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Retail presentation
The document analyzes the Indian retail industry, highlighting its significant contribution to GDP and employment, with a division between organized and unorganized retailing. It discusses foreign direct investment (FDI) policies, entry options for foreign retailers, and recent changes allowing greater foreign participation in both single-brand and multi-brand retailing. Additionally, it examines the competitive landscape, including strengths, weaknesses, opportunities, and threats, while emphasizing the need for effective competition laws to manage the growing power of retail players.
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Retail presentation
- 1. Retail Industry _ AnAnalysis Presented By Presented By Akash rana Akash rana MBA 1st year MBA 1st year
- 2. Introduction Retail is asunrise sector in the Indian business world. In the past few years, Indian has seen a revolution in the retail sector. More and more foreign retailers are now eyeing India as a perfect investment destination for retail ventures. Not only from the investment side , but also from the employment angle as it represents a large employment opportunity for people with diverse skill set
- 3. Indian retail scenario •The contribution of retail industry to India ‘s GDP is more than 13% • Indian retail industry spreads over more than 6 million outlets (2.6 million urban and 3.6 million in rural)
- 4. continue • Just over8 percent Indian population is engaged in retailing (compared to 20 percent in the united states • An FDI confidence index survey done by AT Kerney , showed that the retail industry is one of the most attractive sector for FDI in India and if allowed, foreign retain chain would make great impact on Indian retailing .
- 5. Definition of Retailing Retailingconsists of all business activities that involve selling goods and services to the final customer for personal/ family and household use without any resale intention.
- 6. Division of RetailIndustry The retail industry is mainly divided into: • Organized retailing • Unorganized retailing
- 7. Organized retailing IT refersto trading activities undertaken by licensed retailers, that is, those who are registered for sales tax, income tax , etc . These include the corporate -backed hypermarket and retail chain, and also the privately owned large businesses
- 8. Some of theKey Players in Organized Retail
- 9. Unorganized Retailing • It refersto the traditional formats of low-cost retailing, for example, the local kirana shops, owner manned general stores ,paan/beedi shops, convenience stores, etc. • The Indian retail sector is highly fragmented with 97 per cent of its business being run by the unorganized retailers. • The sector is the largest source of employment after agriculture, and has deep penetration into rural India generating more than 10 per cent of India‘s GDP.
- 10. Retail Sector inIndia Retail Unorganized 97 % Organized 3%
- 11. FDI IT is theinvestment into the business of a country by a company in another country’ Mostly the investment is into production by either buying a company in the target country or by expanding operation of an existing business in that country. Such investment can take place for many reasons, including to take advantage of cheaper wages, tax exemption offered by country.
- 12. Entry Options ForForeign Players prior to FDI Policy Although prior to Jan 24, 2006, FDI was not authorized in retailing, most general players had been operating in the country. Some of entrance routes used by them have been discussed in sum as below:• Franchise agreements • Cash and carry wholesale trading • Strategic licensing agreements • Manufacturing and wholly owned subsidiaries
- 13. Franchise Agreements It isan easiest track to come in the Indian market. In franchising and commission agents‘ services, FDI (unless otherwise prohibited) is allowed with the approval of the Reserve Bank of India (RBI) under the Foreign Exchange Management Act. This is a most usual mode for entrance of quick food bondage opposite a world. Apart from quick food bondage identical to Pizza Hut, players such as Lacoste, Mango,Nike as good as Marks as good as Spencer, have entered Indian marketplace by this route.
- 14. Cash And CarryWholesale Trading 100% FDI is allowed in wholesale trading, which involves building of a large distribution infrastructure to assist local manufacturers. The wholesaler deals only with smaller retailers and not Consumers. Metro AG of Germany was the first significant global player to enter India through this route.
- 15. Strategic Licensing Agreements Someforeign brands give exclusive licenses and distribution rights to Indian Companies. Through these rights, Indian companies can either sell it through their own stores, or enter into shop-in-shop arrangements or distribute the brands to franchisees. Mango, the Spanish apparel brand has entered India through this route with an agreement with Piramyd, Mumbai, SPAR entered into a similar agreement with Radhakrishna Foodlands Pvt. Ltd
- 16. Manufacturing and WhollyOwned Subsidiaries The foreign brands such as Nike, Reebok, Adidas, etc. that have wholly-owned subsidiaries in manufacturing are treated as Indian companies and are, therefore, allowed to do retail. These companies have been authorized to sell products to Indian consumers by franchising, internal distributors, existent Indian retailers, own outlets, etc. For instance, Nike entered through an exclusive licensing agreement with Sierra Enterprises but now has a wholly owned subsidiary, Nike India Private Limited
- 17. FDI Policy withRegard to Retailing in India • FDI up to 100% for cash and carry wholesale trading and export trading Allowed under the automatic route. • FDI up to 51 % with prior Government approval for retail trade of Single Brand‘ products • FDI is not permitted in Multi Brand Retailing in India.
- 18. Prospected Changes inFDI Policy for Retail Sector in India The government (led by Dr. Manmohan Singh, announced following prospective reforms • In Indian Retail Sector India will allow FDI of up to 51% in ―multi-brand‖ sector. • Single brand retailers such as Apple can own 100% of their Indian stores, up from previous cap of 51%. • The retailers (both single and multi-brand) will have to source at least 30% of their goods from small and medium sized Indian suppliers.
- 19. Porter’s five forcemodel • • • • • Threat of news Entrants Power of Suppliers Power of Buyer Availability of Substitutes Competitive Rivalry
- 20. S.W.O.T Analysis ofretail Strengths • Improvement in the standard of living. • High Potential: since the organized portion of retail sector is only 2-3%, Thereby creating lot of potential for future players. • High Employment Generator: the retail sector employs 7% of work Force in India, which is rite now limited to unorganized sector only. Once the Reforms get implemented this percentage is likely to increase
- 21. Weaknesses • Government Restrictionson FDI. • Highly Unorganized: The unorganized portion of retail sector is only 97% as compared to US, which is only 20%. • Low Productivity: Mckinsey study claims retail productivity in India is very low as compared to its international peers. • Shortage of Talented Professionals: the retail trade business in India is not considered as reputed profession and is mostly carried out by the Family members (self-employment and captive business). Such people andNot academically and professionally qualified
- 22. Opportunities • Change inconsumer behavior pattern and increase in disposable income. • Fast evolving shopping mall formats . • Heavy flow of capital will help in building up the infrastructure for the growing population: India is already operating in budgetary deficit. Neither the government of India nor domestic investors are capable of satisfying the growing needs (school, hospitals, transport etc.) of the ever growing Indian population. Hence foreign capital inflow will enable us to create a heavy capital base.
- 23. Threads • Current IndependentStores will be compelled to close: This will lead to massive job loss as most of the operations in big stores like Walmart are highly automated requiring less work force. • Big players can knock-out competition: they can afford to lower prices in initial stages, become monopoly and then raise price later. • India does not need foreign retailers: as they can satisfy the whole domestic demand.
- 24. Competition Act Competition isnot an end in itself – it is a means to the objective of economic efficiency. It benefits consumers by restraining prices and encouraging companies to innovate to provide better quality for the price paid. However, in some circumstances a monopoly or coordinated network of companies may be the most efficient arrangement such as where there are substantial economies of scale. Competition laws usually allow the competition authorities to assess the trade-off between the costs or harm to consumers of permitting a monopoly, versus potential benefits .
- 25. Type of competition •Anti-competitive Agreements • Abuse of Dominant Position
- 26. Conclusion The issue thatIndia must grapple with now is the impact of reduced competition brought about by retailer concentration will have on various stakeholders and the ways in which competition laws and policy can deal with this growth of power before it is too late. The new Competition Act, 2002 has all the required provisions. It would, anyhow, depend on how it is implemented.
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