A case study on the strategic change of Arvind Mills- one of the biggest players in the Textile Industry around the globe.
Arvind Mills managed to stay afloat even during the recession of 1980s. Arvind is a tough competitor for players like Aditya Birla Grasim, Welspun, Alok Industries, S.Kumar's, Reliance Industries, and many more.
A case study on the strategic change of Arvind Mills- one of the biggest players in the Textile Industry around the globe.
Arvind Mills managed to stay afloat even during the recession of 1980s. Arvind is a tough competitor for players like Aditya Birla Grasim, Welspun, Alok Industries, S.Kumar's, Reliance Industries, and many more.
introduction,objective,Pricing Strategy, Channel Network, Distribution Chain, Market Product,STP, Marketing Communication Mix, Swot Analysis, Company Green Marketing Initiative, Questionaire
Introduction :Flagship company of the Vardhaman Group incorporated in 1973 as Mahavir Spinning Mills Ltd (MSML).
25 manufacturing facilities across India.
26,000 + employees across the company and its subsidiaries.
Revenue Rs. 5587crs (31st March 2016.
Subsidiary Companies : VMT Spinning Company Ltd.
VTL Investments Ltd.
Vardhaman Yarns and Threads Limited.
Vardhaman Acrylics Ltd.
Vardhaman Nisshinbo Garments Company Ltd.
Associate Companies : Vardhaman Special Steels Ltd.
Vardhaman Spinning and General Mills Ltd.
(Vardhaman Holdings Ltd.)
Raw Materials : Raw Cotton, Yarn, Synthetic Fibre, Fabric, Dyes, Chemicals & Auxiliaries
Finished Products : Yarns & Speciality Yarn, Fabric, Sewing Thread, Acrylic Fibre, Garments
HR Strategies : Human Capital most Valued Assets
Rigorous Recruitment
Culture of continuous learning
In house and on the job training
Systematic appraisal for talent development
Encouraged informal mentorship
Training through premiere institutes (domestic and international)
Open and transparent top – down communication
Employee engagement and team building practices (QCT, GCM etc)
Employee stock options
Entirely home grown senior management
Marketing Strategies : Intensive market research both domestic and international.
Concentration on a niche market i.e. Five major textile products.
Long-term partnerships with key stakeholders i.e. customers, vendors and partners.
Innovative and specialised product development and diversification based on customer feedback.
Strategic international alliances to upgrade technology and endure global standard product quality.
Policy of sustainable strategic expansion.
Brexit, Demonetisation & Trump :
Brexit : The UK accounts for more than 25% of india’s textile and appral exports to the EU.
Not effect on Indian export tariff preference to the EU.
May provide opportunity for a FTA with Britain.
Short term negative implications expected.
Demonetization :
Slow down of domestic demand for textile end products immediately after note ban.
Securing raw material and selling finished goods to a hit.
Shot term slowdown in operations in large firms.
Delay in cotton exports.
Small cash dependent firms took a major hit.
President Trump : Scraping of the TPP.
Opportunities to India
Future Growth : Global environment supportive of growth in Indian Textiles
Indian textile expected to grow to US $470 Bn by 2025 – (Investment US $320 Bn)
Vardhaman Conservative growth strategy.
Retain manufacturing licences to A & E threads.
Consolidation, Specialize and expand the existing niche markets i.e. Yarns & Fabric.
One stop shop for fashion yarns and fabric.
Conclusion : Successful conservative expansion.
Enhanced product quality and FDI.
Focus and enhance USP to attain market leadership.
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introduction,objective,Pricing Strategy, Channel Network, Distribution Chain, Market Product,STP, Marketing Communication Mix, Swot Analysis, Company Green Marketing Initiative, Questionaire
Introduction :Flagship company of the Vardhaman Group incorporated in 1973 as Mahavir Spinning Mills Ltd (MSML).
25 manufacturing facilities across India.
26,000 + employees across the company and its subsidiaries.
Revenue Rs. 5587crs (31st March 2016.
Subsidiary Companies : VMT Spinning Company Ltd.
VTL Investments Ltd.
Vardhaman Yarns and Threads Limited.
Vardhaman Acrylics Ltd.
Vardhaman Nisshinbo Garments Company Ltd.
Associate Companies : Vardhaman Special Steels Ltd.
Vardhaman Spinning and General Mills Ltd.
(Vardhaman Holdings Ltd.)
Raw Materials : Raw Cotton, Yarn, Synthetic Fibre, Fabric, Dyes, Chemicals & Auxiliaries
Finished Products : Yarns & Speciality Yarn, Fabric, Sewing Thread, Acrylic Fibre, Garments
HR Strategies : Human Capital most Valued Assets
Rigorous Recruitment
Culture of continuous learning
In house and on the job training
Systematic appraisal for talent development
Encouraged informal mentorship
Training through premiere institutes (domestic and international)
Open and transparent top – down communication
Employee engagement and team building practices (QCT, GCM etc)
Employee stock options
Entirely home grown senior management
Marketing Strategies : Intensive market research both domestic and international.
Concentration on a niche market i.e. Five major textile products.
Long-term partnerships with key stakeholders i.e. customers, vendors and partners.
Innovative and specialised product development and diversification based on customer feedback.
Strategic international alliances to upgrade technology and endure global standard product quality.
Policy of sustainable strategic expansion.
Brexit, Demonetisation & Trump :
Brexit : The UK accounts for more than 25% of india’s textile and appral exports to the EU.
Not effect on Indian export tariff preference to the EU.
May provide opportunity for a FTA with Britain.
Short term negative implications expected.
Demonetization :
Slow down of domestic demand for textile end products immediately after note ban.
Securing raw material and selling finished goods to a hit.
Shot term slowdown in operations in large firms.
Delay in cotton exports.
Small cash dependent firms took a major hit.
President Trump : Scraping of the TPP.
Opportunities to India
Future Growth : Global environment supportive of growth in Indian Textiles
Indian textile expected to grow to US $470 Bn by 2025 – (Investment US $320 Bn)
Vardhaman Conservative growth strategy.
Retain manufacturing licences to A & E threads.
Consolidation, Specialize and expand the existing niche markets i.e. Yarns & Fabric.
One stop shop for fashion yarns and fabric.
Conclusion : Successful conservative expansion.
Enhanced product quality and FDI.
Focus and enhance USP to attain market leadership.
FASHION INDUSTRY INTERNSHIP & TRAINING RESEARCH PROJECT ON VAN HEUSEN BY ADIT...Hiba Nasir
This is the Internship final report presentation which was undertaken for MFM FIITRP Project. It was done for Van Heusen brand by Aditya Birla Fashion & Retail Ltd. This was final report work of two months summer internship program. It was concluded with Merchandise Assortment Plan for Van Heusen SS'19.
Supply Chain Management Of A lather SHOE MANUFACTURING FIRM,Its a new idea and plan for those who are going to start a business .This ppt can applicable for every business. Because every business needs a good supply chain...
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2. Law 1
Cost & Price always declines
March 31, 2013 March 31, 2012
Cost of consumables 1641 1569
•The cost of consumables given above is for the entire Arvind mills products.
•There is a huge fluctuation in textile industry due to various distribution
level
•As the cost is increasing the price of the end product is also increasing
3. Law 2
Competitive position determines
your position
• Return on Asset : 11%
• Market Share: 10.12%
• Largest Competitor Market Share (S Kumar's): 9.51%
• Relative Market Share: 1.06
• Which determines that Arvind Mills is the market
leader in textile industry.
7. Competitive Advantage of Arvind
Mills
Focus on Retail company want to achieve 80% of its sale through
apparel.
Globalization Strategy
Launching of spectrumplaza.com
Tie ups with Indiatimes.com and rediff
8. Law 3
Customers & Profit pools don’t stand
still
Flying Machine Newport Ruf n Tuf Excalibur
Launched 1980 1993 1997 1995
Age group 15-30 18-28 15-30 18 & Above
Price range 500-2500 600-1500 299-699 500-1000
Difficulties
faced
Hike in exise to
8%
Hike in exise to
8%
Distribution
hurdle
----
Retailer own outlet own outlet Big Bazaar
Brand
ambassador
Abhishek
Bachchan
Saif Ali Khan Akshay kumar ----
Tag Line Who Needs
Phoren?
The Measure
of Success
---- ----
Attractive Customer Segment
9. International Brands
Arrow Lee Wrangler Tommy Hilfiger
Licensed Cluett,
peabody & co.,
USA
VF corporation VF corporation JV with
Murjani group
Age group 27-35 4-14 & 17-25 17-25 &25-40 18 & Above
specifics Four sub brand
•Classic
•Premium
•Urban
•Sports
Adjudged the
images fashion
award “most
admired
Jeanswear”
brand
•Fashion
conscious
•Love wearing
denim on
weekend
•Retail
ambience was
given
importance
Introduced
men’s
sportswear,
men’s
Jeanswear,
junior
Jeanswear
13. PRODUCTION PLANNING AT
Arvind Mills
Not
ApprovedBuyer
requirements Design
Goes to the
customer for
approval
Marketing dept.
generates sale
order with delivery
date
Planning of raw
materials
Planning of work
Routing and
schedulingQuality Control
Production Planning and Control
19. KEY PERFORMANCE
INDICATORS @ Arvind Mills
Delivery on Time
Productivity Improvement
Improvement of Equipment Efficiency
Reduce WIP
Reduce Overheads
Reduce Obsolescence
Improving the Bottleneck Stages
20. Point of Departure
Less productive machines in process has to be
eliminated.
Presence in only big cities & lack of rural penetration.
Growth can be attributed mainly to the denim
garments, which is the largest garment segment today.
Mills with obsolete and old machinery.
Spinning the capital intensive part was handled by
the automatic mills
21. Point of Arrival
Vertical integration, diversification and huge capacity
setup.
Process innovation and cost player strategy to defend
its Foreign Market.
Improving its supply chain and inventory management
through further tying up with farmers, usage of ERP
system and increase in the plant efficiency with the
use of technology .
Alliance with establish brands.
Explore the rural market with affordable brands like
Newport .