Subhiksha - retail industry
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In my presentation I have describe life cycle of Subhiksha and detail information about reasons behind failure of Subhiksha.
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Failure of Subhiksha
This was a project which was done for the subject of marketing strategies and the topic was 'Failure of Subhiksha'. For this project we did a thorough secondary research through internet, articles in prominent newspapers, magazines and so on. The references of the data have been mentioned in the slides (wherever required). We presented this project and got a very great response. There are many things which had been discussed during the presentation but are not available in the slides.
P.S: The names mentioned in the slides are in the order of presentation.
Subhiksha
1) Subhiksha was founded in 1997 and became one of the largest retail chains in India with over 1600 outlets.
2) It positioned itself as a low-price retailer and expanded rapidly across India between 1997-2008.
3) However, it failed due to over-expansion without sufficient funds, financial crisis, high rental costs, poor inventory management, and strong competition from other retailers.
4) Issues around rapid growth, funding, and operational management ultimately led to Subhiksha's collapse in 2008.
22092135 why-did-subhiksha-failed
Subhiksha began in 1997 as India's largest retail value chain with over 1600 outlets. However, it failed due to rapidly expanding the number of stores without sufficient funds or systems in place. Other reasons included a lack of strong human resource policies and staff, as well as facing intense competition from established national chains. The company overestimated customer demand and grew too aggressively without proper controls or infrastructure to support its expansion.
Case Study of Subhiksha
This document provides information about Subhiksha, a retail chain started in 1997 in Chennai, India. It summarizes Subhiksha's rapid expansion plans to reach 500 stores by 2007 and 1000 stores by 2009. However, the company faced financial difficulties due to overexpansion without proper consolidation, inventory management issues, and increased competition from other retailers. By 2009, Subhiksha was undergoing debt restructuring and trying to reopen some stores after creditors filed petitions against it due to its large debt burden.
Subhiksha's Failure- A Case Study.
The largest retail value chain of India- Subhiksha, failed. This case analyses some of the reasons for the same.
Largest retail value chain in India with 1600 outlets started in 1997 .
From 150 stores in Sept 2006 all of which were in Tamil Nadu the company grew rapidly to over 1600 stores by Sept 2008 across the country.
The company’s investors included Wipro’s Azim Premji and ICICI Prudential Mutual fund apart from the ESOP Trust.
Started with $8-10000. Turnover in 2008 was $451 million.
Expansion Timeline:
In March 1997 opening of the first retail store in Chennai, with $ 1 million initial investment.
March 99‐ 14 stores in Chennai.
June 2000‐ 50 stores in Chennai, ICICI ventures joins Subhiksha.
June 2002‐ 120 stores in whole of Tamil Nadu.
June 2006‐ 420 stores in other big states in India namely Gujarat, Delhi, Mumbai, Andhra Pradesh and Karnataka.
Feb 2007‐500 stores across country
Dec 2007‐ 1000 stores across India
October 2008‐ 1600 stores across India
RAPID EXPANSION VIA DEBT CAPITAL.
Reasons for the failure:
Expanding the number of stores rapidly without sufficient funds in hand.
Expansion of Stores without adequate system control and IT Support.
Government Intervention.
Lack of strong HR policy and Staff.
Strong Competition.
Over confidence and Aggressiveness.
Learning Outcomes:
Never be too aggressive with your expansion and growth plans unless you have enough finances.
Know your competitors inside out.
Understand your Strengths and Weaknesses and use them efficiently to gain and learn.
Debt Capital though profitable, is the most risky source of finance.
Thank You.
Failure of subhiksha
The document discusses the rise and fall of the Indian retail chain Subhiksha. It provides details on Subhiksha's business model, expansion plans, and reasons for its decline. Subhiksha grew rapidly in the 2000s but overextended itself, experiencing a liquidity crisis. It shut down operations in 2009 due to huge debt, poor inventory management, and increased competition. The document recommends revival strategies such as improving store quality, diversifying products, and prioritizing equity over debt financing.
Subhiksha case study solution
This summary provides an overview of the key information from the 4-page document on Subhiksha's store operations:
1. Subhiksha operated on a hub-and-spoke model, offering discounts of 8-10% on a wide range of products including FMCG goods, fruits and vegetables, mobile phones, and medicines.
2. The company faced several challenges including allocating too much space to low-margin FMCG goods, offering too many product SKUs, expanding into mobile phones which became unviable, and inefficient inventory management.
3. The document analyzes Subhiksha's financial performance and profitability in 2010, identifying reasons for serious problems facing the company,
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Failure of Subhiksha
This was a project which was done for the subject of marketing strategies and the topic was 'Failure of Subhiksha'. For this project we did a thorough secondary research through internet, articles in prominent newspapers, magazines and so on. The references of the data have been mentioned in the slides (wherever required). We presented this project and got a very great response. There are many things which had been discussed during the presentation but are not available in the slides.
P.S: The names mentioned in the slides are in the order of presentation.
Subhiksha
1) Subhiksha was founded in 1997 and became one of the largest retail chains in India with over 1600 outlets.
2) It positioned itself as a low-price retailer and expanded rapidly across India between 1997-2008.
3) However, it failed due to over-expansion without sufficient funds, financial crisis, high rental costs, poor inventory management, and strong competition from other retailers.
4) Issues around rapid growth, funding, and operational management ultimately led to Subhiksha's collapse in 2008.
22092135 why-did-subhiksha-failed
Subhiksha began in 1997 as India's largest retail value chain with over 1600 outlets. However, it failed due to rapidly expanding the number of stores without sufficient funds or systems in place. Other reasons included a lack of strong human resource policies and staff, as well as facing intense competition from established national chains. The company overestimated customer demand and grew too aggressively without proper controls or infrastructure to support its expansion.
Case Study of Subhiksha
This document provides information about Subhiksha, a retail chain started in 1997 in Chennai, India. It summarizes Subhiksha's rapid expansion plans to reach 500 stores by 2007 and 1000 stores by 2009. However, the company faced financial difficulties due to overexpansion without proper consolidation, inventory management issues, and increased competition from other retailers. By 2009, Subhiksha was undergoing debt restructuring and trying to reopen some stores after creditors filed petitions against it due to its large debt burden.
Subhiksha's Failure- A Case Study.
The largest retail value chain of India- Subhiksha, failed. This case analyses some of the reasons for the same.
Largest retail value chain in India with 1600 outlets started in 1997 .
From 150 stores in Sept 2006 all of which were in Tamil Nadu the company grew rapidly to over 1600 stores by Sept 2008 across the country.
The company’s investors included Wipro’s Azim Premji and ICICI Prudential Mutual fund apart from the ESOP Trust.
Started with $8-10000. Turnover in 2008 was $451 million.
Expansion Timeline:
In March 1997 opening of the first retail store in Chennai, with $ 1 million initial investment.
March 99‐ 14 stores in Chennai.
June 2000‐ 50 stores in Chennai, ICICI ventures joins Subhiksha.
June 2002‐ 120 stores in whole of Tamil Nadu.
June 2006‐ 420 stores in other big states in India namely Gujarat, Delhi, Mumbai, Andhra Pradesh and Karnataka.
Feb 2007‐500 stores across country
Dec 2007‐ 1000 stores across India
October 2008‐ 1600 stores across India
RAPID EXPANSION VIA DEBT CAPITAL.
Reasons for the failure:
Expanding the number of stores rapidly without sufficient funds in hand.
Expansion of Stores without adequate system control and IT Support.
Government Intervention.
Lack of strong HR policy and Staff.
Strong Competition.
Over confidence and Aggressiveness.
Learning Outcomes:
Never be too aggressive with your expansion and growth plans unless you have enough finances.
Know your competitors inside out.
Understand your Strengths and Weaknesses and use them efficiently to gain and learn.
Debt Capital though profitable, is the most risky source of finance.
Thank You.
Failure of subhiksha
The document discusses the rise and fall of the Indian retail chain Subhiksha. It provides details on Subhiksha's business model, expansion plans, and reasons for its decline. Subhiksha grew rapidly in the 2000s but overextended itself, experiencing a liquidity crisis. It shut down operations in 2009 due to huge debt, poor inventory management, and increased competition. The document recommends revival strategies such as improving store quality, diversifying products, and prioritizing equity over debt financing.
Subhiksha case study solution
This summary provides an overview of the key information from the 4-page document on Subhiksha's store operations:
1. Subhiksha operated on a hub-and-spoke model, offering discounts of 8-10% on a wide range of products including FMCG goods, fruits and vegetables, mobile phones, and medicines.
2. The company faced several challenges including allocating too much space to low-margin FMCG goods, offering too many product SKUs, expanding into mobile phones which became unviable, and inefficient inventory management.
3. The document analyzes Subhiksha's financial performance and profitability in 2010, identifying reasons for serious problems facing the company,
Hariyali Kisaan Bazaar - Rural Marketing (Retailing) in India
Hariyali Kisaan Bazaar case serves as an excellent case study to understand how Retail works in Rural India. It throws light on Rural Consumerism, Retailing in Rural Markets of India, etc.
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Hypermarkets,discount department stores and grocery stores.
The retail chain was founded by Kishore Biyani under his parent organization Future group in 2001.
Big bazaar covering three essential categories
in Indian market home,food and fashion
Food bazar and Fbb are integral part of
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- Some major companies within the group include Bajaj Auto, Bajaj Electricals, Bajaj Allianz General Insurance.
- The group prides itself on its core values of trust and integrity established by its founding fathers over many decades of operations.
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1) All 50 respondents were familiar with Sunfeast Dark Fantasy biscuits. Most were familiar with 3 variants, and knew of the brand through advertisements.
2) 94% of respondents regularly purchase the product. The majority (58%) were satisfied, while packaging was the most important motivator for purchase (56%).
3) Promotional tools like advertisements and in-store promotions were found to significantly increase brand awareness and popularity according to 88% of respondents. Television commercials (38%) and in-store promotions (22%) were the most influential promotional factors.
4) Packaging
Sunfeast yippee himanshu_pgp30022
- ITC first launched food brands like Kitchens of India and staples brands like Aashirvaad Atta in the early 2000s.
- It later launched Sunfeast biscuits in 2003 and entered the branded snacks category with Bingo! in 2007.
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Subhiksha - retail industry
- 1. Bachat Mera Adhikar! Subhiksha Mera Abhimaan! subhiksha
- 2. OUTLINE
- 3. INTRODUCTION
- 6. GROWTH • Segmentation was done on the basis of geography initially – Opened stores in South India initially , later expanded elsewhere • Later on, was done on the basis of age groups – Different product portfolios were targeted for different market segments SEGMENTATION
- 7. GROWTH • Expanding middle & upper classes has played a big role in the expansion of existing modern format stores & entry of new ones • Attract not the top end customer but the aam aadmi • Target Market for different products: – Grocery & Vegetables – Common man & specifically Housewives – Mobile – Youth – Medicines – Old Age People TARGET MARKET
- 8. • Low prices • Consumer Savings • Consumer Trust • One Stop Shop – Multiple products under one store • Store designed with Indian touch • Location Convenience • Privilege to loyal customers • Indian Management GROWTH POSITIONING
- 9. ADVERTISEMENTS • TV Advertisements • Price Challenge Campaign • Hoardings • Celebrities for promotion • EDLP approach • “Subhiksham” Card
- 10. PRICING • EDLP – Everyday Low Pricing Approach • Prices below the MRP Product Subhiksh a MRP Rice 5 kg Rs.102 Rs.119 Britannia Marigold 400 gm Rs.21 Rs.24 Sugar 1 kg Rs.15 Rs.17
- 11. • No Frills Store • EDLP Strategy • Off the main roads to take advantage of low cost • Catchment area of approx 2 kms • Local low overhead front-end of Kirana stores with efficient supply chain of a large retailer MATURITY
- 12. • Establish itself as a neighborhood store • Everyday low price system • Wanted to attain greater penetration in all markets • Lease rental system for stores • Centralized purchasing MATURITY
- 13. • Subhiksham Card • Home Delivery System • Use of IT • Online Retail System MATURITY
- 15. People know SUBHIKSHA know People Know SUBHIKSHA don’t Know People don’t Know SUBHIKSHA Know People don’t Know SUBHIKSHA don’t Know PROBLEMS JOHARRY MODEL
- 18. VISUAL MERCHANDISING HYGINE FACTOR PRICING FACTOR TOO BIG BAG WINDOW EXPERIENCE LOYALTY REWARD DECLINE