Ten years and counting!

March 2009, when I decided to start my blog “An Indian and A Retailer”, has definitely become a defining moment in my life journey. Ten years and 1,00,000 plus views later, the blog still continues to attract regular readers who often use its contents as a reference with regard to Indian Retail.

The blog started off as a simple repository of my experiences and learning in the Indian Retail space. It went on to become the foundation stone of my journey as an author. This blog led to my first book “The INDIAN reTALEs”. That was followed by “Out Of Syllabus”, “BREAK FREE” and the latest one, “The Ultimate Guide to SMART SHOPPING”. This has been in addition to the various articles I have written for leading business publications. 

All these must total up to approximately four lakh plus words over the years.

A BIG THANK YOU to all my readers who found my writing to be of interest and use. Many of them have given private feedback as also written public reviews. 

Two anecdotes are worth sharing as part of this milestone.

The first is about the actual start of my journey in writing. In 2000 after I had returned from the UK after completing the Chevening Scholarship, Business Line invited me to write an article. This was to be about my stint at ASDA and was titled “Making an elephant dance”. The article detailed the interesting practices that were followed at ASDA to keep their large number of employees engaged and nimble footed to remain customer centric. The blog, in a manner of speaking continued from where this article had led me in the journey of being an author.

The second one is about the name for my blog. It was a challenge as I was conflicted by various ideas and options. The final decision was influenced by using the two identities that I am most proud of and has defined me as a person. 

An Indian; growing up in the pre-liberalization period and witnessing the contribution that an individual can make as an ordinary citizen of India has always been motivating to me. Post liberalization, this has only been reinforced. In spite of several options to pursue a career abroad, the appeal of being an Indian contributing to the country’s growth in whatever small way possible has held greater appeal for me.

A Retailer; is how I think and operate. The experiences from this sector have defined my outlook and continue to do so. I am immensely grateful that God led me into this sector and am thankful to all my mentors who have taught me about the various facets about retail.

One of the topics I have written extensively about is that the retail sector in India should be granted industry status. This would not only spur this sector to faster and better growth but also contribute significantly to the Indian economy. My fond wish and hope as “An Indian and A Retailer”, is that this happens soon. I hope that the industry status is granted and a comprehensive policy for this sector, including both offline and online retailers gets rolled out at the earliest. 

That would be fantastic and something to look forward to.

Price and Value Perception; of products as also businesses!

I recently read an interesting article in Times of India (Click here to read the article) about physical retail offering competitive and lower prices. This is from a report published recently by Goldman Sachs and compares the prices of few categories and some examples are in the visual below. 

My long held view is that online is not going to destroy physical shopping. At the very least, this is not going to happen in the short or even medium term. I have seen concerns similar to this from the mid 90s and more recently in the context of FDI in Retail. When supermarkets and then hypermarkets came into India, everyone was predicting the demise of the local grocer (Kirana store), This has definitely not happened. In fact after almost two decades the modern trade segment is just about 10% of the total Retail sector in India. This is in spite of the fact that the retail sector has grown from approximately USD 200 Billion in 2000 to close to 600 Billion in 2015. This clearly indicates that the conventional outlets are growing and growing significantly. The share of modern trade (Organised Sector) is expected to increase to 13% by 2019 – 2020.

These percentages might vary depending on the report you read. However, the macro picture remains the same. Modern trade is still a small contributor to the overall retail sector in India. This share might drop much lower if food & grocery alone is considered.

Online retail is roughly 10% of modern trade or 1% of the total retail sector in India as of now. This article states that Goldman Sachs estimates that online retail would grow to be 22% of the modern trade in the next five years.

Seems to be extremely optimistic!

The widely varying, but always optimistic projections regarding online retail is best captured a detailed article in Livemint (Click here to read the article).

The variance between the lowest and highest estimate of online retail in 2020 USD 70 Billion. To put that in context, The modern trade contribution to the overall retail sector in India would be in the range of $ 60 Billion TODAY! 

In summary I can only hope that the investors pouring money into the online space do two things –

• Physical retail is an important segment and investing there might be worthwhile.
• Put someone to work to cross tally and tabulate all the various percentages and figures being quoted in the various reports about retail in India. The variances across all these forecasts and projections might be a wake-up call.

Image courtesy - Times of India

Industry status for Retail in India might now be considered

In June  2014 I had penned “A Retailer’s wish list to Shri Modi” which was published in ET Retail. Within a span of 100 days I got an update about one of the points highlighted in the wish list.

The Deputy Secretary of the Ministry of Consumer affairs, Food and Public Distribution has written to The Secretary, Department of Industrial Policy and Promotion requesting that the proposal of according industry status to retail be discussed and further necessary action to be taken if found to be suitable.

This letter was copied to The Hon'ble Prime Minister of India and myself.

The key highlights of why industry status would be of great help is as follows –

• Would help classify Retail and define different guidelines for the various segments.
• Streamline the licensing and other regulatory systems into a single window.
• Help to enable national platforms like a national registry of products which will make the introduction of computerized billing easier.
• Enable skill and vocational training and employment generation
• Ease of financing as guidelines which are specific to Retail can be notified.

Plus, there are many more game changing implications. I do hope that this Retailer's wish comes true.

I am very impressed and needless to say thrilled to have received this letter copy. Kudos to the Prime Minister and his team for reading and responding to this Retailer.

Click here to read the wish list

A Retailer's wish list to Mr. Modi

In the din created by the argument and debate about FDI in multi brand Retail, several key issues about Indian Retail is falling between the tables. The fact is that the largest constituent of this sector; the 12 to 14 million stand alone stores cannot be ignored in any policy decision.

However, these hardy, smart and extremely resourceful businessmen do not need pseudo protectionism but a whole series of policy initiatives which will empower them to grow and succeed.

Having been a part of the Indian retail story I have put down a list of things which would benefit the various constituents of the Indian Retail sector. The first in this wish list is granting of industry status for Retail and a whole set of policy directives built around the industry status.

Click here to read the complete “Retailer’s wish list to Mr. Modi”.

Brand Raghu Pillai

Mr. P K Mohapatra who was associated with Mr. Raghu Pillai has penned a wonderful and very insightful article which delves into the man, mentor, leader and colleague named Raghu PIllai. His comments about Raghu being a hurricane is so very accurate and everyone who has been caught up in the force of that hurricane can testify to the life altering experience of working with him. Please click on the link below to read the full article.

- Brand Raghu Pillai

Some of the more memorable quotes of Raghu are –

When presented with a complicated Excel working he would say “Stop this Excel gymnastics and tell me what it means and what you will do with it”.

• His comment “English jhadna band kaar” (Stop spouting English) has been the guiding light to making crisp and meaningful presentations for many.
• The customer is always right was not mere words and he walked the talk by briefing the cashiers during any store launch to not argue about promotions.
• Lastly his perspective of the larger picture and its components was amply illustrated when he told someone who was discussing compensation; “I don’t think a few thousands here or there will significantly affect the balance sheet of this company”

 Many more such memories fill my mind and will continue to do so…..

Dear Raghu, RIP.

Mr. Raghu Pillai, one of the founding fathers of Indian Corporate Retail, was a great leader and an outstanding human being. In the years of my association with him, I have seen him help, counsel, mentor so many people including myself that it is almost impossible to keep count.

To say that he was a simple and a very nice person is so inadequate when one remembers him and recalls the many instances of interactions with him. Outside his apartment complex today where many cars were parked and several drivers were gathered talking together, I heard one of them remark “He was such a good person at heart” and everyone else agreed wholeheartedly. A senior industry captain to have touched the lives of people from every economic background and be remembered as such is not something one gets to see or hear often.

Indian Corporate Retail, nay, Indian industry itself has today lost a true and natural leader who knew every facet of business inside out. His views and comments were based on sound basics learnt literally and figuratively at the shop floor. His genuine care and concern for his team was something to be experienced in order to understand the depth of this loss. He always set a wonderful example for others to emulate.

These few words are so small to try and capture the essence of the person that Raghu was and his myriad achievements. May his soul rest in peace.

To be launched soon...

March 20th, 2009 is a memorable day as that is when I started the blog “An Indian and A Retailer”. It was actually started suddenly on a whim and before I knew, it had gained a life and momentum of its own. A whole lot of people saw the blog, wrote to me and commented on the posts. Very soon, it was being quoted by Retail and Strategy consultants during their presentations.

I came to know about the widespread popularity of the blog when one such consultant referred to a post during their presentation regarding supply chain. Several members of the audience were my good friends and ex colleagues. Obviously they wasted no time in calling me up and congratulating me.

The blog has been receiving a steady viewership and the walk-in counter is set to cross the 12,000 mark soon. Indicating that on an average 1,000 odd people view my blog every month. 30, persons a day. Not bad for something I started just like that!

My sincere thanks to all those who have steadily viewed and supported the blog.

This support and motivation was voiced to me by several visitors to the blog in the form of a suggestion. Why not write a book. Their contention was that given the depth and detail of Retail information and knowledge available, why not expand on the same and publish a book. It would reach more people and benefit them.

In June 2009, I started acting on this suggestion and worked on putting a book together while contacting publishers. March 2010, this dream effort is ready to see the light of the day. Just ahead of the first anniversary of this blog.

Presenting - “The Indian reTALEs”

The book should be published shortly and for now the cover and an overview can be viewed on @ unicornbooks (dot) com.

Look forward to a similar support to the book. Please do spread the word; Post on your Facebook profiles, Tweet about it, mail your contacts, etc. Please help propagate the news of “The Indian reTALEs”.

Some views about Corporate Retail

I have been and will continue to be a passionate advocate of corporate retail which enables a chain of stores. Simply because this would enable too many good things if done well; Like supply chain, development of food processing industry, employment opportunities (Most Important), better tax realisation for the government, so on and so forth.

But then I can’t be blind to the handicaps and shortcomings of this segment too.

Although I have written about the cost disparity between corporate and conventional retail, the fact remains that most conventional shop keepers have learnt fast and got their act together; whether it is in terms of self service or packed groceries! Or even adopting technology in terms of billing systems, etc as reported in Times of India recently.

While corporate retail seems to be floundering! Why?

By now countless seminars, training sessions and perhaps even blogs like mine have created a humongous information base. Media, as always, has capitalised on this craze and one gets to see a large array of magazines about retailing.

Plus there are a handful of experienced retail professionals in India who have not only pioneered Corporate Retail, but have extensive experience spanning across formats and life cycle stages.
So, why is corporate retail struggling against all the conventional ones - be it the ubiquitous kaka ka dukaan or naadar kadai or some of the larger ones.

I believe it is because of the fact that a basic principle of retail has been forgotten. This is called as “Leadership by dirtying one’s hands”. This is my terminology and this translates into leading from the front.

I recall a very poignant memory. During one of my earlier employment stints, I was with Pepsi Foods. I happened to go route riding and was faced with an irate store owner who demanded immediate resolution of an outstanding issue. After polite counter points (Please read as Bull Shit, in CAPS) failed, I had no other choice but to call the office and take inputs/ seek help from the sales head. The secretary (Obviously well trained) promptly said that the head of sales was in a meeting. While I was relaying this message to the shop owner, he grabbed the phone and said in basic Tamil – Amma, naangalla veyillae vitthathaan, aangae AC le meeting nadakum. This means – Only if we sell in this sweltering heat, can you guys afford to conduct meetings in AC rooms. Needless to say, the concerned person came on line and the issue was resolved.

There is an old Tamil folk lore of a King who had a bell which could be rung by any aggrieved citizen and once, even a cow rang it and got justice.

In a country so rich with consumer rights, why is no corporate retail chain displaying any consumer orientation?

Apart from other things like cost structure, is this crucial consumer orientation the core/ key factor which tilts the scale in favour of conventional stores?

Reaching out and creating a connect with customers is a simple thing and there are enough and more simple, cost effective ways of creating this connect. However, at a macro level the organisation needs to be aligned and honest to delivering this customer delight. That by itself would diminish the usual corporate games and enable people to work towards consumer delight.

Is Corporate Retail listening? Or rather, are they interested?

Private Label Strategy - Part I

"Indian Management" is a magazine published by the Business Standard group and is the Journal of AIMA. The August 2009 issue featured an article about Private Label Strategy, written by me which I would like to share with all of you.

What is a private label?

Private label products are usually manufactured by a company and sold under the brand of another company. This is a common practice in retail and is also referred to as store brands. Private label portfolios are a powerful margin enhancer for any retailer and most chains promote them aggressively. Such products also deliver several other strategic and tactical benefits to a retailer and are emerging to be a strong factor in any successful retail strategy.

Private label or store brands have two components. One is the product and the other is the brand. The product component is usually benchmarked to an existing one, usually the market leader, in terms of features and benefits. This helps in creating an easy benchmark in the customers mind.

Typically, store brands leverage the branding of the chain and the trust that customers repose in the stores. So, when the customers see a near similar product on the shelf and which has either better features or a lower price, the tendency to pick up that store brand SKU is high. If the product meets the customer expectations, the store brands subsequently substitute the national brands in their shopping baskets.

So, how do retailers get their act together in this regards?

First they define the branding strategy for private label. This is very important because this will not only guide the choice of products but also the features to be included, the packaging, pricing, etc. Typically the retailer adopts an overall private label strategy. The usual strategy used by the majority of retailers is to follow a good; better; best approach.

This strategy clearly defines the portfolio into three segments. The ‘Good’ segment is often the base version or functional products wherein the features are matched but the pricing is significantly competitive. The ‘Better’ segment operates on either better or additional features at similar prices or even lower prices. The ‘Best’ segment is the top end of the portfolio and has a dual role. This segment apart from enhancing the category offering helps to build the overall store imagery as also ensure that the private label portfolio is perceived to be comprehensive and not only cheap products.

Next is the approach to the branding of these products. At a macro level there are two options. One is to use an unrelated brand name for the products and the other is to leverage the store’s name as a prefix followed by a branding which is often a descriptor like Value, Premium, Organic, etc.

Most retailers seem to veer towards the store brand with sub brands for each group as against a generic unrelated name. However, it is not uncommon to see unrelated brand names in certain situations like in the case of Apparels, where customers would prefer some nice names instead of XYZ Cottons. Also, in the Indian context where retailers are experimenting with trying to also distribute the store brands to the trade, have the store name on the product might not work.

Once the overall private label strategy has been finalized and agreed upon, detailed guidelines with regards to the product differentiation, segment classification, packaging guidelines, etc are developed and circulated.

The trading team in the meanwhile would have identified products which would qualify for a private label. This is done basis two main criteria; is there an existing gap in terms of product and/ or price, is the current offering generic and therefore offers an opportunity to create a brand and leverage the first mover advantage. The selected products are then evaluated and the suitable positioning is decided basis the guidelines for each of the segment - good; better; best.

Private Label Strategy - Part II

Is it worth it?

The natural question that would come to anyone’s mind is whether all this effort is worth it? After all there is a cost attached to all this effort too.

The answer is an unqualified Yes. The effort is more than worth it. Let us see how.

The biggest benefit lies in benefiting from the differentiated cost structure. A retailer typically leverages the existing manufacturing capability of someone else and hence does not have to incur fixed costs with regards to manufacturing. This is a clear savings and a significant one. Second, most store brands leverage existing technology and as such there is no R&D cost to be recovered. Third, there is no need for a separate sales team to generate demand and hence the cost of that effort is also saved.

In addition to the absence of the above mentioned costs, store brands incur far lesser advertising, marketing and transportation costs as they piggy back on the existing infrastructure and promotion of such products is usually done in-store which is not very expensive. In fact some chains actually promote such products as “No Name” brands to strongly communicate the extreme price value that these products deliver.

China’s emergence as a manufacturing base for the world has created a lot more of opportunities for private labels which international retailers are keenly taking advantage off. This is basis the cost advantage detailed above.

Next, a good and well planned private label portfolio helps the retailer in increasing sales in addition to margins. The cost advantage enables the retailer to price these products significantly lower and/ or give added features too. Not only does this induce customers to switch to private label products which deliver higher margins, but in most cases it also increases the overall category sales. This is because of the fact that brand loyalists continue to patronize the brands and many new customers start purchasing the private label products.

A classic example is the private label CFL that was introduced by a leading retailer. CFL bulbs are a nascent category and are only now beginning to make a mark in the sales charts of any retailer. When the private label product was introduced, many new customers entered this category and the overall sales went up. Although most brands did not lose out too much with regards to sales, the private label picked up a majority of the new, incremental sales. Similar examples abound in several categories. In fact, during the early days of corporate retail store brand jams have had a similar story.

Most importantly, store brands offers an exclusivity that further fosters loyalty of the shopper and creates yet another strong reason to shop at a particular chain only.

So, the rewards of a private label program goes beyond just margins and sales and over a period of time can become an important element of the overall strategy. Is it any wonder that some chains generate more than 40% – 50% of their sales from private label products.

Private Label Strategy - Part III

The Indian Private Label Story

In the Indian context the private label play is slightly different from how international players do it. Internationally, the product team is extensively involved in the product development and has a say in each component and feature of the private label product. Many a time the representative of the retailer is a regular visitor or even stationed there to monitor the production.

This is possible because of the enormous volumes that this is made possible by the large number of stores that international retailers have. These volumes are good enough for even larger manufacturing units to dedicate their entire production for a few months or even dedicate one production line permanently.

However, Indian Retail has not yet reached that stage and it would take time. So, how does private label work in India?

It is largely done as a pricing play. This means that existing products being manufactured are chosen and packaging is changed to reflect the store brand. In certain cases the features or composition is tweaked marginally to create a differentiation.

The other peculiarity with regards to Indian Retail is the high percentage of basic grocery sales. As much as 25% – 30% of a family’s monthly shopping consists of staples. Other than Oil, Masala, Salt and Atta, there are no major brands in most other grocery products. So by default every retailer starts off with a private label contribution of anywhere in the region of 20% - 25%. Then comes the other private label products which would average 10% to 15% nowadays, barring exceptions.

The exceptions are stores which have only store brands in their range and have adopted it as a business strategy. Internationally Marks & Spencer’s have done this and in India, Westside does this successfully. If successful the upside to this approach is enormous starting from a shorter cycle time to break even due to higher margins. The downside is that this becomes an all or nothing game.

Lastly, Private Label or Store Brands are an undeniable part of any retailer’s life. Scale enables it and it enables scale and that’s the chicken and egg part of the story

Not the end of the rack. Part I

Article written by me for the magazine “Indian Management”, June 2009

There are gloom and doom stories about Corporate Indian Retail everyday and just as it was in the stock market crash, everyone wants to stand up and claim, I told you so! But, is it really the end of the great Indian Retail story? I don’t think so.

Store Level Reality

The stores are being closed for very valid reasons which are linked to making the Retail model viable.

The store is a key OPEX component and as such the cost structure of each store is crucial to the success of any Retailer. In India, the typical margins that a supermarket would realize is in the range of 18 - 19% and three of the biggest cost components are rent, manpower and energy costs. These should ideally be in the range of 12 - 13%. However, over the past years the rental costs alone have risen to as high as 7 - 8% in many cases. Coupled with the other components the top three cost components today typically totals up to 15 - 16%. Which means that the store is either losing money or the positive contribution is not large enough to sustain the other common costs being apportioned.

This steep escalation in the rental component is a direct consequence of supply and demand. With so many mega plans having been announced and location being a supposedly crucial factor, what else can one expect?

So, the first take out is that at a store level, if the cost structure does not make sense no amount of any other corrective action will make up for that.

The downturn and the falling demand in real estate is an excellent opportunity to correct the initial mistake of indiscriminate store opening without regard for high rentals. The chains are renegotiating rentals and right sizing stores to make the cost structure workable.

The cost structure is linked to projected or estimated sales. All the percentages I mentioned before have a common base. That is the optimum sale that is required for a store to be sustainable. Typically supermarkets used to generate an average of Rs. 1,000 per sq. ft. per month and this became the benchmark for developing the supermarket model. However, nowadays the typical average in a supermarket is in the range of Rs. 700 with the lower end of the spectrum touching even Rs. 450.

The simplistic solution is to realign costs to this sales figure, so that percentages remain the same. However, it’s easier said than done, especially for cost components like rentals, which is being done by most Retailers.

The other option is to increase either the sales or the margins which is the tougher thing to achieve, because there are several very valid reasons for low sales, one being oversaturation of similar stores in a locality. So, the closing or down or right sizing of stores is possibly the most prudent activity in the current context and reflects that corporate Retail not only knows what needs to be done, but is acting on that.

Not the end of the rack. Part II

Continuation of the article written by me for the magazine “Indian Management”, June 2009

Viability of the chains

Next is the larger issue of overall viability of these chains and whether they would sustain and grow. Again my view is that it will happen because there are possible solutions to existing operational problems.

At the heart of the matter is the reality that most chains have rushed in to open stores without doing a basic differentiation strategy. As one friend of mine remarked “If the fancy boards are hidden, one would not really know which store it is”. Somewhat similar to the age old debate about Coke and Pepsi and how in a blind test most people can’t spot the difference. Yet, these brands have been able to create well differentiated brand personae’s. Unfortunately food Retail cannot afford these kind of media spends and frankly it is not required.

In Retail, the store experience is the basis for anyone’s imagery of that store. And this can be a powerful tool to create a differentiated branding. At the heart of the experience is the fact that customers come to the store to purchase.

Hence, a well thought out assortment strategy with a noticeable percentage of unique or differentiated products is the first step to success. However, in the Indian context there is a serious constraint to this, in the form of availability. Even a well thought out plan would be ineffective if the customers do not see these products at the store. With fill rates of 75 – 80% from the best of vendors, every Retailer has to manage a situation of empty shelves and therefore a poor imagery in the customers mind.

This is where the private label program of a Retailer plays a crucial role apart from also generating better margins. A comprehensive private label approach which seeks to supplement the offering while providing opportunity to offer alternatives to customers in the absence of stocks is a sure fire winner.

Not the end of the rack. Part III

Continuation of the article written by me for the magazine “Indian Management”, June 2009

Next is the issue of service.

Shopping is a habit, especially grocery shopping. This habit is driven primarily by trust built over years and based on softer service elements. Hence, even with similar stores offering similar products, one tends to have strong loyalties with a particular Kirana store.

In the case of corporate Retail, the structuring of the business model itself makes it very difficult to offer these softer service elements. Hence the need for a very sound value proposition, to the customer. The value proposition can be built around the store design, range and service. However, with similar looking stores with hardly any differentiation, how can anyone perceive a unique value proposition?

This has led to customers constantly shifting between stores either because of availability issues or driven by pricing and promotions. This leads to two things –

• Promotion/ pricing driven purchases lead to lower margins. A promotional sales contribution of 15% is a healthy indicator that the promotions are being perceived to be good and seen to deliver value. When this share goes up significantly it is a surefire indicator that customers are only “cherry picking” at that store.


• Customers alternating between various stores leads to a misleading picture with regards to sales analysis and this in turn could severely impact the forecasting and replenishment of a store. The direct consequence is certain products not being available, which is again a trigger for customers to frequent other stores.
  

Recruiting store staff has always been a challenge because of the perception of Retailing and getting trained people has been a bigger challenge. This is further compounded by the cost cutting orientation which has led many chains to reduce the head count in a store. This not only puts pressure on the staff to fulfill their internal work and yet interface with customers. This is truly a Hobson’s choice because customers come to a store to buy and hence the staff needs to ensure that the products are available and displayed. Yet, the customer would build loyalty and rapport only based on interactions and service, which often is compromised. An even simple thing like smiling and wishing or thanking the customer after billing is increasingly hard to experience. Is it any wonder that customers have little or no loyalty to any store?

Retail chains should look beyond the downturn. Today, these chains are scrambling for the reducing share of the shopping basket, further compounded by overcrowding and without any differentiation. By reducing store staff and thereby impacting the service levels, the chains are only further reducing any chance of differentiation and therefore customer loyalty.

Also, in the coming years when the economy picks up again and expansion starts, getting store staff is going to become increasingly difficult in spite of a slew of training academies being opened by everyone, including the Retail chains.

Perhaps it is now time for the Retail chains to work towards the staffing models of stores abroad, wherein elderly people and students form the majority of the work force and work as temporary staff. India has both these segments of people and youngsters today are increasingly adopting the work and study model. Such people can be used to supplement the store staff’s efforts, especially in customer interface and customer service functions.

Last, is the issue about funding, debt, etc., which is seen as a major factor to doom this sector. Retail, the largest employer in India and also abroad is not an industry in India. Suffice to say that being recognized as an industry would help manage this issue as currently these chains are largely dependent on PE funding.In summary, the store would be a tipping point in the Indian Retail story. Which side of the fence it tips over, is a result of some concentrated action which is required immediately.

The good news is that, this seems to be happening and shortly when the sector resumes its growth story, I can claim that I told you so!.