Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
SUBHIKSHA<br />Discount Store with a Difference<br />Presented by- YUGESH KUMAR DUBEY ROLL NO.-8279K...
INTRODUCTION-<br /><ul><li>Starts it’s operation in 8 march 1997 in Thiruvanmiyur.
In 2004 subhiksha had 164 stores all over Tamil Nadu and Pondicherry (Chennai alone account for 72).
Revenue in 2004 reaches to Rs. 2,200 million and it aimed to increase it to Rs. 2,800 million by end of 2005.
initially sells grocery and pharmaceuticals.</li></li></ul><li>Conti….<br /><ul><li>Plan to have store at every 2 km.
Aimed to have 550 stores by 2009 as it’s expansion plan.
Without air condition, extravagant lightning or decoration.
Customer had to ask for product against touch and feel experience offered by many stores.
Goods were 8-10% lower than maximum retail price.
Store keeper help customer in their buying decision.</li></li></ul><li>INITIAL PROBLEM-<br /><ul><li>Protest against pharm...
Upcoming SlideShare
Loading in …5
×

Subhiksha

3,044 views

Published on

this presentation tells about model sustainability of subhiksha and what were the problem with subhiksha

Published in: Business, Career
no profile picture user

  • Be the first to comment

Subhiksha

  1. 1. SUBHIKSHA<br />Discount Store with a Difference<br />Presented by- YUGESH KUMAR DUBEY ROLL NO.-8279Kohinoor business school, khandala<br />
  2. 2. INTRODUCTION-<br /><ul><li>Starts it’s operation in 8 march 1997 in Thiruvanmiyur.
  3. 3. In 2004 subhiksha had 164 stores all over Tamil Nadu and Pondicherry (Chennai alone account for 72).
  4. 4. Revenue in 2004 reaches to Rs. 2,200 million and it aimed to increase it to Rs. 2,800 million by end of 2005.
  5. 5. initially sells grocery and pharmaceuticals.</li></li></ul><li>Conti….<br /><ul><li>Plan to have store at every 2 km.
  6. 6. Aimed to have 550 stores by 2009 as it’s expansion plan.
  7. 7. Without air condition, extravagant lightning or decoration.
  8. 8. Customer had to ask for product against touch and feel experience offered by many stores.
  9. 9. Goods were 8-10% lower than maximum retail price.
  10. 10. Store keeper help customer in their buying decision.</li></li></ul><li>INITIAL PROBLEM-<br /><ul><li>Protest against pharmacy discount strategy.
  11. 11. Frequent enquiry about standard of drug by drug inspector.
  12. 12. Conflict with drug maker glaxo.</li></ul>OVERCOME-<br /><ul><li>ICICI venture
  13. 13. Home delivery and online selling</li></li></ul><li>MANAGEMENT STRUCTURE-<br />operation<br />store<br />Procurement and distribution<br />Goods directly procured from manufacturer<br />One manager for three store<br />Supply chain software<br />Chief manager<br />godowns<br />Vice president<br />
  14. 14. WHY RETAILING IN CHENNAI-<br /><ul><li>Supermarkets don't account for even 10 per cent of the groceries sold in Chennai.
  15. 15. Survey revealed for four core attribute-</li></ul> 1- proximity<br /> 2- quality of groceries<br /> 3- price of branded groceries<br /> 4- availability of products<br />
  16. 16. MODEL SUSTAINABILITY-<br /><ul><li>No middleman decrease the price.
  17. 17. Survey motivate them to go for this model.
  18. 18. Strategy- </li></ul> 1- availability<br /> 2- acceptability<br /> 3- affordability<br />
  19. 19. RECENT NEWS-<br /><ul><li>8-10 per cent of stores that are unviable may be closed while the rest would continue
  20. 20. On 30 January- 2009 managing director R. SUBRAMANIAN said that company need cash infusion of Rs. 300 crore to get the company back on track(property & salary dues).
  21. 21. Debt up to Rs. 750 crore.
  22. 22. late December, Mr Kannan Srinivasan, a professor of marketing at Carnegie Mellon University’s Tepper School of Business, had resigned from Subhiksha’s board and in early January marketing consultant Rama Bijapurkar, who is also an alumnus of IIM-A like Subhiksha founder Mr R. Subramanian, also quit the board</li></li></ul><li>CRUX OF PROBLEM-<br /><ul><li>company expanded too rapidly on a small equity base of Rs 250 crore and grew the business, primarily through debt, to a level of 1,600 stores and 15,000 employees, and Rs 2,300 crore in sales by March 2008.
  23. 23. planned to raise money from FIIs collapsed when the “financial tsunami” happened.</li></li></ul><li>SPECIAL THANKS TO-<br /> Prof. JAVED SYED<br />

×