Monday, October 26, 2009

51 things they won't tell you. . .(rediff)

Kavya Balaji, Outlook Money

There is hardly a day in our lives that passes without taking a decision that affects our finances -- whether it is swiping a credit card, buying an insurance policy or even deciding whether to take up a new job that is paying more.

Though there are mandatory disclosure guidelines in most cases, certain things that might affect your decision may not be visible upfront. Or, even if they are, they might be worded in complex jargon or expressed in fine print, hidden somewhere in a boring document that you might not have the patience to read through.

Either way you will end up making an uninformed decision, which you may regret later. This is not to say that everyone out there is out to get you. But, it pays to be careful. Literally.

We tell you '51 things they won't tell you' so that you know what you are getting into.

Employers

1. The take-home will be less than you think

The quoted cost-to-company (CTC) includes every single penny the company will be spending on you -- allowances, incentives, medical reimbursements, employer's contribution to your provident fund, variable pay and, for some companies, even office space!

Some of these components, such as house rent allowance and conveyance allowance are taxable after a certain limit. Before taking up an offer, work out and confirm what your in-hand salary will be.

2. Your career comes after company targets

Review your resume at six-month or one-year intervals and see if it shows any noticeable improvement. If not, it is time to get up and do something about it.

Even if you are meeting or exceeding the company-set targets, you may be deviating from your own career goals. Make it a point to discuss your career prospects with your boss to know where you are heading.

3. You can be fired at any time

The pink slip could come without any prior warning leaving you with no time to prepare. Be on the lookout for clues that your time is running out.

Some things like being left out of the loop in projects or pointed emails and avoidance from your boss could be danger signals.

Educational Institutes

4. Our placement stats hide more than they reveal

These are mostly about juggling numbers and playing up the best cases. A claim of 100 per cent placement could be dubious as it does not specify the quality of placement.

An engineering college may claim to have placed a student, but the job could be at a call centre. Data on average salaries are also skewed to get an impressive figure.

5. Media rankings are never enough

Rankings in the media are not based on all possible quantitative and qualitative factors. Joining based on just the institution's rank in a survey can be a mistake.

Before taking a decision check for details and feedback from the institution's alumni, visit the campus if possible, check the faculty's reputation and competence, and make sure the course matches your own career objectives.

6. There are numerous hidden fees and charges

Tuition fees are not the only thing you pay for. You will be charged for the 'free' laptop and the foreign trip. It may be compulsory to buy books and other academic materials from the institute itself.

Credit Card Companies

7. Global cards have hidden charges

When you use your card to pay in foreign currency, you need to factor in more than just the exchange rate.

For instance, you pay 3.5 per cent of the total amount as cross currency markup, a service tax of 10.35 per cent on the chargeable amount and a further 3 per cent education cess on the service tax. More than you thought, isn't it?

8. There is an upper limit on cashback cards

It's not as if the more you buy the more money you get back. Well, it's true up to a point -- Rs 500 a month -- that's it.

Some cards may even require you to have a minimum statement amount to avail the facility. The amount may also be subject to a maximum of Rs 250 per eligible transaction (this excludes loans and cash advance).

9. The 'due date' is not the last date of payment

If you think that the 'due date' is the latest you can pay, you are mistaken. Actually, the payment needs to be credited to your card account by that date; otherwise it is treated as a default.

Fund transfers through ATMs, net banking and cash deposited at a bank branch of another bank may take at least 24 hours to credit the amount to your account but the payment is recorded immediately.

Cheque payments, however, need to be made at least four working days in advance to avoid a default.

10. You'd better monitor recurring payments

Say, you want to pay your insurance premiums this year using your credit card. But, the next year you don't.

Your card, however, is still getting billed. You need to make a specific request if you want to stop the billing. Usually, transactions through telemarketing are susceptible to this.

11. Cash withdrawals attract daily interest

You can use your credit card to withdraw cash from the bank or the ATM up to the card's cash limits. There will be a one-time fee which will be a percentage of the amount withdrawn or it could be a minimum amount.

On top of this, a daily interest is charged on the amount withdrawn which starts accruing from that very day till the amount is paid back. Moreover, with many cards there is no interest-free period unlike purchases made using the cards.

Insurance Agent

12. We'll explain policy details when asked

The insurance product's charges, disclaimers and other features are always a part of its literature that one is supposed to read and understand before buying.

But, when you ask the salesperson to explain the product, he may explain only the point you asked leaving other important and relevant things disguised or unexplained. Read the literature fully and ask questions till you are satisfied.

13. A Ulip gives us a bigger commission than a term plan

Term plans are the cheapest life insurance product. They come at the lowest costs while providing the highest coverage. A lower premium means lesser agent commission.

Term plans, especially pure term plans, are more difficult to sell too. This is because they don't return premiums or provide any returns at the end of the tenure, which makes it difficult for many to fathom it since most investors are used to getting money back in insurance-cum-investment products.

So, agents prefer to sell the high premium unit-linked insurance plans (Ulips).

14. Ulips can be costly if you pull out early

If you are asked to exit from a Ulip anytime before 10 years, the costing goes against you. Due to upfront charges, which are typically high in the initial years, a lesser part of the premium gets invested.

If you have been investing in a growth option, that is, it has high equity exposure, an early exit, especially at a time when the markets are low, as was in 2008, your misery only compounds. You may be asked to buy a new Ulip after three or five years at a lower NAV or a new Ulip with some additional feature. Stay away.

Run the existing Ulip using the top-up feature to maximize the value over the long term. Tax benefits on Ulips may also be withdrawn if not run till at least five years.

15. Capital and return guarantees come at a cost

Ulips that guarantee either the principal or returns have to make provisions to deliver the promise. For this there's an additional cost which the customer has to bear.

Also, with most guarantee plans the insurer can invest zero to 100 per cent in equity markets. There is no choice of fund options for you. This allows the fund manager to remain majorly in debt assets and deliver the returns which might not be as high as equity asset class.

The lower returns minus the plan charges don't work over the long run. Not for nothing do they say there isn't a free lunch.

16. Your Ulip fund option may be underperforming

Looking at the fund's performance over just, say, a one-year or three-year period is not enough. First, look at the fund's mandate. It's not correct to compare Fund A that invests 40-85 per cent in equities to Fund B with 75-100 per cent in equity.

Fund performance should be judged in context of, first, its benchmark and then peer funds. Second, look at the performance over a longer horizon and not just over three or six months.

17. Entry cost is zero, but there are other monthly charges

Many Ulips do not have any front-end cost, also called the premium allocation charge, and the entire premium of each year is said to be invested. But, all such plans have provisions to deduct charges from your fund rather from the premiums.

Even though this may be a small percentage of the fund value, over time, the effect is largely the same as the fund value keeps increasing.

Stock Broker

18. Our tips help us more than they help you

A stock broker's commission depends on the value of the shares that you buy or sell. So, the promptness shown by him in giving you tips is not to increase your wealth but to generate income for him by convincing you to trade frequently.

19. Short-term trends dictate our price recommendations

A stock should only be bought at its correct price. A broker's advice is mostly based on noticeable short-term trends, which could reverse anytime. For them every dip is a buy opportunity and every quick rise a sell opportunity.

20. Recommendations may not factor in your risk profile

A broker circulates the same recommendation to all its clients. A stock however good may not match every client's risk profile. For example, fast-growing small companies fit young investors' portfolio but may not be appropriate for older investors.

21. Don't invest too much in our recommended stock

A broker never gives attention to your existing portfolio of stocks and recommends any stock that he feels is good.

Buying the same stock (the one already in your portfolio) aggressively or putting all you money in one company can increase your portfolio risk.

22. You should sell XYZ stock now

The success of your stock investments hinges on your selling them at the right time. Otherwise, all the gains are notional. When you buy a stock, you should know the price at which you want to sell it.

This is the point beyond which the stock gets overpriced and the chances of a drop increase. But don't trust your broker to tell you that.

Mutual Fund Agent

23. I keep earning as long as you stay invested

Trail commission is a fee the fund house pays the mutual fund distributor on the investment value remaining with the fund. The commission is generally 0.25-0.75 per cent per annum.

As long as your distributor and, consequently, your agent gets the commission, you are entitled to the service. So don't hesitate to demand services from your mutual fund agent since you are paying for it.

24. NFOs are not cheaper than an existing fund

The returns from funds depend on the stock they invest in and not the net asset value (NAV). A Rs 10-fund could go down to Rs 7. It's equally possible that a Rs 100-fund rises to Rs 200. With no track records, new fund offers (NFOs) can be risky.

25. I gain a lot if I sell this NFO

In order to mobilise funds for an NFO, fund houses offer incentives like foreign trips to distributors. So the agent may recommend NFOs to you even if they don't suit your risk profile.

26. This isn't quite the index to benchmark the fund

Your agent may say the fund is doing better than a popular index, even if the two aren't related in any way. For example, comparing a small-cap fund with a large cap index. Make an informed decision when an agent recommends funds on this basis.

27. I'm comparing apples to oranges

While making recommendations, mutual fund agents may compare funds that are different in their investments or objectives. For example, they may compare a diversified fund with a sector fund. Going by his advice, you may end up buying a fund that doesn't suit you.

Builders and Brokers

28. You get a smaller space than you thought

The area mentioned in advertisements and for calculation purposes is the super built-up area, while the area that you really get is the carpet area, which could be lesser by up to 30 per cent or more depending on the building's design.

29. All-inclusive price is not always 'all' inclusive

In most cases the price advertised will be the cost of the house. But there are other charges you would need to pay.

Mostly, the extra costs, like charges for things like a car park, club membership, power and water connections, will add up to a substantial bit. Don't be surprised if what you finally end up paying is more than the advertised price.

30. Prices of units vary according to position

This holds true for units even in the same building. A ground floor unit may cost more than one on the first floor. For a corner house, or for one that has a lake or a sea facing view, rates could be higher by as much as 10-15 per cent.

31. I'm trying to hurry your buying decision

One of the primary objectives of a real estate broker when dealing with a prospective buyer is to play with the buyer's desperateness and instill in him the fear that if he does not strike the deal at the earliest, he may miss the bus.

32. There is compensation for project delays

Usually, this is not mentioned upfront but builders do mention it in the sale agreement. In most cases, the amount of compensation is very small (about Rs 5 per sq. ft per month).

However, the deadline and the mode of handing over the compensation are not mentioned.

33. The brokerage fee you pay is negotiable

In north India, the broker fee is typically one month's rent for arranging rented accommodation and 1 per cent of sale price for apartment sales.

During the boom period, brokerage fee was non-negotiable in most cases. But, with the real estate sector doing badly, especially since January 2008, brokers are ready to take a cut in their fees.

34. I do not have key information on the property

What do you do? Where do you work? Who will stay with you? These are the questions that a broker will ask you even before he shows you a house for rent. Ask him about the landlord and he won't even know the name.

The same applies if you are trying to buy a house. In most cases the broker himself will have zero to little information about the history of the house or past owners but will be more than interested in knowing your details.

Financial Advisor

35. Commissions beget recommendations

The financial planner's code of ethics decrees that he or she give you full disclosure in writing about any benefits received that may influence his or her recommendations.

Whenever he recommends a product he sells, he should suitably justify how it suits your financial planning needs.

36. You are supposed to get continuous service and advice

The client-planner relationship is an ongoing process that should continue even after the plan has been presented.

It is the planner's duty to update you of the changes in stockmarkets and other developments, besides changes in your personal circumstances, that could influence your financial decisions.

37. You may not get advice on all areas of personal finance

If a planner is not professionally competent to give you advice on all areas or products, he has to make a clear disclosure. In this case, he can either consult with some who is qualified or refer them to you.

Supermarkets

38. The discounts are on jacked-up prices

If you are a sucker for discounts, this is bad news for you. A common trend with unbranded products, especially clothes. Don't fall for it, especially if you don't know what the actual pre-discount price was.

More the discount percentage, the more suspicious you should be.

39. No ad costs, keeps in-house brands cheaper

All brands are equal, but some brands are more equal than others. Items carrying in-house brands are sourced locally and have no advertising spends.

So they cost considerably less than the known brands and you are sold these under attractive money-saving deals. These brands may not have the same product quality as reputed brands.

40. A 'too good to be true' offer is probably so

Full-page newspaper ads with incredible offers are meant to lure you. You queue up at the store only to find that the most enticing 'offers' have just run out of stock.

This is hardly surprising. That ad was a ploy to bring you to the store and it has succeeded in doing its job.

41. The products nearing expiry date are placed in front

We all tend to look for a product's expiry date but not the manufacturing date. Fresh products are always placed behind on the counters so that the ones that are likely to expire sooner get sold first.

So if you plan to use a product for a long time, make sure you look for the fresher stock.

42. You can buy a product for less than the MRP

MRP is the maximum price a retailer is allowed to charge. But no rule stops him from charging less. So, don't hesitate to ask for a discount on the MRP.

You might just get a lower price. This works particularly well for big ticket purchases such as television sets and furniture, especially if you are paying cash.

Online Retailers

43. Free shipping isn't always free

Shipping costs can trip you in online purchases. True, free shipping is cool, but do not forget to read the fine print. Hidden somewhere there could be a condition that shipping is free only if the purchases are above a certain amount.

This could also mean that the free shipping advertised 'on all items' is actually for items purchased after your billed amount has crossed the minimum limit.

44. We'll refund the price but you pay for shipping

Clarify turf matters. Total refund might be a valid option, but do check if it is your responsibility or the company's to ship back the defective product.

By doing this you can avoid the needless headache of paying the packing and transportation charges, payments which might actually be the company's responsibility. Shipping costs can come back to haunt you even more if you made a wrong decision.

45. Fake buyers will push up auction prices

Who says rigging and manipulation can't happen in cyberspace. It's not difficult to fall for the number of online bids going for a product.

Sellers often create fake buyer IDs that will be used to participate in the bidding process. In this way, the prices are made to go up and you are lured into bidding a higher amount. Often, software programs are used to bid automatically on their behalf.

46. Positive feedback needn't be from genuine users

Flattery is the best form of deception when it comes to luring gullible online buyers. This is a similar trick as the last one.

User feedback on the site, even if they are accompanied with smiling faces, are not to be taken for granted. After all, there is no way of verifying these gushing reviews.

A more reliable way is to ask someone who you know is a genuine user and has the same requirements as you. Nothing beats the word of mouth.

Tour Operators

47. Our quoted price is before taxes

Taxes on airfare could be as high as 30-50 per cent of the base fare and for international flights that could burn a hole in your pocket. Clarify the inclusions and exclusions especially for 'supersaver' offers.

48. Your hotel is in the boondocks

Do confirm the location of the hotel and its distance from the city centre. If it's on the outskirts you might miss the atmosphere of the city when you step out for a walk after dinner.

49. The part of the tour price in dollars remains flexible

The tour operator wants to pass on to you any unfavourable change in exchange rates. So, if the rupee falls against the dollar, you pay more. But the opposite may not be true.

50. 'Optional' tours are cheaper if you arrange them

Optional trips often come at exorbitant prices. Combo tour packages to these destinations, if booked locally, could cost a lot less. Therefore, it might make sense to do them yourself because it may cost lesser even after factoring in food and travel expenses.

51. Oops! We've run out of ideas

'Fifty things they won't tell you' was all that Team Outlook Money could come up with, not 51 as we wrote on the cover. But then, you, our readers, are as much a part of our team as those formally employed by the magazine.

We are sure you will not let us lose face on a promise. So write in to feedback@outlookmoney.com with your picks for No. 51. We are looking forward to hearing from you.

Sunday, October 25, 2009

Report On Indian Retail Industry(from: Bharat Book Bureau – one stop shop for business information Just another Blogetery.com weblog)

Report On Indian Retail Industry

Indian Retail Industry – Consumer is the king

Retailing, in a layman’s language involves the procurement of varied products in large quantities from various sources/producers and their sales in small lot for direct consumption to the purchaser. Retailing can broadly be classified into: organised and unorganised retail. Unorganised retailing refers to the traditional form of retailing with the retail outlets situated near the residential are as while organised retailing refers to the modern form of retailing with trading activities undertaken by licensed retailers generally located in commercial establishments/high-street areas.

Globally, the retail industry has grown at a brisk pace with a Compounded Annual Growth Rate (CAGR) of 7.77% during the period 2001-2006. The growing expanse of the top global retailers has ensured globalisation of the industry; however the opportunity for growth of organised retail is immense in countries such as India, S. Korea, Vietnam etc. where organised retailing is still at a nascent stage.

The Indian retail industry has witnessed a massive transition during the last few decades. The Indian retail has grown at a CAGR of 11.2% during the period FY04-FY07, with food and grocery accounting for the major share. Despite the industry being dominated by the unorganised retailers, the organised retailing revenues have soared at a CAGR of 19.5% during the period FY04-FY07. The apparel & footwear segment occupies the major share in the organised retail pie.

The Indian retail industry has strong linkages with the economic growth and development of the economy. It is primarily characterised by its hierarchical growth structure, high working capital requirements etc. The factors such as rising urbanisation, growing consumer class, growing per capita expenditure, greater interest evinced by the Venture capitalists / Private equity firms in the industry etc. have been driving the growth of organised retail. The growth of modern retailing has led to the emergence of varied formats such as Departmental stores, Supermarkets etc. In addition, few other formats such as rural retailing, E-retailing, luxury retailing etc. too have found favours with the Indian retailers. Each format being distinct from the other, the viability of their operations depends upon various factors such as average footfalls, sales per sq.ft etc. However the numerous licensing requirements as compared to other countries have proved to be a bottleneck in the growth of Indian retailing.

With subdued consumer sentiments as witnessed during the latter half of FY09, CARE Research expects the Indian Retail industry’s performance to remain steady during FY09. However considering the immense potentialities, the industry would witness robust performance in the long run. The report on ‘Indian Retail Industry’ unwinds answers to varied queries related to retailing (both organised and unorganised). The report comprises of three sections. Section I of the report provides a general overview of the industry. Section II deals with the nuances of organised retailing in India. Section III provides an overview of the Top-5 industry players, which is followed by a list of Annexures covering extensive industry data.

Section I Industry Overview

The initial stages of the report deals with the history of global retailing with a special focus on the major global players driving the retail growth

The evolution of the Indian retail industry together with the contribution of varied segments such as food & grocery, apparel & footwear etc, have been dealt in detail

The characteristics inherent to the industry have been described in detail by bringing out the changes in the various socio-economic factors affecting the industry

The factors propelling the industry’s growth (both demand-side and supply-side) have been covered under the head Growth Drivers

Section II Organised Retailing – An in-depth analysis

This section explores the growth of organised retailing in India particularly with respect to the emergence of varied retail formats such as Supermarket, Hypermarket etc.

The viability of these modern formats together with the determinants of such viability has been discussed at length. This section seeks to explore answers to questions such as:
What value propositions can different formats offer? Which is the most viable format for the retailer? What are the determinants of such viability? Which formats are the emerging
ones?

The report also lays emphasis on the emerging retailing formats such as e-retailing, luxury retailing etc that would form the flavour of the future for the modern retailers

A comprehensive analysis of the major expenditure heads of the leading players in the industry has been presented in the report for the period spanning FY06-FY08

The various licensing and regulatory requirements together with the intricacies relating to the same have been dealt in detail

CARE Research also seeks to unwind the mysteries surrounding the long-raging debate on whether the growth of organised retailing in India would lead to the death of mom-&-
pop stores. Through detailed analysis backed by conclusive evidences, CARE Research recommends the optimum retailing mix in the long run

Modern retail may just be assumed as a business of purchase and sale of goods. However the modern retailers have to face many harsh realities on the growth path. The challenges to the modern retailers have been covered in detail

The challenges as faced by the organised retailers further goes a long way in describing the harsh realities behind modern retail

To estimate the size of the Indian retail industry and the penetration levels of organised retail in the urban and rural Indian markets for the period FY08-FY11, CARE Research has evolved out an industry model incorporating three different scenarios i.e. Optimistic, Most Likely and Pessimistic, to present a holistic view of the industry in light of the varied future developments

Section III Overview of Indian players

This section focuses on the profile of the Top-5 players in the Indian retail industry namely Pantaloon Retail, Shoppers Stop, Vishal Retail, Koutons Retail and Trent. The profile includes a brief business overview, corporate structure analysis, business model analysis in terms of various formats, size, along with their strengths and weaknesses

This section further elaborately covers the financial aspects – The revenue and the cost structure gets highlighted through income statement analysis. Working capital requirements, growth of asset base and financial structure are anlaysed using a combination of balance sheet, cash flows and ratio analysis as a tool. Further emphasis has been laid on drawing comparison between these players through pictorial analysis

Table of Contents:

Executive Summary

Section I – INDUSTRY OVERVIEW
1. Retailing – An Introduction
1.1 Retailing Basics
1.1.1 Unorganised Retail
1.1.2 Organised Retail
1.2 The International Retail Scenario
1.2.1 Stages of Evolution
1.2.2 Highlighting Features of Global Retailing
i Sizeable & Profitable Operations
ii Highly favoured Big-Box Formats
iii Regulatory Aspects

2. The Indian Retail Scenario
2.1 Industry Evolution
2.1.1 Indian Retail Story – Phase of Growth
2.2 The Unorganised Retail
2.3 The Organised Retail
2.3.1 The Growth Story
2.3.2 Gauging Organized Retailing in India – A statistical Approach
2.3.3 Segmental Analysis
i Apparel & Footwear
ii Food & Grocery
iii Furniture & Finishing
iv Jewellery & Watches
v Entertainment, Books, Sports Goods & Other Equipments
vi Other Segments

3. Industry Characteristics
3.1 Highly Unorganised & Fragmented Industry
3.2 Linkages with the Economic Growth
3.3 The Rural-Urban Divide
3.4 Hierarchy in Retail
3.5 Emergence of Multiple Retail Formats
3.6 Long Supply Chain
3.7 Working Capital Intensive

4. Industry growth Drivers
4.1 Demand-side Factors
4.1.1 Rising Urbanisation
4.1.2 Growing Consumer Class
4.1.3 Growing Per Capita Expenditure
4.1.4 Baby Boomer Effect
4.1.5 Growing spread of ‘Plastic Money’
4.1.6 Changing Face of Indian consumerism –From Necessities to Luxuries
4.1.7 Rising Number of Nuclear Families
4.1.7 Growing Female Working Population
4.2 Supply-side Factors
4.2.1 Retail Growth Through VC/PE Route
4.2.2 Developments in the Real Estate Scenario

Section II – ORGANISED RETAILING: AN INDEPTH
ANALYSIS

5. Retail Formats – An Insight
5.1 Major Forms of Retailing
5.1.1 Convenience Stores
5.1.2 Discount Stores
5.1.3 Factory / Company Outlets
5.1.4 Specialty Store
5.1.5 Supermarkets
5.1.6 Department Stores
5.1.7 Hypermarkets
5.2 Viability of various Retail Formats
5.2.1 Convenience Stores
5.2.2 Department Stores
5.2.3 Hypermarkets
5.2.4 Speciality Store
5.3 Determinants of Retail Format Viability
5.3.1 Average Number of Footfalls
5.3.2 Sales Per Sq. Ft.
5.3.3 Supply Chain Management
i) Minimization of Wastages
ii) Specialised Manufacturing
iii) Reducing Chances of Stock-out
5.3.4 Dependence on ‘Private Labels’
5.3.5 Technological Upgradation
5.3.6 Repeat Sales Through Loyalty programmes
5.3.7 Advertising & Sales promotion Activities
5.4 Emerging Retail Formats
5.4.1 Rural Retailing
i) Benefits to the Retailers
ii) Benefits to the Rural Populace
5.4.2 Luxury Retailing
5.4.3 Airport Retailing
5.4.4 E-Retailing
i) Convenient Shopping
ii) Value for Money
iii) Change in the
Consumers’ Attitude
iv) Easy Payment Options
v) Lack of ‘Touch & Feel’ Experience
vi) Lack of Transparency
in Transactions
vii) Untimely Delivery of Products

6. Cost Analysis
6.1 Unorganised Retail
6.2 Organised Retail
6.2.1 Procurement of Raw materials /Finished Goods
6.2.2 Labour Expenses
6.2.3 Selling & Distribution Expenses
6.2.4 Rental Expenses
6.2.5 Profit Margin

7. Licensing and Other Regulatory Aspects
7.1 Regulatory Structure
7.1.1 Strategic License Agreements
7.1.2 Manufacturing
7.1.3 Cash & Carry Wholesale Trading
7.1.4 Franchising
i) Unit Franchisee
ii) Multiple Franchisee
iii) Master Franchisee
iv) Regional Franchisee
7.2 Licensing Requirements
7.2.1 Shops & Establishment Act
7.2.2 Municipal Corporation Act
7.2.3 Agricultural Produce Marketing Committee Act
7.2.4 Standards of Weights and Measures Act
7.2.5 Drugs & Cosmetic Act
7.2.6 Prevention of Food Adulteration Act
7.2.7 The Competition Act
7.2.8 Liquor Licensing
7.3 Taxation Regime
7.3.1 Customs Duty
7.3.2 Duty on Export Promotion of Capital Goods (EPCG)
7.3.3 Service Tax
7.3.4 VAT

8. Organised v/s Unorganized Retailing- Death of Mom-&-Pop Stores in the Making ?

9. Challenges in Organised Retailing
9.1 Real Estate and Property Related Issues
9.2 Taxation & Policy Related Hurdles
9.3 Inefficiencies in Supply Chain Management
9.4 Increased Shrinkages
9.5 Scarcity of Workforce
9.6 Entry of Foreign Players
9.7 Political & Local Agitation
9.8 Analytical Model – PORTER’S FIVE FORCE MODEL

10. Industry Outlook
10.1 Scenario Drivers
10.1.1 Pessimistic Scenario Drivers
10.1.2 Optimistic Scenario Drivers

Section III – OVERVIEW OF INDIAN PLAYERS
11. COMPANY FOCUS
I) Pantaloon Retail India Ltd. (PRIL)
II) Shoppers Stop Ltd.
III) Vishal Retail Ltd (VRL)
IV) Koutons Retail India Ltd.
V) Trent Ltd.
ANNEXURES
1. Top 250 Global Retail Companies – A Statistical Overview
2. The Global Retail Development Index (GRDI) – 2008
3. India’s Retail Hierarchy
4. List of Brands / Stores Across Different Segments
5. List of Clearances Required for Retailing Operations

List of Figures

Fig 1.1 Comparison of World GDP Growth & World Retail Growth (%)
Fig 1.2 Stages of Retail Growth
Fig 1.3 Top 5 Countries by Retail Sales as on 2006
Fig 1.4 Format-wise Venture of Top-250 Global Retailers
Fig 2.1 Evolution of Indian Retail
Fig 2.2 Indian Retail pie – 2003-04
Fig 2.3 Indian Retail pie – 2006-07
Fig 2.4 Share of Unorganized Retail in Total Retail
Fig 2.5 India’s Spending Pattern – FY 2007
Fig 2.6 Unorganised Retailing – Sales by Retailer Type (%) – 2006
Fig 2.7 Organised Retail – Total Revenues & % Penetration
Fig 2.8 Global Organised Retail Penetration vs. Purchasing Power- Great Room for
Improvement in India
Fig 2.9 Apparel & Footwear – Total Organized Retail and % Penetration
Fig 2.10 Food & Grocery -Total Organized Retail and % Penetration
Fig 2.11 Furniture & Furnishing -Total Organized Retail and % Penetration
Fig 2.12 Jewellery & Watches -Total Organized Retail and % Penetration
Fig 2.13 Entertainment, Books, Sports Goods & Other Equipments -Total Organized Retail
and % Penetration
Fig 2.14 Other Segments (Personal Care, Non- Institutional Healthcare and Other
Segments Beverages) -Total Organized Retail and % Penetration
Fig 2.15 Indian Organised Retail pie – 2003-04
Fig 2.16 Indian Organised Retail pie – 2006-07
Fig 3.1 Real GDP, Real PFCE & Retail Sales – CAGR for the Period 1994- 2007
Fig 4.1 Rural- Urban Population Divide
Fig 4.2 PFCE and Personal Disposable Income –Per Capita
Fig 4.3 Consumption Categorization as a % of GDP – 2005
Fig 4.4 Per Capita Monthly Expenditure – Urban
Fig 4.5 Per Capita Monthly Expenditure – Rural
Fig 4.6 Age Distribution of Indian Population
Fig 4.7 Median Age of Population
Fig 4.8 Credit Card Usage Trend
Fig 4.9 Debit Card Usage Trend
Fig 4.10 Changing Consumption Pattern – 1995 to 2025
Fig 4.11 Growth Trend of Nuclear Families
Fig 4.12 Growth Trend of Density & Population
Fig 4.13 Proportion of Female Working Population of the Total Working Population
Fig 4.14 Proportion of Female Working in Organised Industrial Activities
Fig 4.15 Total PE & VC Investments in India
Fig 4.16 Trends in Mall Development
Fig 4.17 Trends in Mall Area Occupancy
Fig 4.18 Tier-wise Distribution of Operational Mall Space
Fig 4.19 Tier-wise Distribution of Upcoming Mall Space
Fig 4.20 Distribution of Mall Ownership
Fig 4.21 Mall Ownership – Rental Distribution
Fig 4.22 Expected Mall Supply: 2008-11
Fig 5.1 High Net Worth Individual (HNI) Population Growth – 2007 (%)
Fig 5.2 Market Share of Premium & Luxury Brands in India- US$ bn
Fig 5.3 India- Internet Users & Penetration Level
Fig 8.1 Adverse Impact on Unorganised Retailers by Region (%)
Fig 8.2 Adverse Impact on Unorganised Retailers by Category (%)
Fig 9.1 Shrinkages as a % of Total Retail Sales
Fig 9.2 Distribution of External Shrinkages (%) – India
Fig 9.3 Distribution of Internal Shrinkages (%) – India
Fig 10.1 Sale of Private Labels as a % of Total Sales

Table Index

Table 1.1 World Retail Growth
Table 1.2 Top 250 Retailers Split –up by Regions / Countries
Table 1.3 Global Retailers in the Fortune 500 List – Year 2008
Table 2.1 Total Indian Retail Revenue – Rs. Bn
Table 2.2 Indicative Industry Growth on Reaching the Average Penetration Level
Table 3.1 Rural – Urban Retail Sales Divide
Table 3.2 India’s Retail Hierarchy
Table 3.3 Net Working Capital as a % of Total Capital Employed
Table 4.1 Income Distribution of the Households
Table 4.2 Major Investments by VC/ PE Firms
Table 5.1 Spread of Convenience Stores
Table 5.2 Spread of Discount Stores
Table 5.3 Spread of Speciality Stores
Table 5.4 Spread of Department Stores
Table 5.5 Spread of Hypermarkets
Table 5.6 Comparative Margins of Various Retail Formats
Table 5.7 Retail Formats- Characteristics
Table 5.8 Sales Per sq.ft of Various Modern Retail Formats
Table 5.9 Cost & Margins of Intermediaries in the Supply Chain (in Case of Potatoes)
Table 5.10 Private Labels of Leading Indian Retailers
Table 5.11 Loyalty Programmes of Retailers
Table 5.12 Media-wise Advertisement Expenditure by Retailers for the Period Jan-July, 2008
Table 5.13 Initiatives of the Modern Retailers in Rural India
Table 5.14 Global Luxury Brands in India
Table 5.15 JV’s in Indian Airport Retailing
Table 6.1 Raw Material Expenditure as a % of Total Expenditure
Table 6.2 Labour Expenditure as a % of Total Expenditure
Table 6.3 Selling & Distribution Expenditure as a % of Total Expenditure
Table 6.4 Rental Expenditure as a % of Total Expenditure
Table 6.5 Sensitivity Analysis of Rental Expenditures
Table 6.6 Gross Margins of Organised Retailers Across Various Product Categories (%)
Table 6.7 Profit Margins of Various Players
Table 7.1 Status of Market Reforms in Agriculture (APMC Act Amendments)
Table 8.1 Reasons Underlying the Falling Share of Turnover of Unorganised Retailers (%)
Table 8.2 Annual Growth in Turnover of Unorganised Retail Outlets
Table 8.3 Annual Growth in Profit of Unorganised Retail Outlets
Table 8.4 Distribution of Average Monthly Spending of Indian Households
Table 8.5 Savings (as a % of Spending) from Buying at Organised Outlets by Format
Table 10.1 FY08 Industry Estimates
Table 10.2 FY11 Industry Estimates
Table 10.3 Q3FY09 Performance Comparison of Various Players

For more information kindly visit
http://www.bharatbook.com/Market-Research-Reports/Report-On-Indian-Retail-Industry.html

Retail dream fades for many FMCG executivesThe article from Business Standard(I liked!!)



With retailers downsizing operations, many senior executives from fast-moving consumer goods (FMCG) and telecom who had jumped on the retail bandwagon a couple of years ago are making a quiet comeback.These include some high-profile names who were in the limelight when the going was good.

Former banker Murlidhara Kadaba, who was head of financial services at Reliance Retail, has moved back to his old industry as senior managing director, Altamount Capital Management, a Mumbai-based wealth management firm. Kadaba, who has worked with Citibank and American Express, continues to be associated with Reliance Retail as advisor.

Amit Bedi, who was the business head for Reliance Retail, has moved back to telecom as CEO for Tata Teleservices, Bihar. Bedi earlier led the marketing operations for Hutchison (now Vodafone) in Punjab.

Then again, Rohit Malhotra, who headed Future Group’s operations in the south, has moved back to Bharti Airtel. So has Harvardhan Soin, a senior HR executive, after a stint with Aditya Birla Retail.

“The slowdown brought in a reality check in retail. Companies today want to pay for a role,” says the CEO of a Delhi-based retailer, who didn’t wish to be named. The slowdown left retailers with excess people.

Devangshu Dutta, CEO, Third Eyesight, a retail consultant, believes that retailers had built a pipeline of people anticipating certain growth, which has toned down in the last one-and-a-half years. For instance, retailers were growing at 50 per cent in square footage (adding new stores) before, a rate that has fallen to roughly 30 per cent in the last 18 months.

In the absence of retail-specific talent in the country, retailers were forced to hire from consumer-facing sectors like FMCG and telecom — that is, “anyone remotely related to consumer”. It worked when retailers were expanding and the only thing that mattered was how many stores they added. The slowdown exposed the weaknesses of this hiring strategy.

Anand Raghuraman, consultant with Boston Consulting Group, says functions that many people were handling were not aligned to their previous jobs. Retailers admit there were problems. Take the marketing function. In an FMCG firm, a marketing head’s job is to create brands and run campaigns. “In retail, brand is what you deliver in the store; the marketing operations are on-ground promotion and, most importantly, your speed of response,” said a CEO.

The sector differs from FMCG in pace and focus. ‘‘It is 5 per cent strategy, and 95 per cent implementation. In retail, the speed of response has to be much faster. In FMCG, you can sit and plan, and implement it in six months. In retail, people have to take calls all the time. In retail, it is about yesterday, today and tomorrow. In FMCG, you can classify customers into Sec A, B, and C but in retail, customers within a city can be different across catchments. When it comes to nuances, it is different,’’ adds an expert.

Besides, many of these executives came from well-established organisations like Hindustan Unilever, which was different from working for a start-up where the processes were not well-defined. ‘‘Some of these executives were disenchanted and struggling,’’ adds Raghuraman.

‘‘You need a different mindset to work in an unstructured environment. The variables won’t be known to you. Sometimes, the stock doesn’t come and you have to go with cash and buy from a distributor, or sometimes even from a competitor,’’ says an executive.

The executives have a different take on their exits. Nitin Tipnis, who moved from Reliance to head Hover Automotive that is developing a sales and service network for Nissan, says he changed from one industry to another because it gave him an opportunity to do something different.

Tipnis, however, says retail is here to stay since there’s no dearth of spending — people are buying more than what they want. “What I am doing is also a retail operation, I am developing an independent marketing, sales and service organisation and deliver customer satisfaction,” he says.

Monday, August 24, 2009

Colonial Cousins - Rain

A song which fills the soul!!

Friday, February 20, 2009

Self - Esteem

Wake Up Feeling Great With These 22 Tips for High Self-Esteem
“No one can make you feel inferior without your permission.”
- Eleanor Roosevelt
Self-esteem is how you feel about yourself, how confident you are, how accomplished you feel. It reflects whether a person loves, accepts, and believes in who they are. For some of us, however, it can go up and down. One day you might feel really on top of everything, great about yourself, unafraid to try anything. And the next day, you’re just as likely to feel completely at the bottom, unsure of yourself, afraid to say or do anything.
Building high self-esteem is a process, not something you can develop overnight. And this isn’t necessarily easy. Yet, every single person has the capacity of high self-esteem. The question is, are you ready to make a commitment to increase your self-esteem?
If your answer is yes, here are some tips to get you started:
1. Stop comparing yourself with other people.
Human beings can amplify or reduce their value by contrasting themselves either positively or negatively with others. But if you play the comparison game, you’ll run into too many “opponents” you can’t defeat. There will always be some people who have more than you and some who have less. So stop comparing!
2. Stop the critic inside of you.
Some people have a bad habit of putting themselves down often. They say negative things to themselves like, “I’m always late. Why am I such a flake?” or “There you go again, stupid!” So get in the new habit of catching yourself saying critical things about yourself and learn to silence your inner critic. And if this is unavoidable, at least tone down the level of your criticism.
3. Forgive and forget.
Do not waste your time and energy thinking of past hurts. Your time can be wisely spent for other productive things rather than forlorn thoughts. We make mistakes, even when we’re trying our best. Sometimes you just have to apologize, let it go and move on.
4. Associate with positive, supportive people.
The “real you” is a magnificent, unique being with enormous potential and capacity for experiencing love of yourself and extending love to others. So keep your interest in life at a high level by being in the company of enthusiastic people. This way, you will get infected by their positive attitude. You will view the world in its full shining glory and move around oozing with energy. In the same manner, it would be wise to stay away from negatively inclined thinkers. When you are surrounded by negative people who constantly put you and your ideas down, your self-esteem is lowered.
5. Get involved in work and activities you love.
It’s hard to feel good about yourself if your days are spent in work you hate. Self-esteem flourishes when you are engaged in work and activities that you enjoy and make you feel valuable. And even if you’re not in a position to make immediate changes in your career, you can still devote some of your leisure time to enjoyable hobbies or activities.
6. Be true to yourself.
Live your own life - not the life someone decided is best for you. You will never gain your own respect and you will never feel good about yourself if you aren’t leading the life you want to lead. So if you’re still making decisions based on getting approval from friends and relatives, you aren’t being true to yourself and your self-esteem is lowered.
7. Talk affirmatively to others and yourself.
Words carry enough power that can either hurt other people or yourself. Similarly, words can generate enough power to give warmth and comfort. So be conscious of your choice of words. Choose affirmative words when speaking with someone.
8. Quit blaming yourself for mistakes in the past.
Many things in our lives are only minimally in our control, but those of us who develop low self-esteem take the full blame for the resulting negative outcomes. Instead, learn to honor your efforts and give proper credit for things that you have done well. Following a practical approach for managing your self-esteem will prevent it from becoming a problem and keep you off that rollercoaster.
9. Make a long list of your personal breakthroughs.
Think of times when you did something that you thought that never could do but managed to pull off successfully. These breakthroughs can generate an authentic source of never-ending pride in you. Read this list often. While reviewing it, close your eyes and recreate the feelings of satisfaction and joy you experienced when you first attained each success.
10. Make a list of your positive qualities.
Not everyone has your unique abilities and talents. Are you honest? Unselfish? Helpful? Creative? Be generous with yourself and write down at least 20 positive qualities. Again, it’s important to review this list often. Most people dwell on their inadequacies and then wonder why their life isn’t working out. Start focusing on your positive traits and you’ll stand a much better chance of achieving what you wish to achieve.
11. Figure out the hidden strengths in your so-called weaknesses.
You can’t develop high self-esteem if you constantly repeat negative comments about your skills and abilities. Remember that there is always a positive in every negative if you look hard enough. For instance, you may think of yourself as stubborn, but the flipside is that you’re also persistent and dependable.
12. Rediscover and reaffirm your personal strengths.
Sometimes you have to take a new inventory on what you like about your looks, smile, body, sexiness, health, personality, and character strengths. Don’t sell yourself short. It isn’t wrong or egotistical to praise ourselves.
13. Ignore yourself.
Sometimes the real problem isn’t self-esteem at all but a tendency toward overthinking. When you get this feeling direct your focus to other things. Give it a rest already!
14. Examine your needs.
Some of us need more praise from others than other people do. Some people need to always be accomplishing something, or they feel let down. In other words, it could very well be that you’re ok, but you’re just in a slower activity period right now, so it feels like you feel bad, when you really don’t. Relax, and take it easy!
15. Accept all compliments with “Thank You.”
Don’t dismiss or ignore them. When you do this you give yourself the message that you do not deserve or are not worthy of praise, which by the way reflects low self-esteem. Respond to all compliments with a simple Thank You.
16. Start giving more.
You must give more of yourself to those around you. Because when you do things for someone else, you are making a positive contribution and you begin to feel more valuable, which in turn lifts your spirits and raises your own self-esteem. So next time you see a downcast or downtrodden individual, pick him up from the rut. Share with him the warmth of your helping hand and watch the glow in his eyes.
17. Be your own cheerleader.
The energy and enthusiasm of a cheerleader is necessary in order to make the radical emotional changes required to raise your self-esteem. Learn how to enjoy a few minutes of self-congratulations instead of jumping right into the next task as if nothing happened, or dismissing it as meaningless. It does mean something. Being your own cheerleader isn’t silly, it’s smart and contagious.
18. Start small and do a task you can accomplish easily.
There’s no faster way to build self-esteem than to add yet another accomplishment to your roster. It always feels good to get something crossed off our to-do list. And it doesn’t necessarily have to consist of monumental accomplishments.
19. Examine the pattern of highs and lows.
Perhaps you’re just in a “praise starvation” mode - it’s been too long since you got a compliment or got to do anything that someone noticed. Or perhaps you started the downward spiral when you said some bad things to someone. It’s always good to remember that self-esteem is a mental construct. So examine your patterns and you’ll know what to do.
20. Get some exercise.
Exercise can decrease ‘stress hormones’ like cortisol, and increase endorphins, your body’s ‘feel-good’ chemicals, giving your mood a natural boost. If you’ve been focusing on one type of exercise, vary that routine and try a different type. If you don’t exercise, go for a walk. Even the change of scenery will do you good. It also forces your perspective to change a little, and you may see yourself in a better light. Also physical activity itself can take your mind off of your problems and either redirect it on the activity at hand or get you into a zen-like state.
21. Take advantage of workshops, books and cassette tape programs on self-esteem.
Whatever material we allow to dominate our mind will eventually take root and affect our own behavior. For example, if you watch negative television programs or read newspaper reports of murders and business rip off; you will grow cynical and pessimistic. On the other hand, if you read books or listen to programs, that are positive in nature, you will take on these characteristics.
22. Take action!
The universe rewards action! When you take action - regardless of the ensuing result - you feel better about yourself. When you fail to move forward because of fear and anxiety, you’ll be frustrated and unhappy - and you will undoubtedly deal a damaging blow to your self-esteem.
Consider these simple tips and try them. These activities will never fail to boost your self-esteem. And as your self-esteem grows, the “real you” emerges. You begin to take more risks and not be afraid of failure; you aren’t as concerned with getting approval of others; your relationships are much more rewarding; you pursue activities that bring you joy and satisfaction; and you will make a positive contribution to the world. Most importantly, high self esteem will bring you peace of mind - and next time you’re all alone, you’ll truly appreciate the person you’re with - YOURSELF.
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