This document discusses the growing trend of the sharing economy, especially in the fashion resale market. Some key points:
- The sharing economy, which includes companies like AirBnB, Uber, and Rent the Runway, is growing significantly and could be worth $335 billion by 2025. Younger generations are more open to sharing and renting goods rather than ownership.
- Popular fashion resale companies like The RealReal and Rent the Runway have millions of members and hundreds of millions in revenues and valuations, showing the significant size of the resale market.
- The global second-hand luxury goods market was worth an estimated €16 billion in 2014. Emerging markets like India and
This document discusses luxury brand marketing in India and focuses on Louis Vuitton. It notes that while India's growing middle and wealthy classes increase demand for luxury goods, many "closet consumers" seek value and affordability. The document considers whether LV should lower prices or create a new brand, but concludes this could dilute the core brand. Instead, LV should focus on exclusive pricing, boosting foot traffic through selective partnerships and locations, and appealing to young wealthy Indians to drive growth in India's luxury market.
The Indian retail sector is highly fragmented with over 12 million small, unorganized stores. However, organized retail is growing rapidly, estimated to triple in size to $24 billion by 2010. Modern retail formats are spreading from urban to rural areas and deepening their presence across India. While organized retail still only accounts for 3% of the market, its annual growth rate of 25-30% will likely see it reach 15-20% of the total retail market in the next decade. Foreign retailers are also entering India with plans to open new stores. However, issues around real estate overcapacity, lack of retail format differentiation, supply chain inefficiencies and inconsistent tax laws remain challenges.
The document discusses luxury retail in the UAE. It notes that the UAE is ranked 9th in top global shopping destinations and that luxury retail is growing strongly in the UAE due to high consumer spending power, a preference for international luxury brands among locals and expats, and increasing tourism. Some opportunities for luxury retail in the UAE include traditional affinity for luxury brands, attracting foreign luxury consumers, expanding malls and infrastructure, and a growing wealthy population. Challenges include high rents, competition from counterfeit goods, and economic pressures that could reduce discretionary spending.
The document summarizes the changing retail landscape in India. It notes that India is experiencing rapid economic growth driven by a high GDP growth rate and rising private consumption. This is fueling growth of the retail sector, though modern retail currently makes up a small portion. Various formats of retail are discussed including hypermarkets, convenience stores, and brand outlets. Global retailers are entering the Indian market through joint ventures.
This document provides an analysis of the retail industry in India. It discusses the structure and growth of the Indian retail sector, including the distinction between organized and unorganized retail. It also analyzes the government's foreign direct investment policies related to retail, including allowing up to 51% FDI in single-brand retail since 2006 and proposed reforms to allow 51% FDI in multi-brand retail. The document examines issues around FDI in retail and the potential impacts on farmers and the food sector.
Any Business that directs it marketing efforts towards satisfying the final consumer based upon the organisation of selling goods and services as a means of distortion.
The document summarizes the evolution and growth of the Indian retail sector. It discusses how retail in India transitioned from small neighborhood stores to organized retail chains. Major retail formats discussed include malls, specialty stores, discount stores, department stores, supermarkets, and convenience stores. Recent trends seen in India include experimentation with new formats, a focus on store design, emergence of discount stores, and rural retail emerging as an opportunity. Organized retail remains largely urban but is growing with rising incomes and aspirations. Key retailers expanding in India are modeled on large Western retailers like Walmart.
The document provides an overview of retailing in India. It discusses that organized retail currently contributes only 2% of total retail sales in India but is growing rapidly. As incomes and western lifestyles grow among India's middle class, conditions are favorable for organized retail chains like Shoppers Stop and Westside to expand. While retail is a large sector, it remains highly fragmented in India compared to developed countries. The opportunities for retail growth are substantial as Indian retailing is poised for major changes with rising consumer purchasing power.
This document discusses luxury brand marketing in India and focuses on Louis Vuitton. It notes that while India's growing middle and wealthy classes increase demand for luxury goods, many "closet consumers" seek value and affordability. The document considers whether LV should lower prices or create a new brand, but concludes this could dilute the core brand. Instead, LV should focus on exclusive pricing, boosting foot traffic through selective partnerships and locations, and appealing to young wealthy Indians to drive growth in India's luxury market.
The Indian retail sector is highly fragmented with over 12 million small, unorganized stores. However, organized retail is growing rapidly, estimated to triple in size to $24 billion by 2010. Modern retail formats are spreading from urban to rural areas and deepening their presence across India. While organized retail still only accounts for 3% of the market, its annual growth rate of 25-30% will likely see it reach 15-20% of the total retail market in the next decade. Foreign retailers are also entering India with plans to open new stores. However, issues around real estate overcapacity, lack of retail format differentiation, supply chain inefficiencies and inconsistent tax laws remain challenges.
The document discusses luxury retail in the UAE. It notes that the UAE is ranked 9th in top global shopping destinations and that luxury retail is growing strongly in the UAE due to high consumer spending power, a preference for international luxury brands among locals and expats, and increasing tourism. Some opportunities for luxury retail in the UAE include traditional affinity for luxury brands, attracting foreign luxury consumers, expanding malls and infrastructure, and a growing wealthy population. Challenges include high rents, competition from counterfeit goods, and economic pressures that could reduce discretionary spending.
The document summarizes the changing retail landscape in India. It notes that India is experiencing rapid economic growth driven by a high GDP growth rate and rising private consumption. This is fueling growth of the retail sector, though modern retail currently makes up a small portion. Various formats of retail are discussed including hypermarkets, convenience stores, and brand outlets. Global retailers are entering the Indian market through joint ventures.
This document provides an analysis of the retail industry in India. It discusses the structure and growth of the Indian retail sector, including the distinction between organized and unorganized retail. It also analyzes the government's foreign direct investment policies related to retail, including allowing up to 51% FDI in single-brand retail since 2006 and proposed reforms to allow 51% FDI in multi-brand retail. The document examines issues around FDI in retail and the potential impacts on farmers and the food sector.
Any Business that directs it marketing efforts towards satisfying the final consumer based upon the organisation of selling goods and services as a means of distortion.
The document summarizes the evolution and growth of the Indian retail sector. It discusses how retail in India transitioned from small neighborhood stores to organized retail chains. Major retail formats discussed include malls, specialty stores, discount stores, department stores, supermarkets, and convenience stores. Recent trends seen in India include experimentation with new formats, a focus on store design, emergence of discount stores, and rural retail emerging as an opportunity. Organized retail remains largely urban but is growing with rising incomes and aspirations. Key retailers expanding in India are modeled on large Western retailers like Walmart.
The document provides an overview of retailing in India. It discusses that organized retail currently contributes only 2% of total retail sales in India but is growing rapidly. As incomes and western lifestyles grow among India's middle class, conditions are favorable for organized retail chains like Shoppers Stop and Westside to expand. While retail is a large sector, it remains highly fragmented in India compared to developed countries. The opportunities for retail growth are substantial as Indian retailing is poised for major changes with rising consumer purchasing power.
The Indian luxury landscape is evolving in ways that are redefining consumers and requiring luxury players to change their operations in 2016. Key trends include the rise of digital and social media marketing, pre-owned luxury goods gaining popularity, renting luxury items, making luxury more accessible to mainstream customers, collaborations between Indian and global brands, customization and "Indianization" of products, boosting domestic manufacturing, and regulatory changes impacting the industry. Brands will need an omnichannel presence to engage customers across all platforms personally.
The document discusses the history and growth of organized retailing in India. It began slowly in the 1980s with companies like Bombay Dyeing, Raymonds, and S kumar's. TITAN established elegant showrooms and successfully created an organized retailing concept in India. The Indian retail market is currently estimated at $600 billion and expected to reach $1 trillion by 2020, with food being the largest segment. Effective forecasting, strong finances, stock control, good marketing, and customer service are keys to success in retail, while low growth, high costs, wrong pricing, and failure to adapt to changing consumer behavior can lead to challenges.
The retail industry in India is large and growing, accounting for about 11% of GDP. The organized retail sector makes up only 3.5% of the total retail market but has been growing over 30% annually. Major players have entered the Indian retail market, developing stores like supermarkets, hypermarkets, and shopping malls. However, the retail sector in India remains highly fragmented with many small, traditional stores that will be difficult for organized retailers to compete with. As incomes and lifestyles change in India, the retail sector is expected to continue expanding rapidly.
The Indian retail sector has traditionally been dominated by small, unorganized stores but has seen significant growth in organized retail chains in recent decades. While organized retail makes up only 3% of the total market currently, it is growing rapidly at 25-30% annually and is expected to triple in size to $24 billion by 2010. Major retailers are expanding rapidly across India, but the retail market remains fragmented compared to other countries and further consolidation is expected.
The Indian retail sector is highly fragmented with over 12 million small, unorganized stores. However, organized retail is growing rapidly, estimated to triple in size to $24 billion by 2010. Modern retail formats are spreading from urban to rural areas and deepening their presence across India. While organized retail still only accounts for 3% of the market, its annual growth rate of 25-30% will likely see it reach 15-20% of the total retail market in the coming decade. Foreign retailers are also entering India, attracted by its potential as a goldmine, but Indian retailers still lag global best practices in areas like inventory management and supply chain integration.
This document discusses new opportunities for marketing to new age consumers through emerging media platforms like gaming and new retail opportunities in India. It notes that brand management teams are recognizing gaming as an important new media platform to reach young consumers who spend significant time with gaming and internet. Additionally, the growth of organized retail in India is expected to create millions of new jobs, raise income levels of middle class consumers, and open up new potential consumers for consumer products and brands. The document advocates that marketers should study consumer behavior and adapt their strategies to better understand and appeal to the behaviors and cultures of new generations of consumers.
The document discusses the opportunities and challenges facing the retail business in India. It notes that while India presents a large opportunity due to its growing middle class, retail has not yet reached critical mass to unlock economies of scale. Cost structures are also high compared to revenues. Consumer behavior also differs from other markets as Indians tend to shop for occasions and make purchases from multiple channels. Infrastructure and regulatory frameworks need further development to better support the retail sector. Success will require a long term view and flexibility, with an approach tailored specifically for the Indian market.
This document discusses the changing retail landscape in India. It notes that India has experienced rapid economic growth in recent years, led by the services sector, with high private consumption. This has created opportunities for retail growth. Currently, modern organized retail makes up only about 3% of the total retail market, but is projected to grow significantly. Several global retailers have established joint ventures in India to tap into the growing market. However, Indian retail also faces challenges in organizing due to its heterogeneous nature and the dominance of traditional unorganized retailers.
The retail environment in Mumbai is evolving from primarily unorganized small stores to include modern organized formats like shopping malls, complexes, and high-end concept stores. Mumbai leads trends in Indian retail and was home to India's first true shopping mall, Crossroads Mall, inaugurated in 1999. Popular malls in Mumbai include Inorbit Mall in Malad, Phoenix Mill Mall, and Palladium. Shopping complexes are also common and provide affordable options for consumers. High-end concept stores pioneered by brands like Bungalow 8, Bombay Electric and Good Earth cater to more luxury customers. The organized retail sector faces challenges of high operating costs but continues to grow due to changing consumer preferences and incomes in Mumbai.
report on customer relatioship management1225101994
BDG Metal & Power Ltd. is part of the Goyal Group, established in 1960, which is now a premier manufacturer and trader of iron and steel with a group turnover of over USD 240 million. The company's vision is to be a premium global conglomerate focused on the businesses it operates in, and its mission is to deliver superior value to customers, shareholders, employees and society. The company is involved in the manufacture of ferro alloys, carbon steel, thermo-mechanically treated bars, wire rods, structural steel and prefabricated steel products.
The document discusses the retail industry in India, including:
1) Retail provides significant employment in India, second only to agriculture, but over 96% is unorganized.
2) Organized retail is growing rapidly but still only makes up about 4% of the total industry. Modern retail formats such as malls, supermarkets, and department stores are proliferating.
3) There are significant opportunities in retail education, design, management, and other services to support the growing modern retail sector in India.
Myth and reality of the retail revolution in India (2006)Devangshu Dutta
Much has been written about the retail revolution in India, with the visible growth in malls and consumerism seeming to be sprouting everywhere. But the real explosion us yet to come.
Walmart wants to enter the Indian retail market, which is worth $350 billion and growing at 15% annually. It is taking a two-pronged approach, entering wholesale as well as opening single-brand retail stores. India's retail sector has grown rapidly since the 1990s as organized retail has increased from less than 2% to around 10% currently. Walmart faces both opportunities and challenges in India, such as a large untapped market but also legal restrictions and cultural barriers. Based on its experiences in other markets like China and Brazil, Walmart understands it must adapt to local conditions to be successful in India.
Retailing in India faces several challenges including cultural diversity leading to difficulties targeting consumers, high real estate prices, a poor supply chain infrastructure with inefficient logistics, a shortage of skilled workers, fraud issues, and an inconsistent taxation system that does not fully recognize retail as an industry. However, the conclusion notes that retailing is now about forging relationships by casting customers in stories that reflect their desires and aspirations in order to provide experiences consumers want to repeat during each store visit as Indian consumers continue to evolve.
This document discusses the evolution and growth of organized retail and e-commerce in India. It notes that organized retail penetration is currently at 8% but has strong growth potential. E-commerce is also growing rapidly, expected to reach $70 billion by 2020, driven by factors like increasing internet access. However, brick-and-mortar retailers are facing challenges from e-commerce sites offering deep discounts. The document outlines strategies retailers are taking to compete, like offering their own discounts, and calls for government oversight of foreign investment and pricing in e-commerce.
The document discusses luxury branding in India from an FCUK India perspective. It notes that the Indian luxury market is worth $4.9 billion and is the second fastest growing luxury market in the world, dominated by jewelry. While there is huge potential for growth, luxury brands struggle in India due to high import duties and consumers' preference to shop abroad. The document outlines attributes important to Indian luxury consumers and lessons brands can learn to better target the Indian market, such as partnering with local companies, offering lower price points, and customizing products for Indian tastes and trends.
Every Inch is a proposed swimwear business that aims to cater to plus-sized women. It recognizes a $9 billion market opportunity among plus-sized customers who are neglected by most fashion retailers. Every Inch will offer swimsuits, bikinis, cover-ups, and accessories from size XS to 6X with 100% UV protection. It will target female customers ages 16-38 in Hong Kong initially, with plans to expand across Asia, Europe, and the Americas if successful. A business plan is presented analyzing the market opportunity and laying out financial projections, marketing strategy, and risks.
The World is Flat, but Culture isn't Historymxmindia
This document summarizes the findings of a large-scale research study called GenAsia that examines the attitudes, behaviors, and mindsets of connected Asians aged 18-35 and 36-55 across 10 Asian countries. The study involved online surveys of over 30,000 individuals across multiple cities and languages to understand how this demographic views various topics from their lives to brands. Some key findings discussed include Indians seeking a sense of cultural identity and relevance through preserving traditional values while also being open to other cultures. The document concludes by outlining five recommendations for marketers on how to effectively engage this audience, such as learning from local cultures, contextualizing ideas to the local community, and immersing oneself in consumers' real lives.
Retailing in India - retailing revolution in India.pptxAsha Dhilip
The document discusses the Indian retail market, which is experiencing rapid growth and transformation as India's economy grows. The retail market is expected to reach $1.75 trillion by 2026, growing at a CAGR of 10.5%. It describes the key segments, formats, trends, opportunities, and challenges of the Indian retail industry. The main retail formats discussed are traditional (mom-and-pop stores), modern (supermarkets, hypermarkets), and e-commerce. Omni-channel retailing, experiential retail, and personalization are trends gaining popularity in India.
This report marks the 20th year of identifying
the 250 largest retailers around the world and
analyzing their performance across geographies,
sectors, and channels.
Over the last 20 years we have seen a seismic shift
in retail and the customers that retailers serve.
Consider that in 1997, the inaugural year of this report,
today’s average Amazon Prime customer was just
16 years old, AOL was pioneering social media, and
handheld virtual pets were the hottest-selling toys.
Today, handheld (or wearable) digital devices are
ubiquitous and a younger, social customer has come of
age. We are living in an era where customers are in the
driver’s seat more than ever before and they are craving
authenticity, newness, convenience, and creativity. We
are living in the customer-driven economy.
Luxury brands are struggling to attract younger consumers like millennials who have different spending habits than older generations. Millennials prioritize experiences over ownership and are more influenced by social media than in-store salespeople. As a result, luxury brands need to shift their marketing strategies to focus on personalization, customization, and digital touchpoints to engage this new type of luxury consumer. They must use technologies like predictive analytics and big data to better understand customer profiles and behaviors in order to inspire discovery and drive sales through personalized experiences online and in stores.
Qudini Samsung KX Future of Retail Leaders Breakfast Presentation by Imogen W...Qudini
On Wednesday 23 October, Qudini hosted a breakfast event for retail leaders alongside Samsung's Customer Experience and Showcase teams at the Samsung KX space in King's Cross.
The Future of Retail event included insights from Qudini's CEO and Co-Founder, Imogen Wethered, who shared some interesting insights into why retailers are transforming "shops" into spaces for brand relationships, community and inspiration.
Read her speech here and let us know what you think. For more information about Qudini, visit our website: www.qudini.com
The Indian luxury landscape is evolving in ways that are redefining consumers and requiring luxury players to change their operations in 2016. Key trends include the rise of digital and social media marketing, pre-owned luxury goods gaining popularity, renting luxury items, making luxury more accessible to mainstream customers, collaborations between Indian and global brands, customization and "Indianization" of products, boosting domestic manufacturing, and regulatory changes impacting the industry. Brands will need an omnichannel presence to engage customers across all platforms personally.
The document discusses the history and growth of organized retailing in India. It began slowly in the 1980s with companies like Bombay Dyeing, Raymonds, and S kumar's. TITAN established elegant showrooms and successfully created an organized retailing concept in India. The Indian retail market is currently estimated at $600 billion and expected to reach $1 trillion by 2020, with food being the largest segment. Effective forecasting, strong finances, stock control, good marketing, and customer service are keys to success in retail, while low growth, high costs, wrong pricing, and failure to adapt to changing consumer behavior can lead to challenges.
The retail industry in India is large and growing, accounting for about 11% of GDP. The organized retail sector makes up only 3.5% of the total retail market but has been growing over 30% annually. Major players have entered the Indian retail market, developing stores like supermarkets, hypermarkets, and shopping malls. However, the retail sector in India remains highly fragmented with many small, traditional stores that will be difficult for organized retailers to compete with. As incomes and lifestyles change in India, the retail sector is expected to continue expanding rapidly.
The Indian retail sector has traditionally been dominated by small, unorganized stores but has seen significant growth in organized retail chains in recent decades. While organized retail makes up only 3% of the total market currently, it is growing rapidly at 25-30% annually and is expected to triple in size to $24 billion by 2010. Major retailers are expanding rapidly across India, but the retail market remains fragmented compared to other countries and further consolidation is expected.
The Indian retail sector is highly fragmented with over 12 million small, unorganized stores. However, organized retail is growing rapidly, estimated to triple in size to $24 billion by 2010. Modern retail formats are spreading from urban to rural areas and deepening their presence across India. While organized retail still only accounts for 3% of the market, its annual growth rate of 25-30% will likely see it reach 15-20% of the total retail market in the coming decade. Foreign retailers are also entering India, attracted by its potential as a goldmine, but Indian retailers still lag global best practices in areas like inventory management and supply chain integration.
This document discusses new opportunities for marketing to new age consumers through emerging media platforms like gaming and new retail opportunities in India. It notes that brand management teams are recognizing gaming as an important new media platform to reach young consumers who spend significant time with gaming and internet. Additionally, the growth of organized retail in India is expected to create millions of new jobs, raise income levels of middle class consumers, and open up new potential consumers for consumer products and brands. The document advocates that marketers should study consumer behavior and adapt their strategies to better understand and appeal to the behaviors and cultures of new generations of consumers.
The document discusses the opportunities and challenges facing the retail business in India. It notes that while India presents a large opportunity due to its growing middle class, retail has not yet reached critical mass to unlock economies of scale. Cost structures are also high compared to revenues. Consumer behavior also differs from other markets as Indians tend to shop for occasions and make purchases from multiple channels. Infrastructure and regulatory frameworks need further development to better support the retail sector. Success will require a long term view and flexibility, with an approach tailored specifically for the Indian market.
This document discusses the changing retail landscape in India. It notes that India has experienced rapid economic growth in recent years, led by the services sector, with high private consumption. This has created opportunities for retail growth. Currently, modern organized retail makes up only about 3% of the total retail market, but is projected to grow significantly. Several global retailers have established joint ventures in India to tap into the growing market. However, Indian retail also faces challenges in organizing due to its heterogeneous nature and the dominance of traditional unorganized retailers.
The retail environment in Mumbai is evolving from primarily unorganized small stores to include modern organized formats like shopping malls, complexes, and high-end concept stores. Mumbai leads trends in Indian retail and was home to India's first true shopping mall, Crossroads Mall, inaugurated in 1999. Popular malls in Mumbai include Inorbit Mall in Malad, Phoenix Mill Mall, and Palladium. Shopping complexes are also common and provide affordable options for consumers. High-end concept stores pioneered by brands like Bungalow 8, Bombay Electric and Good Earth cater to more luxury customers. The organized retail sector faces challenges of high operating costs but continues to grow due to changing consumer preferences and incomes in Mumbai.
report on customer relatioship management1225101994
BDG Metal & Power Ltd. is part of the Goyal Group, established in 1960, which is now a premier manufacturer and trader of iron and steel with a group turnover of over USD 240 million. The company's vision is to be a premium global conglomerate focused on the businesses it operates in, and its mission is to deliver superior value to customers, shareholders, employees and society. The company is involved in the manufacture of ferro alloys, carbon steel, thermo-mechanically treated bars, wire rods, structural steel and prefabricated steel products.
The document discusses the retail industry in India, including:
1) Retail provides significant employment in India, second only to agriculture, but over 96% is unorganized.
2) Organized retail is growing rapidly but still only makes up about 4% of the total industry. Modern retail formats such as malls, supermarkets, and department stores are proliferating.
3) There are significant opportunities in retail education, design, management, and other services to support the growing modern retail sector in India.
Myth and reality of the retail revolution in India (2006)Devangshu Dutta
Much has been written about the retail revolution in India, with the visible growth in malls and consumerism seeming to be sprouting everywhere. But the real explosion us yet to come.
Walmart wants to enter the Indian retail market, which is worth $350 billion and growing at 15% annually. It is taking a two-pronged approach, entering wholesale as well as opening single-brand retail stores. India's retail sector has grown rapidly since the 1990s as organized retail has increased from less than 2% to around 10% currently. Walmart faces both opportunities and challenges in India, such as a large untapped market but also legal restrictions and cultural barriers. Based on its experiences in other markets like China and Brazil, Walmart understands it must adapt to local conditions to be successful in India.
Retailing in India faces several challenges including cultural diversity leading to difficulties targeting consumers, high real estate prices, a poor supply chain infrastructure with inefficient logistics, a shortage of skilled workers, fraud issues, and an inconsistent taxation system that does not fully recognize retail as an industry. However, the conclusion notes that retailing is now about forging relationships by casting customers in stories that reflect their desires and aspirations in order to provide experiences consumers want to repeat during each store visit as Indian consumers continue to evolve.
This document discusses the evolution and growth of organized retail and e-commerce in India. It notes that organized retail penetration is currently at 8% but has strong growth potential. E-commerce is also growing rapidly, expected to reach $70 billion by 2020, driven by factors like increasing internet access. However, brick-and-mortar retailers are facing challenges from e-commerce sites offering deep discounts. The document outlines strategies retailers are taking to compete, like offering their own discounts, and calls for government oversight of foreign investment and pricing in e-commerce.
The document discusses luxury branding in India from an FCUK India perspective. It notes that the Indian luxury market is worth $4.9 billion and is the second fastest growing luxury market in the world, dominated by jewelry. While there is huge potential for growth, luxury brands struggle in India due to high import duties and consumers' preference to shop abroad. The document outlines attributes important to Indian luxury consumers and lessons brands can learn to better target the Indian market, such as partnering with local companies, offering lower price points, and customizing products for Indian tastes and trends.
Every Inch is a proposed swimwear business that aims to cater to plus-sized women. It recognizes a $9 billion market opportunity among plus-sized customers who are neglected by most fashion retailers. Every Inch will offer swimsuits, bikinis, cover-ups, and accessories from size XS to 6X with 100% UV protection. It will target female customers ages 16-38 in Hong Kong initially, with plans to expand across Asia, Europe, and the Americas if successful. A business plan is presented analyzing the market opportunity and laying out financial projections, marketing strategy, and risks.
The World is Flat, but Culture isn't Historymxmindia
This document summarizes the findings of a large-scale research study called GenAsia that examines the attitudes, behaviors, and mindsets of connected Asians aged 18-35 and 36-55 across 10 Asian countries. The study involved online surveys of over 30,000 individuals across multiple cities and languages to understand how this demographic views various topics from their lives to brands. Some key findings discussed include Indians seeking a sense of cultural identity and relevance through preserving traditional values while also being open to other cultures. The document concludes by outlining five recommendations for marketers on how to effectively engage this audience, such as learning from local cultures, contextualizing ideas to the local community, and immersing oneself in consumers' real lives.
Retailing in India - retailing revolution in India.pptxAsha Dhilip
The document discusses the Indian retail market, which is experiencing rapid growth and transformation as India's economy grows. The retail market is expected to reach $1.75 trillion by 2026, growing at a CAGR of 10.5%. It describes the key segments, formats, trends, opportunities, and challenges of the Indian retail industry. The main retail formats discussed are traditional (mom-and-pop stores), modern (supermarkets, hypermarkets), and e-commerce. Omni-channel retailing, experiential retail, and personalization are trends gaining popularity in India.
This report marks the 20th year of identifying
the 250 largest retailers around the world and
analyzing their performance across geographies,
sectors, and channels.
Over the last 20 years we have seen a seismic shift
in retail and the customers that retailers serve.
Consider that in 1997, the inaugural year of this report,
today’s average Amazon Prime customer was just
16 years old, AOL was pioneering social media, and
handheld virtual pets were the hottest-selling toys.
Today, handheld (or wearable) digital devices are
ubiquitous and a younger, social customer has come of
age. We are living in an era where customers are in the
driver’s seat more than ever before and they are craving
authenticity, newness, convenience, and creativity. We
are living in the customer-driven economy.
Luxury brands are struggling to attract younger consumers like millennials who have different spending habits than older generations. Millennials prioritize experiences over ownership and are more influenced by social media than in-store salespeople. As a result, luxury brands need to shift their marketing strategies to focus on personalization, customization, and digital touchpoints to engage this new type of luxury consumer. They must use technologies like predictive analytics and big data to better understand customer profiles and behaviors in order to inspire discovery and drive sales through personalized experiences online and in stores.
Qudini Samsung KX Future of Retail Leaders Breakfast Presentation by Imogen W...Qudini
On Wednesday 23 October, Qudini hosted a breakfast event for retail leaders alongside Samsung's Customer Experience and Showcase teams at the Samsung KX space in King's Cross.
The Future of Retail event included insights from Qudini's CEO and Co-Founder, Imogen Wethered, who shared some interesting insights into why retailers are transforming "shops" into spaces for brand relationships, community and inspiration.
Read her speech here and let us know what you think. For more information about Qudini, visit our website: www.qudini.com
BDG Metal & Power Ltd. is part of the Goyal Group, which was established in 1960 and is now one of the premier manufacturers and traders of iron and steel in India with a group turnover of over USD 240 million. BDG Metal & Power's vision is to be a premium global conglomerate focused on the businesses it operates in, and its mission is to deliver superior value to customers, shareholders, employees and society. The company is involved in the manufacture of various steel and alloy products. The document then discusses the Indian retail industry and provides an overview of department stores and their importance as consumers value convenience and variety. It also outlines the key factors influencing customers' preference for department stores.
The document discusses luxury consumer trends in 2015. It identifies 7 types of luxury consumers and their spending habits. It then summarizes luxury retail trends in India, noting a focus on jewelry and cars. Several additional trends are outlined, including the importance of emotional connections to customers, focusing on comparable store and e-commerce sales, building deeper customer relationships, using visual social media like Pinterest, producing brand-safe digital content, and creating multi-screen storytelling. The document advocates for laser focus on profitable opportunities and clients rather than broad expansion.
The document provides an overview of flash sales in India. It discusses how flash sales are a relatively new concept in India that are gaining popularity among online retailers and consumers. Flash sales involve offering a single product for 24-36 hours at a steep discount. This builds a large database of potential customers and allows retailers to test different product mixes. While the logistics can be tricky, customers of flash sales sites are more likely to purchase again and have higher lifetime value compared to traditional online retailers. Overall, the introduction of flash sales in India has made online shopping more attractive for consumers.
The document discusses 10 key trends that will define the luxury retail sector over the next 3-5 years:
1) Retail will diversify across digital, physical, and experiential channels.
2) Brands will seek new customers in emerging markets like Africa.
3) International travel and tourism will fuel sales, especially in Europe.
4) Luxury brands will polarize between accessible and ultra-luxury offerings.
5) Media will integrate retail functionality, allowing purchases from editorial content.
6) The men's market is growing faster than women's and attracting millennial shoppers.
7) Brands must personalize experiences to make customers feel special amid digital openness
Passage to India: 7 insights into India's changing consumer marketBrand Genetics
A series of macro insights into India's consumer market.
Given recent elections, there is optimism that a more business friendly government can help the country fulfil its economic potential. As new opportunities start to open up, this document outlines opportunities and challenges for brands.
'Passage to India' completes our series on the BRICs: documents are also available on Brazil, Russia and China
As the global retail sector sees shifts in consumer behaviour retailers must stay ahead of the factors influencing fast-changing market.
We have compiled a trend report which identifies eight key IT, cultural and social trends driving change in the retail sector in order to identify short-term customer opportunities in the run-up to 2020.
Integrated Marketing Communications Campaign:
- Proposed brand positioning, product offerings, and detailed implementation methods for a client's new business venture
- Completed for the course ADV4800 at the University of Florida
- The team for which I was the Group Lead/Account Executive won Best Strategic Plan
Presentation Jorge Cerveira Pinto Iii Debate Lisbon 2009Dianova
The Use of Cultural and Artistic Events and Contexts in Companies’ Communication Strategies, by Jorge Cerveira Pinto, Managing Director at Agência Inova, at the III Regional Debate EACD Lisbon, 19th may 2009, under the theme "The Art of Cultural Communications"
The document discusses emerging trends in the fashion retailing market in India. It notes that the domestic apparel market is growing at a 9% CAGR annually and corporatized retail now accounts for 19% of apparel sales. Retail formats like malls and lifestyle stores are popular as are online and mobile channels. Challenges include infrastructure issues, high real estate costs, and a lack of trained retail staff. Emerging trends include increased omni-channel retailing, personalized in-store experiences, greater technology integration, and growth in mobile retail. Deeper consumer insights and supply chain improvements will also be important for retailers.
What is Luxury and how do Luxury brands work?
Key trends in the Luxury marketplace
Know vs. Show – the Luxury consumer
The Recession and the Luxury consumer
The document discusses opportunities for retailers to reimagine the customer experience in the post-pandemic retail landscape. It identifies five key areas for reimagination: 1) Everywhere Commerce, where retailers meet customers in new digital and physical places; 2) Let Me Entertain You, where physical stores are reimagined as engaging destinations rather than just transaction points; 3) The Many "Re"s in Retail, focusing on redesign, reuse, repair, resale to meet changing customer values; 4) Put Your Money Where Your Mouth Purpose Is, where brands' social purpose inspires customer loyalty; and 5) If You Don't Know Me By Now, where deep customer insights and personalized experiences are key to
The document discusses luxury brands' adoption of digital technologies in China. It surveyed 108 luxury brands across different categories on their digital presence and capabilities. Most brands had a strong presence on social media platforms like Weibo and WeChat, as well as mobile-optimized websites. However, fewer brands offered online shopping or mobile commerce options. Multi-brand and cosmetics companies tended to have the most developed digital competencies overall. The document emphasizes that luxury consumers, especially younger generations, expect engaging, personalized digital experiences from brands that become part of their lifestyles.
The retail industry is undergoing major technological changes driven by the growth of online shopping and off-price retailing. In 2016, retailers will have to respond by focusing on online sales, customer experience, and innovation. Traditional retailers will increase their online investments while decreasing store investments. Acquisitions will increase as retailers battle for market share. The South Asian market will become a major force in retail, driven largely by India and China.
The Luxury Institute provides trends for the upcoming year. However, the economic crisis will impact the luxury industry in several ways. Fewer "mass consumers" and declines in wealth even among the rich will decrease luxury spending. But strong brands should invest during downturns to position themselves for long term success. Younger generations and mobile technology will also increasingly influence the industry. As the economy worsens, price and value will matter more to consumers. Philanthropy and corporate social responsibility will also become more important for building brand reputation. Classic luxury can coexist with selective indulgence guided by trusted advisors. Trust, authentication, and validation will be more important to consumers in making purchasing decisions.
This document discusses e-commerce trends in packaged goods (FMCG) globally and by region. It finds that while e-commerce is growing steadily overall, rates of adoption vary significantly between countries. Asia has seen the most rapid adoption, led by South Korea where nearly 100% of younger consumers shop online and e-commerce accounts for 16.6% of FMCG sales. China also has very high rates of online shopping. In contrast, e-commerce remains less developed in the US and Latin America. The document examines factors driving different levels of online shopping adoption around the world and predicts that e-commerce will account for 9% of global FMCG sales by 2025.
The document discusses the rise of "pulse brands" that bridge high fashion and high street retail. It analyzes Mango, a Spanish fashion brand, and proposes creating a premium sub-brand under Mango called "mí by Mango" targeted at young adults aged 18-24. The sub-brand would focus on unique designs, celebrity partnerships, and social media promotion to differentiate itself in the growing premium womenswear market.
A story about a young girl who aspires to be really successful, travel the world and experience the best in fashion- just like any other young woman.
The catch. of course, is that she isn't born rich: what's she going to do? How will she live her dreams? How far will she go?
1) Online sales of luxury fashion are expected to surge significantly in major markets like the US, UK, and Germany by 2018, growing from 3% to 17% of the total luxury market.
2) Consumer surveys found that while convenient return policies and free shipping were universally important, preferences varied in each market - Americans valued one-stop department store sites, Brits favored multi-brand sites like Net-a-Porter, and Germans expected high service levels.
3) To increase online sales, brands and retailers should focus on offering exclusive products, competitive pricing, and improving the customer experience through reviews, better websites, and tailored offerings for each market.
Ernst and Young rebirth-of ecommerce in India reportVeena Srinath
The document discusses the evolution of e-commerce in India over two waves. The first wave from 1996-2000 saw the launch of early services like online classifieds for jobs and matrimony. Growth was limited due to low internet penetration and an underdeveloped ecosystem. The second wave from 2006 onward brought rapid growth as the ecosystem strengthened with rising internet usage, payment options, and devices. Online travel emerged as the largest segment initially, while retail is now growing rapidly. The future looks promising for e-commerce in India with continued ecosystem development and interest from investors.
The document summarizes the state of India's e-commerce market. It finds that online shopping in India will grow from $2 billion in 2013 to an estimated $8.5 billion by 2016, and the number of online shoppers will more than double over that period. Mobile shopping and women customers will be major drivers of growth. However, e-commerce still accounts for a very small portion of India's overall retail market.
The document provides details on the levels and gameplay for a proposed mobile game called Swapzaar. It describes 6 levels of gameplay:
Level 1-4 can be played without registration and involve matching shoes, styling outfits, a fashion crossword, and a treasure hunt game across fashion cities. Level 5-6 require registration and include a fashion Sudoku game and a jackpot slot game. Scores are tracked across levels, and players must earn 500 points to access the jackpot level. The jackpot uses a multiplier of winnings based on prior score and allows betting virtual "buttons" on slot spins with fashion symbols. Revenue targets aim for a 70% jackpot payout rate from fees and button purchases
Passion Vision Art Ltd is an Indian company founded in 2012 that operates Swapzaar, an online marketplace where users can exchange used fashion and lifestyle items. The company's vision is to provide innovative fashion and lifestyle services to Indian consumers using technology. On Swapzaar, users can list used items for sale and earn virtual "Swapzaar buttons" as credit to buy other users' items. The platform aims to address issues of fashion boredom, waste, and guilt by allowing eco-friendly resale of items without spending cash. It has 3 founders who currently work on the platform part-time while maintaining day jobs.
With a flurry of activity, online vintage heats up bo f - the business of f...Veena Srinath
1) Several new online vintage clothing sites launched in late 2012, aiming to disrupt eBay's dominance in the online vintage fashion resale market. These include Byronesque, Bib and Tuck, Nifty Thrifty, Vaunte, and Shop Hers.
2) These startups see an opportunity to improve on eBay by offering a more specialized, curated experience for buyers seeking vintage fashion. They aim to make the resale process easier for both buyers and sellers.
3) As consumers buy more clothes due to fast fashion but also want to reduce waste and costs, the online resale market is growing. These new sites hope to attract those looking for alternatives to eBay for their vintage fashion needs.
The luxury goods market saw significant declines during the recession but has since recovered, though consumer behaviors have changed. Younger consumers expect more experiential luxury rather than material goods, and emerging markets like China are growing in importance. For luxury retailers to succeed, they must manage their brand portfolios strategically, capitalize on growth markets, engage consumers through new channels, address counterfeiting, and leverage technology to enhance the customer experience.
This document provides an overview and outlook on luxury marketing trends for 2013. Some of the key points discussed include:
- Digital marketing, especially through social media, mobile integration, and ecommerce/mobile commerce, will be increasingly important but the store experience remains core.
- Marketers will focus on enhancing the brand experience across channels using technology, like mobile apps that provide tailored content depending on location.
- Storytelling through high-quality brand content online and in print publications will help assert expertise and immerse consumers in the brand world.
- Social media will take on a greater role in driving online sales as platforms integrate more commerce capabilities.
- Consistent branding and messaging across all channels, including interactive and personalized
Ramya Mohan's textile design journey involved researching color trends, sketching designs in a studio using both traditional and digital methods, and traveling to Jaipur to learn block-printing techniques through field work and collaboration with local artisans.
This document describes a black and white prom dress inspired by Paris. The dress features a black cotton tulle corset bodice embroidered with an Eiffel tower motif and crystals. A full white skirt has black lace appliques and crystal embellishments. The dress is completed with a white petticoat trimmed in black lace. It is suggested to be worn with black sandals, a stole, and clutch for a chic Parisian-inspired look.
Maximalistic : how to style maxi skirts for maxi impact !Veena Srinath
The document provides five looks for styling a maxi skirt, including pairing it with heels and a blouse for an evening look, wearing a matching top for a maxi dress effect, pairing it with knits and boots for day, wearing it with a tailored shirt and moccasins for a formal event, and combining it with a sheer mini skirt and leather jacket for a young look. It encourages readers to experiment with maxi skirts and provides online resources for more style ideas and shopping.
Ballantines theatre 2011 august - osage countyVeena Srinath
The document provides an introduction and overview of the play "August: Osage County" by Tracy Letts. It discusses the plot, characters, themes of family dysfunction and conflicts. It also mentions that the play won several awards including the Pulitzer Prize and has been adapted into an upcoming film starring Meryl Streep and Julia Roberts. The document then introduces some Indian theater veterans who may potentially be part of an adaptation of the play in India.
1. Our Mission
To be the Brand that re-defines how young Indians build their
wardrobe (and therefore their personal style) by bringing the power
of pre-owned fashion to them; via the web and mobile platforms.
2. People are cleaning out their closets online because:
They are shopping
secondhand online because:
32%
29%
25%16%
14%
13%
They can earn
some extra cash
To save money
20%
To afford brands
otherwise too expensive
14%
11%
7%
It’s fun
It’s convenient
It allows them to update
their wardrobe more oŌen
It’s eco-friendly
It’s eco-friendly
It’s convenient
It helps decluƩer
and stay organized
“There’s been a change in mind-set,
Consignment shopping used to have
a stigma to it, but as the younger
generation - who have learned from
the recession - move into the workforce,
they’re more open-minded about
recycling and reusing, and fitting that
into their lifestyles.” –
the SnobSwap founder
$100 million in 2014
By April 2015, $70 million
$40 million in 2013
Nearly
$300 million
is invested in online fashion resale
*ANNUAL RESALE REPORT by thredUP
• Asian growth driven by expanding middle income white-collare workers, looking
for top luxury names at affordable price
• Internet is gaining share thanks to larger reach and product availability
• Unprecedented focus on aligning shopping experience to best in class level
• High attention paid to products authenticity certification
~€16B Second hand branded luxury goods market in 2014E
~80% distrubuted by phisycal channels but online is growing fast
~80% is hard luxury- specially watches
>50% share of europe over total sales
Pre-owned market is increasingly meeting a growing demand for value-for-money
without giving up top names.
*Altagamma 2014 Worldwide Markets Monitor - Report by BAIN & Company
3. Few items that were sold
within 5 minutes of listing 86%
76%
63%
43%
72%
69%
57%
81%
83%
78%
89%
US adults familiar with the sharing economy
perceive many benefits to it
They are re-thinking the value of ownership
But they have some concerns
agree it makes life more affordable
agree it’s beƩer for the environment
agree it is more fun than engaging with
tradiƟonal companies
agree owning today feels like a burden
they feel that the sharing economy
experience is not consistent
agree it makes life more convenient
and efficient
agree it builds a stronger community
agree it is based on trust between
provideres and users
agree it is less expensive to share goods
than to own them individually
will not trust sharing economy companies unƟl
they are recommonded by someone they trust
agree access is the new ownership
Michael Kors tote
UGG Australia boots
Coach wristletTory Burch flats
Ralph Lauren
Collection boots
Banana Republic
cross-body bag Luxury
consumer segmen
tation
HENRYs - High earning, not rich
yet. This segment include elite
upper middle class population
that has been growing
significantly over the last few
years. Young professionals and
working women constitute key
segments in this category and
they are more conscious about
their social status.
Windfall consumers, who
witness sudden changes in their
consumption habits as a result of
any windfall gains
Traditionally wealthy
individuals who are born
in rich industrial families
Individuals with high net
worth, who have worked
diligently to make a name for
themselves in their business
circles. These include C-level
professionals, doctors,
accountants and lawyers
Thus owing to India’s consumer diversity, luxury players eyeing this market need to
apply a segmented approach and sharpen their brand strategies.
Growing fast, shops more prominent brands
and products. Consumes luxury items as an
indulgence, but regards it as necessity
Key drivers for luxury consumption are beauty,
style and individuality
High business acumen, thus spend wisely. May
also buy counterfeit products to gain social
status at reasonable costs
Sudden monetary gains leads to
aspirational shopping, depending on
accessibility and awareness
Higher propensity to experiment with brands
to become the first in their circle to adopt new
brand. That is why they are always aware about
latest globel trends and fulfill their requirement
through luxury shopping
More impulse shopping, with focus on
exclusivity and brand popularity to maintain
flamboyant lifestyles.
*The Sharing Economy: Consumer Intelligence Series - Report by PwC*ANNUAL RESALE REPORT by thredUP *India luxury summit 2014 - Report by KPMG ASSOCHAM
Luxury Consumer Segmentation
Already existing
Upcoming and Potential Behavior Characteristics
Behavior Characteristics
4. The Sharing Economy &
“NOwnership”
Nothing is stronger than an idea whose time
has come. Owning stuff is now in the past.
These days, you can loan out parking spots,
cars, sports equipment, and even bulldozers.
So why stick to “closet staples” when it comes
to clothing? A new generation of shoppers is
changing that- globally, and in India. Reuters
reports that young people are being dubbed
“NOwners,” relying on trading, sharing, and
renting to fill out their wardrobes. This is a
facet of the phenomenon called the “sharing
economy” that gave rise to huge business successes like AirB&B, Rent the Runway and Uber
to mention just a few.
According to a new report from PricewaterhouseCoopers (PwC), many Americans have
joined the sharing economy. The company found that 44 percent of US adults are familiar
with the concept of collaborative consumption, 57 percent agree that “access is the new
ownership,” and 80 percent believe that “renting is sometimes better than buying”. Travel,
car service, finance, staffing, and music and video streaming are the five biggest categories
for sharing. These industries currently account for $15 billion annual revenue but that
number could grow to $335 billion by 2025, according to PwC. As millennials—the
generation most comfortable with sharing as a means to save money—grow older, the
collaborative economy is bound to grow bigger.
Rent the Runway, founded in 2009,
allows users to rent couture for special
occasions. The company, which says it’s
raised $116 million and is worth $600
million, now has almost 5 million
members, including celebrities and
billionaires, and $1 billion in inventory.
It describes its typical client as a
well-educated 29-year-old female
professional. The RealReal: an online
fashion consignment store has till date
received total funding to $83 million
(Series D $40mn in April 2015) had
revenues in 2014-15: $100 million /
and has a target revenue for 2015-16
of > $200 million . It has Sold >1 million
items since opening four years ago. The
second-hand market for upper premium
brands represented 16 billion euros last year, according to Bain & Company’s 2014 Annual
Global Luxury study. This market on the one hand threatens new product sales, but on the
other hand turns luxury goods into durable products with an increasingly set resell price,
increasing their value. In fact people are beginning to shop for Luxury Goods and Brands
that are seen to have a greater resale value, providing a boost to those brands.
The India Angle
With global trends being adopted in India, nearly real-time, and with a huge population of ambitious and savvy
young adults waiting to join colleges and the work-force over the next 5 years, India is the perfect market for the
sharing economy -including pre-owned fashion. As the online shoppers tire of the constant rush for sales and fast
fashion; and as they aspire to own bigger, more exclusive International brands earlier on in life, fashion resellers
will become their alternative destination of choice for shopping thrills. Fashion Resellers like Swapzaar have a huge
advantage- they have a hybrid model that includes a peer-to-peer marketplace as well as a business to consumer
eCommerce store. This means consumers can sell their gently
loved branded fashion goods and up-trade to higher brands on
the same platform –in the convenience and comfort of their
own home. These marketplaces offer a Great user experience,
convenience, member protection and discretion all thrown in
for good measure. Closer home: Instantluxe, a French online
reseller of second-hand luxury goods, has entered the Chinese
market with the launch of a Chinese website. According to
Instantluxe co-founder Yann Le Floc’h, the company is targeting
aspirational middle class shoppers as well as wealthy con-
sumers. The growth potential in China could be enormous
considering the Chinese’s love for luxury goods and chang-
ing consumer attitudes. The Chinese market seems ripe for
companies like Instantluxe as there is a growing inventory of
luxury goods sitting idle in closets after several years of rapid
luxury consumption. In July, China-based reseller Secoo raised
about $100 million to help with expansion. The Indian Market
is showing definite signs of warming up to this trend, and
the trend is here to stay- generic marketplaces like OLX and
Quickr etc. have paved the way and now a whole generation
of younger consumers is ripe for Indian versions of brands like
The RealReal or the Vestiaire Collective to come and offer them
excellent brands at affordable prices and with good service. Though the Indian market is pretty nascent- various
“pre-owned fashion resale” business models are already appearing in the market- Luxury consignment, Pre-owned
fashion Marketplace and App-only, being some of them.
There is space for everyone to grow right now, but in the long run, the ones that will thrive and dominate the mar-
ket are the ones that can offer the most compelling and unique range of goods at great prices, and demonstrate a
clear Consumer Vision with constant innovation in their services.
“The ‘fashion middle class’ is
disappearing; We have a whole swath
of middle-class consumers who are
tired of buying disposable fashion, but
don’t have the means to buy the luxu-
ry brands. Through such sites, women
can have their cake and eat it, too, by
collaborating to consume the fashion
they want they get access to brands
which would be beyond
their means.”
Tracy DiNunzio, founder of Tradesy
“A lot of people can’t afford the timeless brands new but they still appreciate
the quality,”
Erin Wallace, director of marketing for Crossroads Trading and its sister store Fillmore & 5th, which has opened
six boutiques since 2012.
“Buying and selling secondhand luxury
goods was taboo a decade ago. Now
it’s considered smart.”
Yann Le Floc’h, a former Exane
BNP Paribas banker
“Chinese consumers no longer hold
reservations about a lessening of
prestige or status through owning a
second-hand bag and younger Chinese
shoppers enjoy the feeling of getting a
good deal,”
Avery Booker of China Luxury Advisors tells
Bloomberg
5. All icons, infographics and illustrations used in this brochure are from www.freepik.com
About Swapzaar
India’s first peer-to-peer, curated, online Marketplace for pre-owned fashion- both premium and luxury. We will soon have an exclusive online
boutique, where we will sell globally procured authentic vintage and preowned luxury fashion apparel and accessories; and offer membership and
payment plans that will allow the young middle class Indian “aspirers” to access these brands at affordable prices. We plan to offer a full spectrum
of goods: Garments, Bags, Shoes, Jewelry & Accessories for both Men and Women. Our vision is to be the leading brand in the Indian Premium and
Luxury Consignment Space.
Who we are: The team
We are three batch-mates from Symbiosis Institute of Management Studies; Pune; 1999 batch (Marketing & International Business ) Our bonds of
friendship have been forged more than 15 years ago in college, and though our backgrounds are similar we couldn’t be more different in terms of per-
sonalities. The good part is – after so many years of knowing each other, we are comfortable with our differences- indeed we celebrate our individual
quirks; and realize they probably make us a better team. We enjoy throwing ideas around, debating and partying together as much as we did back in
college; and we are sometimes- when called for- brutally honest with each other; without having to worry about the fragility of our bond. It’s what
keeps us together and keeps the trust alive. We are all pragmatic dreamers (people with lofty dreams but with their feet stuck firmly on the ground);
willing to learn and work hard for our ideas to come true and now building Swapzaar is our shared lifetime goal. We have no illusions of instant fame
& money- we are willing to do what it takes for as long as it takes and we intend to enjoy the journey as much as arriving at the
destination; which is to make Swapzaar a successful business and a brand. We intend to add a few people to our team- a visionary product &
technology leader and a digital marketing growth-hacker and also one cool and frighteningly efficient operations person.
Veena Srinath,
SIMS 1999 Advertising & Marketing Professional
Click to access Veena’s Linkedin Profile
Aarti Saxena Deoskar,
SIMS 1999 Sales & Marketing with Multinational Luxury Hotels
Click to access Aarti’s Linkedin Profile
Pragati Seth,
SIMS 1999 Sales & BD for IT Services for Europe, India
Click to access Pragati’s Linkedin Profile
About the company: Swapzaar.com is the registered business property of Passion Vision Art Pvt. Ltd.
Registered in Bangalore, Karnataka, in 2012
Registered office: N3, Rohini Classsic Aparments, 1st Cross Amarjyoti Layout, Sanjaynagar, Bangalore 560094 Karnataka, India
Corporate Contacts:
Aarti Deoskar; Gurgoan
Director
+91.88003555998
aarti.deoskar@swapazaar.com
Veena Srinath; Bangalore
Director
+91.9901989807
veena.srinath@@swapazaar.com
http://www.linkedin.com/in/veenasrinath
https://in.linkedin.com/in/aartideoskar
http://in.linkedin.com/pub/pragati-seth/13/7a5/49