bus stand. Neither the buses carrying passengers to the city of Mandsaur pass
through that route.
ITC needs to plan the layout and location very strategically to attract right customer and in right
numbers.
Process
Internal background processes are very important for success of any retail and distribution
format. The processes behind running for the retail such as Billing, customer service, stock
replenishment, product display, customer feedback are integral to reducing costs and customer
orientation. Low cost of operation rather low cost in every sphere of retailing – merchandising,
managing supplies are essential parameters for achieving breakeven and long term
sustainability.
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12. XLRI GMP 2009-10 Anshuman Jaiswal G09051
People
Employees in Choupal Sagar are locally recruited and trained by ITC. There was visible gap in
mastery of running retail outlet and serving customers. Employees are keys to success and
achieving customer delight, helping them in buying process and converting potential sale into
actual sale. More on understanding customer behavior and service is needed. Also, training is
required to manage retailing and also prepare the staff to take on the competition. ITC also
needs to prepare its people strategy as new players would want to poach a trained employee
than hiring a fresher.
Competition
Corporate bigwigs like Reliance, Tata, Godrej, DCM and Bharti, want to tap the potential of
selling goods worth $500-600 billion to the consumers. DCM Shriram Consolidated Ltd's (DSCL)
retail outlet, Hariyali Kisan Bazar (HKB) sells everything from home appliances to motorbikes,
from Godrej's Adhaar stores to HLL's 'Shakti' initiatives, scores of rural retail stores and malls are
cropping up on a regular basis.
Stakeholders
Stakeholder analysis is very important. Any sustainable enterprise needs to manage expectations
of shareholders, Government, Local bodies, employees, suppliers and end customers. So far
profitability of venture is not clear and hence shareholders would want to understand capital
deployment and potential for profits. Government needs to play an active role in facilitating
expansion of eChoupals and Choupal Sagars and provide basic help in land acquisition etc. ITC
should work with local bodies in achieving strategic mission and provide necessary help.
Committed and well trained employees would be keys to success of the venture and finally the
suppliers - ITC needs to work in close association with suppliers to enhance the supply chain
profit and have strong negotiations with them to bring down the prices. As that seems to be a
missing link in bringing down the prices.
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13. XLRI GMP 2009-10 Anshuman Jaiswal G09051
Customers
There’s apparently a new bracket of buyers who are emerging in the semi-urban and rural areas.
They have the aspirations to replicate the feverish spending of their urban counterparts. They
have, or will soon possess, the purchasing power to consume the best that's available. And they
do have the size—over 110 million consumers spread across over 6,00,000 villages. The myths
about the rural consumer class being an impoverished mass are slowly being dispelled.
Criticism
There has been good amount of criticism of such rural initiatives. Suman Sahay of Gene
Campaign terms it as a "wholesale holocaust." "In the absence of any legally enforceable
regulation, the partnership between two unequal partners—where one is a large corporate and
the other may be a local adivasi community—can be highly detrimental to both the overall food
security of the country and to local farming communities," . Vandana Shiva of Navdanya joins
the refrain, and feels that large retailers drive down prices whenever they enter the fray, and,
therefore, will not benefit the farmers. "People like ITC want to do away with the mandi system
so that they can influence farmers and get away with giving them lower rates. HLL has turned
self-help groups across the country into their marketing arms. Thus, the farmers get trapped in
vicious circles of purchasing a condition fostered by unchecked corporate involvement in the
rural sector."
Risk in the business
Currently Choupal Sagars are present in only 24 districts in three states - MP, UP and
Maharashtra.
CHOUPAL
SAAGARS - RURAL
SERVICES
CENTRES State
Amravati Maharashtra
Parbhani Maharashtra
Wardha Maharashtra
Washim Maharashtra
Yavatmal Maharashtra
Chindwara MP
Dewas MP
Dhar MP
Itarsi MP
Mandsaur MP
Mhow MP
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14. XLRI GMP 2009-10 Anshuman Jaiswal G09051
Nagda MP
Ratlam MP
Sehore MP
Ujjain MP
Vidisha MP
Badaun UP
Bahraich UP
Chandouli UP
Gonda UP
Hardoi UP
Hathras UP
Jagdishpur UP
Pilibhit UP
Hence, from coverage aspect, Choupal Sagar has just penetrated 5% of districts and primarily in
Soyabean and wheat belt of India. From replicability aspect, ITC has huge task at its hand to
increase the coverage to remaining districts and bring remaining 75% India under its ambit.
Unless, the business shows scale, it is success is limited. Also, restriction to Wheat and Soyabean
belt has been because of ITC’s expertise in agri export business and consumption for branded
Foods business.
Profits
Existence of any business depends on profitability. Any commercial enterprise without potential
for profits is waste of resources and defies the logic for existence of business. If we look at
profitability of FMCG-Others business segment, there was loss of 483.45 crores most of it
because of cost incurred on promoting and establishing FMCG brands. Since FMCG Rural
Retailing (Choupal Sagar) is also part of FMCG-Others and we don’t know profit/loss
contribution of rural retailing; it is difficult to talk about profitability of the FMCG retailing
business.
2009 2008
Segment- Inter Inter
FMCG External Segment External Segment
Others Sales Sales Total Sales Sales Total
Revenues 3010 4.04 3014.04 2508.25 2.8 2511.05
Profit Before
Tax -483.45 -263.52
It is surprising to note that for such an acclaimed initiative, there is no mention of its profitability
numbers in the annual report or the website. Without taking the credit from ITC, revenues itself
will not justify the existence . There needs to be value for the company as well as for the
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15. XLRI GMP 2009-10 Anshuman Jaiswal G09051
customer. If with planned capex and current cost structure, this venture doesn’t turn out to be
profitable then ITC need to relook at the cost optimization, efficiency of operations without
sacrificing the value proposition for the customer.
Is it replicable?
Replicability is function of stronger leadership, acceptability of business model by customer,
availability of potential markets and financial strength of the organization. Let’s analyze each of
the variables in context of ITC.
Leadership: eChoupal was genesis of senior leadership and hence there is no dearth of support
and motivation from the top leadership.
Acceptability of business model: Unless, customers approve the value proposition of the
model, the replication is not possible. Hence, ITC needs to work on getting customer approval
and acceptability. It is very important to map customer needs and get their true feedback
regarding the value chain of ITC Sagar Choupal. There could be variation while expanding in
other parts of the country but those need to be managed locally.
Availability of potential markets: At present, Choupal Sagars are present in only 24 districts in
3 states. The current penetration is very low and holds scope for huge expansion. 750 mn
people live in rural areas and just 1% has been touched by the whole initiative. Low penetration,
rising rural incomes, better infrastructure will help ITC expand into other areas of the country.
Financial strength: ITC is a cash rich company with other strong profit generating businesses
especially – Tobacco business. ITC has strong financial, human resource and distribution
network which enables it to lead in rural retailing space and take first mover advantage.
Is it sustainable?
Without doubt, there are lots of gaps ranging from financial sustainability to satisfying
customer need which need to be ironed out but there are strong positives for rural distribution
and organized retailing becoming success. ITC’s strong Tobacco distribution business, its first
mover advantage, financial wealth and leadership’s willingness to tap into unchartered territories
has been major drivers for its current state and will continue to fuel the growth of the business
in near and distant future. It has all the elements for successful execution of its strategy.
Fortune at bottom of Pyramid?
Is Choupal Sagar trying to target BOP? The answer is empathic no. Its current model is based on
bridging the gap of an organized distribution channel in hinterlands of India. There is a gap
where it can operate and achieve long term sustainability and hence, to call it as an innovation
built for BOP would be misnomer. The target segment needs to be clearly identified and tapped.
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16. XLRI GMP 2009-10 Anshuman Jaiswal G09051
Even if it reaches bottom 25 to 50 percentile of a district’s population (rural as well as semi
urban), it could be called a success as it would add value to customers by bringing down prices
and making quality product available at affordable prices. One should remember that Wal-Mart
also started operations from rural America and its success has been built upon its understanding
and accessibility of the rural customers. Hence, definitely, the rural retailing is not targeting BOP
who live on $2 a day but targeting those who can relate to its existence and appreciate the value
for money proposition that its stands for.
References
http://economictimes.indiatimes.com/opinion/editorial/ITC-e-Choupal-to-quintuple-
reach/articleshow/5786129.cms
http://www.itcportal.com/rural-development/eChoupal.htm
http://www.itcportal.com/newsroom/press06june07-a.htm
Year 2009 Annual report
http://www.outlookindia.com/article.aspx?232470
http://www.rozgarduniya.com/?lang=hi
http://lh3.ggpht.com/_sjsXVlMBPeY/RjYX6ayDaFI/AAAAAAAAC_E/Un12F2ylwTU/DEL_2855.jpg
http://farm1.static.flickr.com/27/46477776_1404e98e4f.jpg
http://www.pitchonnet.com/images/FeaNov05Rural-pic.jpg
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