Nalli Silk Sarees
Greater Noida
Report on
Nalli Silk Sarees (A)
Submitted to:- Submitted by:-
Prof. Ganesh Khanna Ria Arora
Dr. Taruna Gautam Ruchi Gosai
Prof. Amit Kumar Ruchi Jindal Rohit Gupta Rohit Mittal Rinku Gupta
Introduction
Nalli group establish in 1928, a family owned and operated business that retailed Indian ethnic wear –enjoyed impressive growth with $95 millions turnover, a 22 store retail footprint. In 2011, Kuppusamy felt that the market and the competitive landscape were changing. The business had become more complex to manage because of the the growth in the number of stores, the increase in product categories. The company was also starting to face intense competition from not only large Indian and multi-national corporations that were aggressively entering the indian apparel market, but also with changing dynamics in the Indian apparel market, but also from small privately owned stores that were offering heavily discounted product products to entric customers. The company's chairman, Dr. Nalli Kuppusamy Chetty, announced a $25 million expansion plan and proposed the opening of 12 new stores over a period of two years. This case focuses on the company's pricing strategy, merchandising process, and product assortments to support its own competitiveness and overall customer experience .Every Nalli past growth had been due to the company”s strong culture and zealous emphasis on customer
Report on
Nalli Silk Sarees (A)
Submitted to:- Submitted by:-
Prof. Ganesh Khanna Ria Arora
Dr. Taruna Gautam Ruchi Gosai
Prof. Amit Kumar Ruchi Jindal Rohit Gupta Rohit Mittal Rinku Gupta
Introduction
Nalli group establish in 1928, a family owned and operated business that retailed Indian ethnic wear –enjoyed impressive growth with $95 millions turnover, a 22 store retail footprint. In 2011, Kuppusamy felt that the market and the competitive landscape were changing. The business had become more complex to manage because of the the growth in the number of stores, the increase in product categories. The company was also starting to face intense competition from not only large Indian and multi-national corporations that were aggressively entering the indian apparel market, but also with changing dynamics in the Indian apparel market, but also from small privately owned stores that were offering heavily discounted product products to entric customers. The company's chairman, Dr. Nalli Kuppusamy Chetty, announced a $25 million expansion plan and proposed the opening of 12 new stores over a period of two years. This case focuses on the company's pricing strategy, merchandising process, and product assortments to support its own competitiveness and overall customer experience .Every Nalli past growth had been due to the company”s strong culture and zealous emphasis on customer