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.

2. Introduction
• In recent years, Indian Retail industry has emerged as one of the most fast-paced industry. Currently, it
accounts for over 10 percent of GDP and also employs around 8 percent of the population. From Retail
industry perspective, India is the fifth-largest global destination.
Market Size
• According to the BCG report, India is expected to reach the market size of $1.3 trillion by 2020 from $600
billion in 2015. The report also suggest that overall retail market is expected to 12% per annum. Modern
trade will expand at 20 percent while traditional trade at 10 percent per annum.
• In 2014, retail spending of India’s top 7 cities amounted to $53.7 billion and organized retail penetration
was at 19 percent. By 2019, online retail market size will be at par with physical stores market size.
• From ecommerce market perspective, India is expected to become fastest growing market mainly due to
two reasons: investments and increase in number of internet users. Indian e-commerce sales are
expected to reach $55 billion by 2018 from $14 billion in 2015. Further, India's e-commerce market is
expected to reach $220 billion in terms of gross merchandise value (GMV) and 530 million shoppers by
2025.
• India’s direct selling industry increased 6.5 percent in 2014-15 to $1.19 billion and is expected to reach a
size of $3.55 billion by 2019-20, as per a joint report by India Direct Selling Association (IDSA) and PHD.

3. Investment Scenario
• According to the DIPP, the Indian retail industry in the single-brand segment has received Foreign Direct
Investment (FDI) equity inflows totaling US$ 344.9 million during April 2000–September 2015. There are
many examples of heavy investments in Indian retail space.
• For e.g., IKEA has announced that they will open stores in Hyderabad and Mumbai; considering the
business model of IKEA, they will have to invest heavily to open stores.
• Another good example would be of DataWind, they partnered with HomeShop18 to expand its retail
footprint in the country. Under the partnership, HomeShop18 and DataWind would jointly launch special
sales programs across broadcast, mobile and internet media to provide greater access to the latter’s
tablet range.
Government Initiatives
• The Ministry of Urban Development has come out with a Smart National Common Mobility Card (NCMC)
model to enable seamless travel by metros and other transport systems across the country, as well as
retail purchases.
• The Government of India has accepted the changes proposed by Rajya Sabha select committee to the bill
introducing Goods and Services Tax (GST). Implementation of GST is expected to enable easier movement
of goods across the country, thereby improving retail operations for pan-India retailers.

4. • The Government has approved a proposal to scrap the distinctions among different types of overseas
investments by shifting to a single composite limit, which means portfolio investment up to 49 per cent
will not require government approval nor will it have to comply with sectoral conditions as long as it does
not result in a transfer of ownership and/or control of Indian entities to foreigners. As a result, foreign
investments are expected to be increase, especially in the attractive retail sector.
The Road Ahead
• One thing is for sure that ecommerce is the way forward mainly due to its expansion in the country.
Because of ecommerce, customers have more choice of products at the lowest rates. In the current
scenario, all the retailers should leverage the digital channels which would enable them to spend less
money on real estate while reaching out to more customers in tier-2 and tier-3 cities.
• Both organized and unorganized retail companies have to work together to ensure better prospects for
the overall retail industry, while generating new benefits for their customers. Nevertheless, the long-term
outlook for the industry is positive, supported by rising incomes, favorable demographics, entry of foreign
players, and increasing urbanization.
• Also in the current scenario, company like Patanjali has changed entirely the sentiments of the people
and the ways companies market their products. Companies will have to market their products more from
Indianized perspective and sometimes they will have to admit that they may have made some mistakes in
the past. For example, till recently many people in rural areas were using charcoal to brush their teeth
and some companies have ridiculed that and now they are marketing the same product.
• Also MNCs will have to keep tab on Indian companies like Patanjali. Just give a thought that if Patanjali
start exporting its products than what kind of scenario could get created. Also we cannot predict if
tomorrow Patanjali decides to introduce some other Line of Business and again it will hurt the market
share of MNCs.

6. 1.25
3.60
2015 2020
USD Trillion
CAGR: 23%
600
1,300
2015 2020F
USD Billion
CAGR: 16.7%
60
180
2015 2020F
USD Billion
CAGR: 24.5%
Rising income and
demand for quality
products to boost
consumer expenditure
Consumer expenditure
estimated to be $3.6
trillion by 2020 vis-à-vis
$1.25 trillion in 2015
Indian retail one of the
fastest growing markets
in the world due to
economic growth
Retail market in India to
reach $1.3 trillion by
2020 from $600 billion
in 2015
India’s modern retail to
be three times in next 5
years
The modern retail
market is expected to
grow from $60 billion to
$180 billion during
FY15-FY20

7. 47.3
103.7
2015 2020E
USD Billion
CAGR: 16.9%
6
70
2015 2020E
USD Billion
CAGR: 63.4%
500
8,500
2006 2016E
CAGR: 32.8%
Robust consumption,
rural markets to
augment FMCG market
FMCG market expected
to increase to $103.7
billion by 2020 from
$47.3 billion in 2015
Increasing participation
from foreign and private
players to boost retail
infrastructure
Revenue generated
from online retail is
projected to grow to 70
billion by 2020 from
$6 billion in 2015
Rising number of tier-2
and tier-3 cities to
enhance supermarket
space in the country
Supermarkets to total
8,500 by 2016 from 500
in 2006

8. Demand potential
• Healthy economic growth, changing
demographic profile, increasing
disposable incomes, changing consumer
tastes and preferences are driving growth
in the organized retail market in India
• Rapid urbanization with increasing
purchasing power has led to growing
demand
Innovation in financing
• Collective efforts of financial houses and
banks with retailers are enabling
consumers to go for durable products
with easy credit
Increasing investments
• Foreign retailers are continuously
entering the Indian market
• Cumulative FDI inflow in retail for
September 2015 was $344.93 million;
this is expected to increase when 51 per
cent FDI in multi-brand retail is approved,
and the limit in single-brand retail is
raised to 100 per cent
Policy support
• About 51 per cent FDI in multi-brand
retail
• FDI of up to 100 per cent in single-brand
retail and for cash and carry (wholesale)
trading and exports
• Introduction of Goods and Service Tax
(GST) as a single unified tax system from
next fiscal year
2015
Market
Value:
$600
Billion
2020E
Market
Value:
$1.3
Trillion

9. Pre 1990s
• Manufacturers
opened their
own outlets
Initiation
1990-2005
• Pure-play
retailers
realized the
potential of
the market
• Most of them
in apparel
segment
Conceptualization
2005-2010
• Substantial
investment
commitments
by large Indian
corporate
• Entry in food
and general
merchandise
category
• Pan-India
expansion to
top 100 cities
• Repositioning
by existing
players
Expansion
2010 Onward
• Cumulative FDI inflow from April 2000 to
September 2015 reached $344.93 million
• Retail 2020: Retrospect, Reinvent, Rewrite.
• Movement to smaller cities and rural areas
• More than 5–6 players with revenues over $1
trillion by 2020
• Large-scale entry of international brands
• FDI in single-brand retail up to 100 per cent
from 51 per cent
• Approval of FDI limit in multi-brand retail up
to 51 per cent
• Rise in private label brands by retail players
• Sourcing and investment rules for
supermarkets were relaxed
• E-commerce has emerged as one of the major
segments
Consolidation

10. Mono/exclusive
branded retail
shops
Multi-branded
retail shops
Convergence retail
outlets
E-retailers
Exclusive showrooms owned
or franchised out by a
manufacturer
Focus on particular product
categories and carry most of
the brands available
Display most of convergence as
well as consumer / electronic
products, including
communication and IT group
It is an online shopping facility
for buying and selling products
and services; the facility is
widely used for electronics,
health and wellness
Complete range available for
a given brand, certified
product quality
Customers have more
choices as many brands are
on display
One-stop shop for customers;
many product lines of
different brands on display
Highly convenient as it
provides 24X7 access, saves
time, and ensures secure
transaction

11. Retail
Grocery
Food &
Beverage
Department
Stores
Pharmacy
Books, Music
& Gifts

12. Retail
Departmental
Stores
Hypermarkets
Supermarkets
/Convenience
Stores
Specialty
Stores
Books, Music
& Gifts
• Pantaloon has
104 stores
• Westside
operates 86
stores
• Shoppers Stop
has 66 stores
• Reliance Retail
launched Trends
in this format
and currently
has nearly 100
stores across
India
• Pantaloon Retail
is the leader in
this format,
with 512 Big
Bazaar stores
and online
franchisees
• HyperCITY (16
stores), Trent,
Spencer’s
(Spencer
Hyper), Aditya
Birla Retail, and
Reliance are
other players
• Aditya Birla
Retail (1735
stores)
• Spencer’s Daily
(134 stores)
• Reliance Fresh
(700 stores)
• REI 6Ten (350
stores)
• Big Bazaar (512
franchisees
stores)
• Titan Industries
is a large player,
with 430 World
of Titan, 174
Tanishq, and
336 Titan Eye+
shops
• Vijay Sales,
Croma, and
Ezone are into
consumer
electronics
• Landmark and
Crossword focus
on books and
gifts
• Metro started
the cash-and-
carry model in
India; the
company
operate 16
stores across
Mumbai,
Kolkata, Delhi,
Punjab,
Hyderabad and
Bengaluru
• Reliance
opened its first
cash-and-carry
store in
September
2011 and plans
to open 20
stores by the
end of the fiscal

13. Multiple franchisee model Rural retailing Collaboration for back-end
resource sharing
Collaborative for
international products
Vertical Integration Increasing market reach
Innovation in new retail
formats
Direct sourcing
arrangements
Focus on private labels

14. Strategies adopted by Indian Retailers for sales maximization
Offering discounts • Most retailers have advanced off-season sales from 15 days to a month
with discounts of 20-70 per cent on certain products
• Higher discounts and other value-added services for members
Lowering prices • Certain retailers adopt ‘first price right’ approach. Retailers do not offer
discounts under this strategy: they directly compete on the selling price
by offering a best price without any Markdowns
Offering value-added
services
• Companies offer innovative value-added services, such as customer
loyalty programs and happy hours on shopping deals
• Offers for senior citizens, contests for students, and lottery gains are
now very common
Leveraging partnerships • To keep customers on shop floors for a longer time and increase
conversions, retailers are now pitching to partner with manufacturers,
service providers, financial companies, etc. to create a buzz around
certain product categories
Strong supply chain • Critical components of supply chain planning applications help retailers
to maintain profit margins
• Retailers develop innovative solutions for managing the supply chain
problems
• Innovative solutions like performance management, frequent sales
operation management, demand planning, inventory planning,
production planning and lean systems can help retailers to get
advantage over competitors

15. Strong distribution
and logistics
network
• It is imperative for a retailer to have a strong distribution and logistic network
to succeed in this sector. Players follow a distribution network that suits them
the best. For example, Shoppers Stop follows a “hub-and-spoke” model for its
distribution network to increase efficiency and productivity
Marketing
innovation
• Companies are now adopting innovative marketing strategies for their business.
For example, Shoppers Stop is the first Indian large-format retailer to have
created an AUGMENTED REALITY (AR) set-up
Focus • Certain players in this sector are focused on a particular segment. For example,
Future Retail (FRL) exclusively operates hypermarkets and home retailing
businesses. FRL focuses on maintaining its competitive advantage and gaining
benefits of scale through focusing on efficiency and productivity
Omni-channel
retailing
• Retailers are opting for many channel to maximize sales, provide convenience
and for enhanced productivity. Omni-channel retailing is being adopted by
many retailers in India. For example, Shoppers Stop is making efforts to be an
Omni-channel retailer. Ezone has launched an online platform, which has led to
increase in sales
Changing the
perception
• Retailers benefit if consumers perceive their store brands to have consistent
and comparable quality and availability in relation to branded products. For
this, retailers are providing more assortments for private level brands to
compete with supplier's brand. New product development, aggressive retail
mix and everyday low pricing strategy help to get edge over supplier's brand

16. Competitive Rivalry (High) • Entry of foreign players in the market and e-retailers have
intensified competition
• Customers’ low switching cost increases competition
• The Indian retail sector is highly fragmented, which increases
Competition
Threat of New Entrants (High) • Entry as a retailer is quite simple. However, players need to
establish strong distribution channels and achieve economies of
scale to compete
Substitute Products (Low) • Threat of substitute products is low. However, customers may
purchase products from a local store instead of purchasing from a
retailer
Bargaining Power of Suppliers
(Low)
• Retailers have low switching costs, which make the supplier power
low. Larger retailers can easily switch to different suppliers.
Bargaining Power of Customers
(High)
• The consumers are price sensitive, and have information about the
product and its price
• Low switching cost gives customers high bargaining Power

18. • The retail sector in India is emerging as one of the largest sectors in
the economy.
• By 2015, the total market size is estimated to be around $600 billion,
thereby registering a CAGR of 7.45 per cent since 2000.
• Retail industry is expected to grow to $1.3 trillion by 2020, registering
a CAGR of 9.7 per cent between 2000-2020.
204 238 278 321 368
424
518 490 534
600
1300
2000 2002 2004 2006 2008 2010 2012 2013 2014 2015 2020E
Market size over the past few years (USD billion)

19. • In 2014, food & grocery accounted for nearly 69 per cent of total
revenues in the retail sector, followed by apparel (8.0 per cent)
• Demand for Western outfits and readymade garments has been
growing at 40–45 per cent annually; apparel penetration is expected
to increase to 30-35 per cent by 2015
• In 2014, jewelry accounted for 6 per cent share in India retail sector
and its share is expected to increase from 6 per cent to 8 per cent in
FY20
Food &
Grocery,
69%
Apparel
8%
Jewelry
6%
Consumer
durables
& IT
6%
Pharmacy
2%
Furniture
&
furnishing
2%
Footware
1% Others
6%
FY2014
Food &
Grocery,
63%Apparel
9%
Jewelry
8%
Consumer
durables
& IT
6%
Pharmacy
3%
Furniture
&
furnishing
4%
Footware
1% Others
6%
FY2020E

20. • Organized Retail Penetration (ORP) in India is low (8 per cent)
compared with that in other countries, such as the US (85 per cent).
This indicates strong growth potential for organized retail in India
• In 2019, it is estimated that organized retail penetration share would
reach 13 percent and unorganized retail penetration would hold a
major share of 87 percent.
Unorganize
d Retail
Penetratio
n
87%
Organized
Retail
Penetratio
n
13%
Organized Retail Penetration (2019)
Demand drivers
• Rising income
levels
• Increased
urbanization
• Growing
aspiration levels
and appetite to
experiment
• Credit availability
Supply drivers
• New entrants
• Expansion plans
of existing
players
• Infrastructure
augmentation
• Emergence of
new
• categories
Drivers of Organized Retail

21. • The Indian retail market is in its nascent stage; unorganized players accounted for 92
per cent of the market during 2013
• There are over 15 million mom-and-pop stores
• Between FY09-13, organized retail in India witnessed a CAGR of 19-20 per cent
• Organized retail is expected to account for 24 per cent of the overall retail market by
2020
8%
24%
92%
78%
2015 2020
Significant scope for expansion in organized retail
Organized trade Unorganized trade

22. Organized retail penetration and key trends across categories
Retail Category
Category Share as a %
of Total Market 2014-
15
ORP (%)
Approx. Gross
Margin (%)
Key Trends
Food & beverage 69-70 2-3 3-14
Large market and low ORP presents
robust opportunities
Clothing & textile 11-13 17-20 35-50
High margins, increased preference for
branded apparel
Consumer durables 4-5 15-20 10-20
Wide range of price points and good-
after sales service are key
differentiators
Home Décor &
Furnishing
3 5-6 40-50
Housing boom and increasing
aspiration levels are driving demand
Beauty, personal care 8-11 6-10 20-40
Growth driven by new product
launches, consumers’ aspirations and
expansion plans of organized players
Footwear 2 16-17 25-35
Lifestyle brands are increasing their
product offerings and formats
Others 3-4 9-30 10-15
Pharmacy retail, stationery retailers,
etc

23. • Online grocery market is in its nascent stage and in 2015, the online
grocery market stood at $0.6 billion which shows that there is a lot of
scope for improvement in the coming years for the online grocery
market to grow.
• Growing e-commerce sector is augmenting the growth of online
grocery market
41
15
12
7
9
7
3 2 1 0.6
Online Grocery Market Size Across Countries
2015 ($ Billion)
NCR
49%
Bengaluru
14%
Chennai
10%
Hyderabad
8%
Pune
7%
Kolkata
6%
Mumbai
5%
Ahmedabad
1%
City-wise Share in Upcoming Mall Supply 2015-18

24. • India’s ‘grocery’ retail segment is the world’s most attractive.
• Apparels would be the largest retail segment, accounting for 22 per
cent of total retail space by 2014–15.
• Grocery retailers recorded healthy growth during 2014 and is
expected to become world’s third largest grocery market with an
estimated revenue of USD 566bn by 2016.
Apparels
22%
Departmental Stores
14%
Food & Beverages
13%
Home & Lifestyle
9%
Entertainment
8%
Supermarket
8%
Electronics
6%
Watches & Jewelry
6%
Personal Care
6%
Others
5%
Footware
3%
Break-up of all mall space by format (FY15)

25. • In 2015, deepest mall penetration has been witnessed by Delhi-NCR with 22.7msf, total 213
malls are operational in India.
• In August 2015, India’s second largest e-commerce firm Snapdeal raised USD500 million by
Chinese e-commerce firm Alibaba Group, Foxconn Technology Group and existing investor
Softbank Group.
• India is among the highest in the world in terms of per capita retail store availability. India’s
strong growth fundamentals, along with increased urbanization and consumerism, offer
immense scope for retail expansion for foreign players.
• With the allowance of 100 per cent FDI in single brand retail investor sentiment will get
further push.
• Rapid emergence of organized retail outlets, such as mega malls and hypermarkets, are
augmenting the growth of organized retail in the country. Retailers have made dynamic
changes in supply chain and logistics for competitive advantage and meeting consumer
demands.

26. • India has occupied a remarkable position in global retail rankings; the country has high
market potential, low economic risk, and moderate political risk
• In market potential, India ranks eleventh (after United States, China, Canada, UK, Brazil,
Germany, Austria and Mexico)
• India’s net retail sales are quite significant among emerging and developed nations; the
country is ranked third (after China and Brazil)
• Overall, given its high growth potential, India compares favorably with global peers among
foreign investors
2.1
2
1.95
1.94
1.89
1.87
1.79
1.79
1.73
United States
China
United Kingdom
Canada
Germany
Brazil
India
Australia
Singapore
FDI Confidence Index 2015

27. • Online retail business is the next generation format which has high
potential for growth in the near future. After conquering physical stores,
retailers are now foraying into the domain of e-retailing
• E-commerce is expected to be the next major area for retail growth in
India. The industry is projected to touch S100 billion by 2020 from $22
billion in 2015.
• With growth in the e-commerce industry, online retail is estimated to
reach $70 billion by 2020 from $3 billion in 2014
16.4
22
100
2014 2015 2020F
E-commerce Industry in India
($ Billion)
3 6
70
2014 2015 2020F
Online Retail in India
($ Billion)

28. • The key drivers of online retail are a young population aided by easier access to credit and
payment options, increasing internet penetration and speed, 24-hour accessibility, and
convenient and secured transactions
• Online retailers continue promotional prices in the market, offering a significant boost to e-
retailing in consumer durable sector
• Options like cash-on-delivery and manufacturers’ warranty add fuel to this rage. Cash-on-
delivery is the most preferred payment option with over 30 per cent of buyers opting for it in
India
• The computer peripherals, cameras and mobiles, and lifestyle segments account for a
majority of total purchases
356
269
67
65
51
India
China
Indonesia
US
Brazil
Youth Population Age 10 to 24 in Million (2014-15)

29. DemandFactorsSupplyFactors
Higher brand consciousness Rising incomes and purchasing power
Growing aspiration levels and appetite
to experiment
Credit availability
Growing young population and working
women
Changing consumer preferences and
growing urbanization
Rapid real estate and infrastructure
development
Easy availability of credit
Emergence of new categories Expansion plans of existing players
Development of supply chain
improving efficiency
R&D, innovation and new product
development
Indian Retail Opportunity

31. Liberalization: FDI of
up to 51 per cent
allowed under the
automatic route in
select priority sectors
FDI of up to 100 per
cent allowed under
the automatic route in
Cash & Carry
(wholesale)
1991
1997
FDI of up to 51 per
cent allowed with
prior government
approval in single-
brand retail
2006
Government proposed
introducing FDI in
multi-brand retail
(2008); follows up in
2012 by approving a
plan to raise the FDI
limit to 51 per cent
2008
Government approved
51 per cent FDI in
multi-brand retail and
increased FDI limit to
100 per cent (from 51
per cent) in single
brand retail
2012
2015
With a view to
improve the ease of
doing business, the
government has
aligned the foreign
direct investment
policy with NIC code

32. Benefits of FDI in Indian Retail
Increase in
employment
Infrastructure
investment
Removing
middlemen
Benefiting Indian
manufacturers
Technological
advancement
Sector Entry route FDI limit
Wholesale cash
and carry trading
Single brand
product retailing
Multi-brand, front-
end retail
Foreign Investment
& Promotion Board
Foreign Investment
& Promotion Board
Automatic 100%
100%
100%

33. 51% FDI in multi-
brand retail
Status: Policy
passed
• Minimum investment cap is $100 million
• 30 per cent procurement of manufactured or processed products must be from
SMEs
• Minimum 50 per cent of total FDI must be invested in backend infrastructure
(logistics, cold storage, soil testing labs, seed farming and agro-processing units)
• Removes middlemen and provides better price to farmers
• Development in retail supply chain system
• 50 per cent of jobs in retail outlet could be reserved for rural youth and a certain
amount of farm produce could be required to be procured from poor farmers
• To ensure the Public Distribution System (PDS) and Food Security System (FSS), the
government reserves the right to procure a certain amount of food grains
• Multi-brand retail would keep food and commodity prices under control
• Will cut agricultural waste as mega retailers would develop backend infrastructure
• Consumers will receive higher quality products at lower prices and with better
service
100% FDI in
single brand
retail Status:
Policy passed
• Products to be sold under the same brand internationally
• Sale of multi-brand goods is not allowed, even if produced by the same
manufacturer
• For FDI above 51 per cent, 30 per cent sourcing must be from SMEs
• Consumerism of retail market
• Any additional product categories to be sold under single brand retail must first
receive government approval

34. Supply chain
structure
• Introduction of Goods and Service Tax (GST) as a unified tax regime would
lead to a re-evaluation of procurement and distribution arrangements
• Removal of excise duty on products would result in cash flow
improvements
Pricing and
profitability
• Elimination of tax cascading is expected to lower input costs and improve
profitability
• Application of tax at all points of supply chain is likely to require
adjustments to profit margins, especially for distributors and retailers
Cash flow
• Tax refunds on goods purchased for resale implies a significant reduction in
the inventory cost of distribution
• Distributors are also expected to experience cash flow from collection of
GST in their sales, before remitting it to the government at the end of the
tax-filing period
System changes and
transition
management
• Changes need to be made to accounting and IT systems in order to record
transactions in line with GST requirements
• Appropriate measures need to be taken to ensure smooth transition to the
GST regime through employee training, compliance under GST, customer
education and inventory credit tracking

36. Population 2001 (mn)
MMR NCR Bengaluru Top Urban Centers
17 15 6 68
Population 2011 (mn)
MMR NCR Bengaluru Top Urban Centers
21 22 8 86
Decadal growth between 2001 & 2011
MMR NCR Bengaluru Top Urban Centers
23.5% 47% 33% 26.5%
Population 2015 (E) (mn)
MMR NCR Bengaluru Top Urban Centers
22 24 10 93
Top Urban Centers: MMR, NCR, Bengaluru, Hyderabad, Pune, Chennai, Kolkata

37. Total Consumption Expenditure 2015 (Rs. Bn.)
MMR NCR Bengaluru Top Urban Centers
4,113 3,494 2,020 12,782
Per Capita Consumption Expenditure 2015 (Rs.)
MMR NCR Bengaluru Top Urban Centers
188,745 138,335 212,444 137,758
Total Retail Expenditure 2015 (Rs. Bn.)
MMR NCR Bengaluru Top Urban Centers
1,214 1,047 640 4,206
Per Capita Retail Expenditure 2015 (Rs. Bn.)
MMR NCR Bengaluru Top Urban Centers
164 269 154 801
Top Urban Centers: MMR, NCR, Bengaluru, Hyderabad, Pune, Chennai, Kolkata

38. 12%
16%
19%
11%
15%
28%
Income Rs. per annum
% share of total population

39. 8%
15%
20%
14%
17%
27%
Income Rs. per annum
% share of total population

40. 17% 17% 17%
12%
14%
23%
Income Rs. per annum
% share of total population

41. Apparel
2015 Bengaluru Mumbai NCR
Retail Market Size (Rs. Bn.) 28.8 39.3 48.0
Modern Retail Market Size (Rs. Bn.) 5.5 14.8 45.1
Modern Retail Potential (Rs. Bn.) 23.2 24.6 2.6
Retail Market Size (Rs. Bn.) 41.4 106.3 77.9
Modern Retail Market Size (Rs. Bn.) 14.0 33.3 61.9
Modern Retail Potential (Rs. Bn.) 23.0 73.0 15.9
Overall Apparel: Modern Retail
Potential (Rs. Bn.)
46.2 97.6 18.6

42. Food and Beverage
2015 Bengaluru Mumbai NCR
Retail Market Size (Rs. Bn.) 3.9 10.9 4.2
Modern Retail Market Size (Rs. Bn.) 0.7 3.0 5.5
Modern Retail Potential (Rs. Bn.) 3.2 7.9 ***
Retail Market Size (Rs. Bn.) 12.3 32.0 20.1
Modern Retail Market Size (Rs. Bn.) 3.1 9.9 17.1
Modern Retail Potential (Rs. Bn.) 9.1 22.2 2.9
Overall F&B: Modern Retail
Potential (Rs. Bn.)
34.0 69.5 35.2
Note: *** implies that the modern retail space in these zones has been
generating more business than the total retail spending on the catchment
population this product category

43. Entertainment
2015 Bengaluru Mumbai NCR
Total Entertainment Expenditure
(Rs. Bn.)
27.5 60.7 52.4
Market Size of Multiplex and FEC
(Rs. Bn.)
17.7 16.6 6.9
Daily Needs
(Supermarkets/Hypermarkets)
2015 Bengaluru Mumbai NCR
Retail Market Size (Rs. Bn.) 274.7 607 523.7
Modern Retail Market Size (Rs. Bn.) 31.6 18.7 11.3
Modern Retail Potential (Rs. Bn.) 243.0 588 512.4