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Zuhra
The emerging star...
Submitted by: FMG-3
Group – 7
Anjali saini
Kajal Bhuwania
Ruchi Rani
Business idea
The Indian women of 21st century are not backward than any other woman of the world.
She is growing herself everyday whether its sports, academics, business or fashion.
Today’s Indian women now want to be independent and live her life with her own values,
not overpowered by men. Even after being so open-minded and influenced by western
culture, these women are connected to their Indian roots, their culture. For these bold,
strong- will powered, ambitious women, we are going to provide an apparel brand with
which they will make an impact wherever they go.
Although there will be international styling to the garments, there will be a feel of
Indianess in the garments through small detailing like embroidery, classic buttons etc.
The formal wear now is becoming more informal day by day. Majorly suits and salwars
and sarees are worn by Indian women after the age of 30 years but with more influence of
western culture the trend is changing. Our products will be designed to cater to both the
needs of the customers i.e. being in classic western workwear yet being connected too the
culture. The products could be worn as workwear and evening wear also.
Shopping is no longer considered a routine, humdrum activity. It is perceived
and experienced as a pleasurable and relaxing moment. Shoppers especially
women, enjoy engaging themselves in this activity. Most women are ‘bargainseekers’. Be it India or the West. She, with her alert mind can see through the
new trends, display of the products and ofcourse most importantly , the ‘PRICE’.
Even with no intention to buy, she usually ends up being the ‘impulse shopper’
of the family.
It is opined that though men make a one time big purchase, which may be
equivalent to a woman visiting the store twice, she is the ‘Most Valuable
Customer (MVC) who looks for Life Time Value (LTV)’.
This is the goal of the brand i.e. to create a emotional bond with the customers
which other brands are not able to do and to give them ‘Value for money’ for
their every purchase.
Business Opportunity
For the upper middle class the new mantra is the ‘cash is king’ slogan.
It is this class that this brand of formal wear seeks to target, the class that recognizes the
importance of formal wear at work places, is not spoilt for choice, has a taste for brands,
is willing to try the “ new and different “ and is looking for value for money instead of
being only brand loyal.
By slotting the brand and the products in this clear created market niche, our brand seeks
to climb up the value chain . First it intends to position itself as a new “ value for money
“ brand and then wrestle with the giants to first compete with them and then penetrate the
market with aggressive point of sale and promotion backed up by a careful mix of pricing
and positioning as the product and brand enters, settles and matures over time.
According to research there is huge opportunity in this segment. Some of the major
brands in women work wear are Van Heusen, Allen Solly, Wills Lifestyle, Loui Phillip,
etc. which all started with men’s formal wear. There is no single brand in India which
caters to only women’s wear sector for work wear. Some of the research analysis results
are as follows:




Apparel market approx. Rs 40,000 crore
Organized market- Rs 12,000 cr
Accessories- Rs 2,400 cr
Urban population of India – 297million
 27% of females in urban India are employed
 India has world’s largest no. of professionally qualified women
 Women’s wear segment-31.7 % share in apparel market
 Share of branded apparel is 12% in women, indicating huge potential for
upgrading and branding.
 Western suits and trousers/skirts have emerged as the highest growth rate
categories in women’s wear.
 The growth of western wear category is highly linked with the employment
prospects of young women in the services.
 India has second largest working population, which is expected to constitute 53%
of the total population. At 24 years, India has the lowest median age of population
in the world and is tipped to have one of the largest workforces for years to come.
Besides sheer numbers, the younger population has high inspirational values,
greater exposure to branded apparel and more disposable income to spend on
fashion.
 Indian corporate salaries have grown at 14% per annum which is fastest globally.
Salaries for freshers have increased by 2-3 times over the last decade.
 Current economic conditions have not stopped consumers from continuing too
make innovative companies hugely successful. Innovation has become a primary
value. In this new world, there is ‘value’ in being first, fast and foremost.
 Currently there are no important chains of fashion accessories in both western and
Indian mix. This is an unexplored opportunity waiting to be grabbed by
enterprising retailers, or those who have the courage to evolve new paradigms.
The merchandising should be distinctive and able to create a distinct brand
identity.
 India has a large no. of aspirational young earners who have become extremely
brand-conscious. With increasing salaries and higher disposable incomes, young
India is willing to shell out more for branded lifestyle products, especially
apparels.
For more than 6 years the market has seen higher value growth rate in women’s wear
than in men’s wear but significantly lower volume growth in the women’s wear segment
during 2008 has reversed the trend with value growth rate in men’s wear being 8.7% as
compared to 8.3% growth in women’s wear due to recession.
As compared to 5.7% volumes growth in 2007, the women’s wear segment recorded
16,765 lakh unit sales in 2008, growing only 4.2 % over units sold in 2007. the market in
2008 was valued at Rs 41,050 crore, an annual growth of 8.3%. the fact that women
controls the family regular spends, they are the first to cut down on their own
requirements in situations like recession.
Some of the relatively growing women’s wear categories were formal wear trousers and
shirts (9.1 % in terms of volume and 15% in terms of value), t-shirts and ethnic wear.
With rise in working women, these work wear categories have been shown a faster
growth rate over past 2-3 years. Western suits, coats and blazers experienced 2nd largest
growth rate i.e. 8.7 % each in volume terms.
The trousers/skirt category has reached a market size of Rs16.67 billion(value growth)
and volume to 16.25 million units.
Source:
http://www.google.co.in/#hl=en&q=poters+five+for+apparel+retail+industry+&aq=f&aqi=&aql=&oq=&gs_rfai=
&fp=525726a9e37f269e
http://www.indiaonestop.com/womenindia.htm
http://www.indg.in/health/68-indian-working-women-suffer-lifestyle-diseases
IMAGES YEAR BOOK (2009-2010)
Branded Vs Unbranded
Unbranded
Branded
37%
Western formal
63%
38%
western casual
62%
ethnic wear
50%
50%
fabric
50%
50%
The analysis here shows that customers buy more of western formal wear from branded
shops than unbranded shops. The same result id for western casual wear. Whereas half of
the customers buy unbranded ethnic wear. Thus there is huge opportunity and demand in
branded formal wear segment for women As there are very less brands available in the
market.
Source: (the knowledge company Technopak)B.W. Marketing Book 2009-2010 (p.339)
Brand neutral
Western formal
Brand indifferent
Brand loyal
27%
28%
western casual
Ethic
fabric
33%
32%
40%
40%
24%
36%
25%
35%
40%
40%
The analysis shows that there is huge loyalty in customers for branded apparel in western
formal wear. As there are very few brands catering to this section in women’s wear, there
is huge potential for new brands in the market.
Source: (the knowledge company Technopak)B.W. Marketing Book 2009-2010 (p.341)
Youth snapshot
Well-to-do dabblers
PEST Analysis
Economical environment
 With GDP growth rate of 6 % per year, retail opportunity in India is slated to rise
by about US$ 160 billion in next 5 years, and another US$ 220 billion in
subsequent 5 years, with an ever growing share of modern retail. This will help all
the upcoming brands in organized retail sector to grow.
 There is a reduction in the no. of days to incubate a business from months in the
late 1990s to less than 3 months in 2000 and subsequently to less than 30 days
currently.
 Apparel industry is estimated to directly employ approximately 35 Mn people
apart from the indirect employment in allied sectors, thus making it the second
largest employer after agriculture.
 The domestic market has shown a significant growth in past few years registering
a CAGR of ~18%.
 Though men’s wear is the largest category with a value of US$ 10.3 Bn,
children’s wear and women’s wear are the fastest growing categories.
 Organised apparel retailing is expected to grow faster at a CAGR of 24-28% over
next 5 years
 Share of organised apparel retailing is expected to reach ~ 30-40% in 2012 from
current ~ 20%
 Indian readymade garments (RMG) industry expected to reach ~ Rs. 2.4 trillion in
2012 from ~ Rs. 1.3 trillion in 2007 growing at a CAGR of 12.7%
Social environment
 Rise in per capita income: as per data from RBI, the average income in India is
rising by 10% (CAGR for last 6 years), and the same trend is expected to be
carried forward. Due to rise in per capita income, there is more disposable income
left for expenditure on apparels and lifestyle products.
 Rising urbanization: as per the census figures, urban population, as a percentage
of total population stands at 30% now and will increase up to 42% by 2030 as
more and more people migrate to cities to look for job opportunities and better
living standards. More women look for job opportunity, more demand for formal
clothing.

Dropping dependency ratio: looking at urban population across India, it can be
said that the dependency ratio which was high at 35% of urban population in
1991, is estimated to reduce to nearly 28% by 2016. Due to this, there will be
more no. of nuclear families and people living alone, thus more impact of western
culture in terms of lifestyle and clothing.
 Changing mindset of a billion people: Indians are moving from a saving and
necessity driven living to a far more indulgent living. What had a functional need
earlier has taken on the color of ‘needs’ to acquire a relative status and esteem.
 Movement away from basics in consumer’s purse: as per ‘India consumer trends’
released by Technopak, 27% of the wallet share was available for discretionary
expenditure in 2003, the same has now increased to 30% in 2008, and is
estimated to increase to 32% by 2013.
Political environment
 Repatriation of Investment Capital and Profits: All foreign investments are
freely repatriable except for cases where NRIs choose to invest specifically under
non-repatriable schemes.
 In the textile and apparel sector, 100% FDI is allowed under the automatic route.
FDI in sectors to the extent permitted under automatic route does not require any
prior approval either by the Government of India till date only 1% of total FDI
inflow has come in this sector.
 The primary reason for major investment in other countries has been duty free
access to major markets, a parameter on which India ranks way behind.
 Low inflation and rent reductions of up to 40% in Tier-2 and 3 cities also help
make India the most attractive retail investment destination in the 2009 GRDI.
Technological environment
 Production Capacity: India has one of the largest textile production capacities in
the world which continues to grow and modernize. The capacity in spindles in the
mill sector increased from 35.9 Mn in 2007 to 38.4 Mn in 2008. The number of
shuttle-less looms rose to ~20,000 in 2008 from 16,600 in 2007.
 Building on top of the textile engineering base and other fashion studies, has
resulted in Simultaneous growth of the organized branded market within India, as
well as the entry of larger companies sourcing from India. The government is very
proactive in developing investor friendly policies and several other initiatives.
 The government of India has a technology up-gradation fund (TUF) for the textile
and jute industry.
 The competitiveness of India’s apparel sector is adversely impacted by an
inadequate domestic supply of quality fabrics. Fabric imports are subject to high
duty rates and other domestic taxes that increase the cost of imported fabrics.
Another major weakness of the Indian apparel sector is a lack of product
specialization which, along with a limited fabric base, has limited India’s apparel
production and exports to low value-added goods.
 India's IT companies have quickly moved up the value chain and have in fact
become some of the biggest beneficiaries of technology outsourcing.
Sources: Tecknopak perspective/ volume 2
Images year book 2009-2010
CMIE
PORTER’S 5 FORCES ANALYSIS
1.THREAT OF NEW ENTRANTS
Economies of scale
Zuhra has a huge potential of economies of scale as they are working on huge scale for its
distribution channels. As the economies of scale are high so threat of new entrants will be
low.
2. Product Differentiation
a) The products of Zuhra are high in international fashion and a dash of Indian elements
to attract the target group, also product differentiation is low in competitors, thus threat of
entry barrier in this segment is not very high.
b) The USP is great depth as well as width in the products assortment with high styling.
3. Capital requirement
The brand will require high initial investment as their will be competition from the
international players which have high advertisement budgets.(ATL & BTL both).
4. Access to Distributi8on Channels
Requires very strong distribution channel to reach the tier 1 & tier 2 cities in pan India,
which would not be easy for a new entrant.
5. Government Policies
Due to the joint venture policies by the government it is a lucrative market for the
international brand so entry barrier is low.
6. Expected retaliation with other industry players
a) The brand will come up as a standalone store for women’s wear store and will provide
employment to thousands of skilled workers.
b) However, entry barrier for unorganised sector will be low due to the imitation of
designs.
2. BARGAINING POWER OF SUPPLIERS
The bargaining powers of suppliers will be high as there are many suppliers in the
apparel industry .
Supplier product has high switching cost
a) The switching cost of supplier will be very high as there are many suppliers for the
products.
Supplier threaten to integrate forward
a)
There is very little threat from the supplier because only the basic construction of
the garment is being done. Final finishing will be performed at the in house production
team to avoid any copying of designs.
Role of Quality and service
a) Due to adoption of new technologies both the suppliers will be benefitted.
b) If the rejection rates are low there will be reduction in inventory cost with just in
time delivery.
3. BARGAINING POWERS OF BUYERS
Differentiated products
a) Zuhra as a brand has Products which are differentiated hence bargaining power is
low.
b) Such differentiated products are available in high end brands.
Buyers having switching cost
a) Buyers have high switching cost and low customer loyalty due to other
established brand available.
Purchase accounts for a significant fraction of supplier’s sales.
a)There are multiple numbers of buyers for zuhra products.
4. THREAT OF SUBSTITUTE OF PRODUCTS
a) Threat of substitute products is very high because of the unorganised retail. However,
threats of substitute can be reduced by providing more differentiated products..
b) Plenty of offerings in premium and super premium category.
c) Growth in online shopping
5. LARGE NUMBER OF COMPETITORS
a) Competitors adopting aggressive growth strategies as well as eyeing top cities
b) Stiff competition from small town stores and specialty stores
c) Less of differentiation in competitors and high switching cost
There are very few direct competitors like Van Heusan and Allen solly,for Zuhra. But
these retailers sell their products at a higher price and have less differentiated
products in terms of design. Thus there exists a very subtle rivalry among existing
competitors
SWOT ANALYSIS
Strengths
 Differentiated styles and products from that of competitors (international styling
with a bit of Indian feel) i.e. western-indo clothing which are not available in the
current market for work wear.
 Giving consumers ‘value for money’.
 Lower price points than major competitors like Van Heusen and Allen Solly.
 First movers in advantage for only ‘Women’s wear’ category for work wear
(formals and semi-formals) in India.
 Giving products for complete head-to-toe look for work wear.
 Availability of all sizes of garments keeping in mind Indian women’s figure.
Weakness
 Competing with giants requires deep pockets and that would be difficult for a
startup as it struggles to establish itself .
 It will be difficult to displace the obvious and first choices in the customer’s
minds.
 As is the trend , most of the budget these days is spent on buying casuals or party
wear by the target segment, the product/brand has to jostle with them to get a “
sizable share of the wallet” of the customer.
 High risk in acceptance of the product
Opportunity
 Since there are less new launches of formal wear, hence the potential to carve a
niche and be able to compete with existing global majors is very high.
 A rapidly growing market would ensure that there is room for all –both old and
new.
 Increase in working women and their lifestyle due to effect of modernization in
India.
 Can create huge change in formal fashion lifestyle.
Threat
 One of the biggest challenges in Indian textile and apparel industry is that 95% of
the industry is unorganized – small fragmented units.
 As India rises and it’s workforce too, so does inflation along with the GDP.
Hence affordability with rising earnings and incomes , continues to be an
issue.
 Large Multinationals with deep pockets have the potential to buy out or
eliminate competition, in case it poses serious threat to their business
 A lot of competitors in existing formal wear segment in term product and
price competitors like Van Heusen and Allen Solly.
RESEARCH OBJECTIVE & METHODOLOGY
Objective
To study the consumer for work wear brand ‘Zuhra’
Sub-objectives
- To study the demographics of three different segments
- To analyse the spending power of the customers
- To know the customer acceptance of western-indo work wear
- To determine the consumer choice of formal wear
- To study the customer’s psychographics while buying a garment
- To determine the positioning of different brands in customer’s mind
Methodology
-Descriptive research (quantitative analysis and survey)
-Preparation of questionnaire for customer study (questions used are dichotomous,
multiple choice, Likert scale and open ended questions)
-Pre testing of questionnaire
-Data collection
-Data analysis
-Conclusion
SAMPLING PLAN
Sampling frame:
The study was carried out at the following places:
INFOGAIN, Noida
TIC INDIA Co., Karol Bagh
Sample size: 50 working females and students
sample unit :
21-25 years-20
26-30 years- 20
31-35 years-10
RESEARCH & ANALYSIS
AGE DISTRIBUTION
21-25 Y
26-30 Y
31-35 Y
35& ABOVE Y
0%
20%
40%
40%
Times of visit in a year
21-25 Y
10% 5%
0
26-30 Y
31-35 Y
35%40%40%
45%40%
25%
THRICE
FOUR & MORE
20%
20%
10%
ONCE
TWICE
According to analysis, females in age group 21-25 years shop mostly thrice in a year for
work year, Target age group 26-30 years shop more than four times a year for work wear
i.e. these females are very regular in shopping for work wear as this is the growing stage
of female in corporate world and age group 31 and above shopping behavior is also very
regular in case of work wear.
AVERAGE SPENDING
21-25 Y
50%
30%
40%
20%
30%
26-30 Y
20%
31-35 Y
20%
30%
5%
1000-2000
2001-5000
5001-10000
20%
30%
5%
10000 & ABOVE
According to analysis, females in age group of 21-25 yr spend in between Rs10005000and mostly between Rs1000-Rs2000. TARGET Age group 26-30 yr spend between
Rs2000- Rs5000 at a time. Age group 31yr and above spends Rs5000- Rs10,000 at a
time, this shows they have more disposable income to spend on premium brands on
shopping for work wear.
Characteristic of a garment
21-25 years
4.7 5.1
26-30 years
31-35 years
5.5
5.1
4.1
4
3.2 3.1 3
2.8
comfort
design
color
2.6
5.8
5.1
3.1
2.1
1.4 1.2 1.2
brand
fit
price
According to analysis, customers of all age group first look for the fit of the garment,
then the comfort, followed with design, color, brand and then price.
SHOPPING AREAS
21-25 Y
26-30 Y
31-35 Y
55% 55% 60%
25%
35% 30%
10% 10% 10%
MALLS
MARKET
FLEE MKT
10%
0
0
OTHERS
In all the age groups, more than 50% of females shop work wear from malls and then
markets.
FAVORITE BRAND
21-25 Y
26-30 Y
31-35 Y
55%
40%
40%
35%
30%
20%
20%
20%
5%
VAN HEUSEN
ALLEN SOLLY
10%
PARK AVENUE
20%
5%
WILLS LIFESTYLE
In the age group of 21-25 yrs, favorite brand of the customer’s is Allen Solly as it
has become a young brand for formal wear. The target group has favorite brand
“Van Heusen” as it has more of corporate look than Allen Solly.
The same choice is seen in age group 31-35 yr. thus, major competition is from ‘Van
Heusen’ and ‘Allen Solly’.
USUALLY WEAR
21-25 Y
26-30 Y
31-35 Y
60%
40%
25%
30%
15%
western-indo
60%
35%
25%
10%
ethnic-wear
western wear
Most of the females would like to wear western formal wear in age group of 21-25
years. The target group 26-30 yrs would prefer to wear western- indo wear and
western formal wear and less of ethnic wear. Age group 31 and above would prefer
to wear ethnic and western indo work wear.
Preference in WESTERN wear
21-25 Y
25%
35%
30%
20%
40%
20%
26-30 Y
31-35 Y
45%
30%
25%
10%
shirt-skirt
shirt-trouser
1 piece dress
10% 10%
3 piece suits
Most of the females in age group 21-25 yr would like to wear 1 piece dresses for
formal wear and then skirts and then trousers with shirts.
Target Women in age group of 26-30 yr would like to wear shirts and trousers
mostly and then shirts and skirts.
Women above 30years would like to wear 3 piece suits in western formal wear.
Preference for Western-indo work wear
21-25 Y
65%
65%
26-30 Y
31-35 Y
60%
30%
20%
15%
20%
10%
5%
yes
no
may be
Almost all the females in all age groups would like to wear western-indo work wear.
Information channel
21-25 Y
50%
45%
26-30 Y
31-35 Y
40%
30% 30%
20%
media
20%
magazines & ne
15%
20%
10%
internet
10% 10%
others
The analysis shows that most of the working females and professional students read
magazines and newspapers through which they know about current fashion.
COMPETITOR ANALYSIS
Van Heusen
Van Heusen — a brand with a rich heritage. Born in 1881, it is owned by the Philip Van
Heusen Corporation, a US $7 billion company with its headquarters in New York.
Launched in India in 1990, Van Heusen has taken forward the philosophy of innovation
in multiple ways. Van Heusen entered into Indian market through a joint venture with
Madura Garments a unit of Aditya Birla group. Van Heusen introduced colour to
boardrooms with collection like Corporate Cocktails and Inferno. Soon afterwards, they
introduced a wrinkle free shirt that could deal with the push and pull of corporate life.
Van Heusen has been growing in India at a steady rate of 20 percent every year and the
company plans to achieve target revenues of Rs 350 crore (Images Business of Fashion,
2008)Van Heusen, a leading global shirts brand of Phillips-Van Heusen Corporation– a
Dutch fashion powerhouse–has been perpetually licensed for India to Madura Garments
Lifestyle & Retail, a leading lifestyle apparel company of Kumar Mangalam Birla-led
Aditya Birla Group.
Apart from Van Heusen, Madura Garments has revolutionised the country’s readymade
apparel and retail business through brands like Louise Philippe, Allen Solly, and Espirit.
The group also operates several other apparel businesses including Peter England
Fashions & Van Heusen in India is reputed for bringing fashion to the boardroom. It has
redefined 'formal' consistently and brought colour into corporate. It has a complete range
of products for men in shirts, trousers, outerwear and knitwear as well as an extensive
range of accessories like innerwear, neckties, belts, bags, eyewear, shoes and cuff links.
Add to this Van Heusen Woman and Vdot, and the brand truly dominates the lifestyle
space. Van Heusen has made every fashion season a landmark one.
Van Heusen goes green with ECO range collection
Going green is by no means an ad campaign. It’s not a novel way to launch a
shirt. It’s not because it’s the done thing. It’s about initiating a change and
making every effort to sustain it.
Van Heusen has announced the launch of ECO line shirts, their new collection
to celebrate the glory of the season. Wear 100% organic substances with
comfort, style and elegance in VH stunning styles from the different ranges for
men and women. This nature-friendly product has formal, semi-formal and
casual shirts collection for men as well as women in terms of variety in colors
and price range. A complete shirt range made from 100% natural raw material,
organic cotton, made from untreated cotton seeds and natural dyes.
Enter eco line of shirts that is not just environmentally friendly, but marks the
turning point for Van Heusen. The shirt itself is made from 100% organic
cotton, which is grown in the most natural conditions. Every care has been
taken to ensure that no artificial or chemical substances are used. This ensures
that soil cycles are protected, not just helping ecologically but also helping
humanity at large.
.
Till date, they have planted over 17,000 saplings in the city of Bangalore. In
essence every eco shirt purchased means more trees planted. The next stage is
to phase out the use of paper bags and ensure each store has reusable jute bags.
So even if you aren’t shopping with Van Heusen, you’re still helping the
environment.
Vision
The organisation commitment to customers orientation is found in its vision- “ To be the
undisputed leader in the lifestyle industry delivering continued value growth for all
stakeholders”
Value
The organisation quality policy reads as – Madura Garments, in partnership with its
business associates, will strive to achieve the highest standards of customer’s satisfaction
through innovation and continuous improvement in its products and services,” Madura
Garments is an ISO 9001-2000 certified company
Personality
 MODERN: Updated. Clean. Today.
 MINIMALISTIC: Less is more.
 Believes in modern art principles of form, shape, colour and simplicity.
 TIMELESS
Van Heusen is timeless. It bears the hallmark of per fection in its make and features.
 FASHION RIGHT: Van Heusen has always expressed itself in today’s fashion.
Our designs are relevant for their time; neither behind nor too cutting edge.
Consumer
Van Heusen Man
The Van Heusen man is disciplined, highly educated, well travelled and fashion
conscious. He is an articulate person, who believes in the
philosophy of ‘less is more’ and exudes impact in ever y action.
 Van Heusen consumers are professionals and corporate executives who believe in
leaving a mark wherever they go.
 25 to 45 years of age
 Businessmen, professionals and executives
 Middle to high income households
 Aware of emerging and current fashion trends
Van Heusen Woman
 The Van Heusen Woman is smart, savvy and an extrover t. She is self
assured and leads her own life. She’s extremely sharp, fashion for ward
and makes her own decisions.
 A modern day business woman, who is always in the spotlight, second to
no man.25-35 years old
 Urban, intelligent and classy, Modern, ambitious, dynamic and multi-faceted
 Well - t r a v e l l e d : Has international fashion exposure
 Strong, yet poised and feminine
 Van Heusen stands for corporate fashion and functional innovation.
 Whether it’s a boardroom meeting or a cocktail part y, what you wear
defines a large par t of you.
Van Heusen Price points
Shirts
Trousers
Skirts
Suits
Capri
Blazer
Camisole
Dress
Waistcoat
Rs1000-Rs1600
Rs1300-Rs3000
Rs1300-Rs2500
Rs5500
Rs1295
Rs4000
Rs1495
Rs1500-Rs3500
Rs2500
VAN HUESAN MAN
•Dress shirts ,
•Ties, belts, Cuf flinks, handkerchiefs, socks, sunglasses, watches, leather
•accessories, shoes and innerwear
•dress trousers ,
•chinos , suits, blazers and knits
VAN HUESAN WOMEN
•Woven tops, trousers, dresses, tunics, knits, suits and blazers
•Bags, shoes, scar v e s , stoles , belts and jewellery
V DOT
•Denims
•Casual / club wear shirts
Brand’s communication reflects lifestyle imagery rather than just work/formal imagery
and the new Van Heusen view of itself as modern lifestyle. There has been a great shift in
the brand imagery. The ‘aggressive, stiff, trying too hard’ look has been played down,
without compromising on Van Heusen’s trademark POWER PERSONA. The brand has
been made to look younger, vibrant and sexy. The object is to add style to substance.
Lifestyle advertising creates a thematic Van Heusen look for the brand to create synergy
across ranges. TV is used judiciously to communicate innovations through niche
channels.
A balance between theme and tactical communication is sought to be achieved. Stories
carry minimal copy, and consistently move towards a lifestyle look. Non traditional
media like events, Net and PR are fully exploited. Communication is completely
lifestyle-led: each as is able to communicate a range of products, not just one or two.
As a part of promotional exercise, the leading lifestyle fashion brand will also organise a
has Men’s Fashion Week. For this purpose, the company has entered into an agreement
with the Fashion Design Council of India.
The brand has also chalked out an aggressive plan for marketing its products. It plans to
spend Rs 20 crore, or roughly 5 percent of targeted turnover of Rs 400 crore, on such
activities this year.
Van Heusen launches the exclusive Ghajini line, which is for today's uber-confident
young Indian male who has it all. This new range of exclusive modern and minimalistic
formal apparel captures the distinct look of Aamir Khan in his much awaited movie —
Ghajini.
The Ghajini line translates the style statement of the character played by the iconic actor
who is disciplined, self-made, educated, well travelled and fashion conscious. The Van
Heusen Ghajini line has the unmistakable stamp of an achiever, a fashionable tycoon,
personified through slim plackets, narrow ties and mid-waist straight fit pants. Add to
that the waistcoat, and the line aptly articulates the contemporary formal look.
LIMITED TIME OFFERS – SALES PROMOTION
Pamper your dad this father’s day with Van Heusen June
19, 2009 (India)
He can be your friend, your confidante. He is a
monument of hope and strength to all. A hero to every
girl and a buddy to every boy…he is your father, your
teacher, your mentor!
On the occasion of Father’s Day, Van Heusen a
premium lifestyle brand offers a plethora of gifting
options to express your love and gratitude to the most
‘Special Man’ in your life.
This Father’s day, gift your father an ideal gift; a combination of Tie and Cufflinks in an
attractive gift box or choose from a variety of watches in addition to the latest collection
of half sleeved shirts, Linen blazers, or the Ceremonial suits from the Master of
Ceremonies collection. For a more relaxed day you can gift him denims, polo T-shirts in
dark hues, perfect for this monsoon!!
EVENT SPONSORING BY VAN HEUSEN
FDCI to create Van Heusen India Men’s Week July 13,
2009 (India)
Creating a milestone in the world of Men’s Fashion, Van
Heusen, the country’s leading lifestyle brand announced a
tie up with FDCI, India’s national body promoting Fashion
& Design to create the Van Heusen India Men’s Week, the annual conclave for men’s
fashion in India.
The Van Heusen India Men’s Week will see the first world class event showcasing the
best of the best designers from across the country. To be held in Delhi from the 11th to
13th September 2009, this fashion extravaganza will be a three – daylong event with 15
shows in all to showcase everything that’s got to do with men and fashion – apparel,
accessories etc.
This unique culmination of fashion and lifestyle will see the participation of the cream of
the Indian Fashion fraternity like Ashish Soni, Raghavendra Rathore, Rajesh Pratap
Singh, Manoviraj Khosla, Rohit Bal, Rahul Khanna and Rohit Gandhi, among other
leading designers.
Commenting on this unique tie - up, Mr. Shital Mehta, COO, Van Heusen said “Men’s
Fashion in India for long has been on the backburner. With the Van Heusen India Men’s
Week, the brand aims to explore and highlight the importance of Men’s Fashion in India
with the support of FDCI a renowned body creating landmark events in the field of
fashion.”
Sunil Sethi, President, FDCI, was delighted to have Van Heusen on board as the principal
partner to such a unique event and said, “The positivity that we saw at Van Heusen made
FDCI feel most comfortable with this partnership. This has been a “dream - project” for
me at FDCI for a while, and we believe it would be a win-win for all. The Van Heusen
India Men’s Week will also provide a platform for young and upcoming designers.”
Van Heusen, the 128 year old international brand, was launched nearly 20 years ago in
India. It has been the most successful lifestyle brand growing each year with the largest
retail footprint in the country. It has over 65 exclusive stores and there are 25 more
planned to be opened across the country in the next 12 months.
The design head with Van Heusen conceptualises the overall mmerchandise look, in line
with the brand positioning. He is assisted by two designers, who are responsible for
design creation to execution in terms of fit, samples etc.
http://retail.franchiseindia.com/magazine/2008/october/Women-s-wear-from-men-sbrand_21-2-9
Distribution Network of Van Heusen (through Madura Garments)
Bangalore
(Production)
By roads or air
depending upon
safety and cost
MBO
Delhi
Van Heusen Recent Advertisement
EBO
C&F
Central
warehouse
Central
billing
Local
billing
Franchise
Van Heusen CRM
Special CRM services for loyal customers are:
Van Heusen golden card – this is the special membership card given to loyalty
customers who shop for more than Rs30,000 and special gifts and discounts are
given to the customers.
Van Heusen Loyalty card
Van heusen fashion show invitations are given to the loyalty card holders.
Customers are provided with discounts and sales information through telecommunication (sms) services.
Van Heusen Stores
Cities
Ahemdabad
Bangaluru
Calicut
Chandigarh
Chennai
Cochin
Coimbatore
Gaziabad
Gurgoan
Hydrabad
Calcutta
Lucknow
Meerut
Mumbai
Mysore
Delhi
Noida
Pune
Secundrabad
Surat
Vizag
Goa
EBO
1
5
1
1
5
1
2
1
3
4
1
1
1
3
1
5
2
3
1
1
1
1
Key parameters include : Lifestyle, Shoppers Stop, Central and Planet Fashion.
Total Van Heusen store in India – 105
PROFITS AND SALES
 Company’s current turnover Rs.250 cr
 Strategy: Van Heusen is targeting a turnover of Rs. 400 cr by 2011-12. the
company tends to open 72 exclusive stores over next 3 years(20-30% business) in
tier 2 and tier 3 cities.
 Targets to augment the number of its stores up to 135-140, by this year, from the
current count of 105 outlets.
 Sales - Rs 3.75 billion last fiscal.
 Annual growth rate of the company is 25 percent, and its new business shares
accounts for 35 percent of its total sales.
 Plans to achieve Rs 800-1000 crore by 2015.
http://www.moneycontrol.com/news/cnbc-tv18-comments/van-heusen-plans-toforay-into-casual-wear_449321.html
ALLEN SOLLY
Brand Positing: Convention is an ugly word. I hate ugly.
1993
This was the time when workplace formals were clouded by greys and whites. They
introduced a line of vibrantly coloured Allen Solly semi formals that proudly broke the
formal office wear dress code.
1995
In a crisp yellow shirt the Allen Solly man stood out in a sea of blues, whites & greys.
Unmistakable and unconventional, he inspired a legion of imitators but he never lost his
place in the spotlight.Holding nothing back, they went right ahead to introduce
Uncrushables, India’s first wrinkle-free brand of men trousers. The menswear collection
was making a bold brand statement in India.
2001
Introduced formal office wear for women.
Allen Solly women wear brought about a revolution. Denim inspired shirts called Mood
Indigo now called Indigo were launched.
2009
And now we’re breaking our own rules and making new ones as we go along. We
believe, as you do, that following the rules only gets you so far.
But making your own way, your own world takes you all the way.
As a leading casual wear brand in India, Allen Solly’s latest casualwear collection is
casual chic that has been designed to give you the freedom to wear it ‘your way’.
2009
Leap. Soar. Fly.
GO trousers with XLA stretch & wrinkle-free powers were added to Allen Solly mens
trousers collection in India specially to beat
crises.
The new Positioning and Advertisement
I HATE UGLY!
We all do, so let’s say it loud & let’s wear it proud.
What you don’t like, you change... as do we.
Casual, semi formals and workwear, the way only Allen Solly collections
can do it.
2010
We’re bringing modern art to modern fashion doing summer style like nobody else. Our
new range of youthful casual and workwear let’s you live life 3D in a 2D world.
BRAND PERSONALITY PENTAGON FOR
“ALLEN SOLLY”
STYLISH
PROFESSIONAL
SHOPHISTICATED
ELEGANT
FASHIONABLE
The advertising budge is set for around 8-10 per cent of our turnover.
Price points
Knitted tops are range in price from Rs499 to Rs999
Woven tops – Rs599 to Rs999
Trousers – Rs799 to Rs1099
Speaking on Allen Solly’s move to enter women’s wear section, R. Satyajit, COO, Allen
Solly, says, “Women approached Allen Solly for small-sized trousers. The idea stemmed
from that. We saw a huge gap in the western wear category for women and decided to tap
the market potential for this growing segment. The idea was to further augment Allen
Solly’s positioning as a fashion forward and lifestyle brand.”
Allen Solly did enjoy the advantages of being an early mover. To invade the women’s
bastion, these predominantly men’s wear company conducted several research work
before taking the final plunge.
Allen Solly has approximately 50,000 SKU’s in a season and after every six to eight
weeks, the collection is changed.
http://retail.franchiseindia.com/magazine/2008/october/Women-s-wear-from-men-sbrand_21-2-9/
COMPARISON OF PRODUCTS
Allen Solly Woman
Van Heusen
ZUHRA – design inspirations
BRAND AUDIT – “VAN HEUSEN”
Q1. When you hear the brand name 'Van Heusen' what comes
to your mind?
• Ans. Men's wear, corporate look, stylish, very formal, western formals
Q2. What else comes to your mind?....LOGO
• Ans. Do not remember, not good, shows its a formal brand, simple, boring,
ADVERTISING
• mostly for men, i don't remember, seen it in stores, not much, good crm
PACKAGING
• blue poly bag, blue and white, good, who remember's packaging until its
awesome
COLOR
• blues and greys, very corporate colors, good colors
Q3. When you see other person using 'Van Heusen' what
comes in your mind?
• smart choice, smartly dressed, fashion concious person,
Q4. What you feel about yourself when you wear 'Van
Heusen'?
• corporate, confident, satisfied, look good, self-motivated
Q5. Can you please describe any memories that you associate
with 'Van Heusen'.
• no memories, i bought my firstformal bag
Q6. Which other brands come in you mind for work wear?
• Van Heusen, Allen Solly, Wills, Park Avenue, Loui Phillip
Q7. How do you compare 'Van Heusen' with other brands?
• similar to Wills, Allen Solly is better, it has more corporate look
NEED GAP
 Earlier there was a functional need that formal wear used to fulfill for office wear
purposes. But with changing mindset of customer to acquire a status and esteem
with everything they wear has brought up a need gap of more fashion basic and
fashion merchandise for office wear.
 As Indian women even after being independent are conserved, there is a need gap
between Indian formal wear and western formal wear i.e. work wear which is
different and new.
 According to the brand audit of “Van Heusen”, there are lot of spaces where
company is lacking. Customers do not remember the “Van Heusen”
advertisements for women, thus there is lack of communication. Most of the
customers are not able to connect with the brand emotionally as they don’t
remember any story happening around ‘Van Heusen’ when they bought it or wear
it. The brand is associated with very corporate look. And customers believe that
most of the formal wear brands look alike.
 Due to the change in mindsets and lifestyle of Indian women, there is a need for
differentiated products in work wear category as women are becoming more
independent and more fashion conscious. There are a lot of innovations happening
around casual wear but very less in formal wear or work wear.
 There is no ‘Specialized women formal wear brand’ in India which caters only to
women. Thus with growing no. of women employees, there is huge need gap to
cater to these kind of women.
OBJECTIVE
•
To establish a brand which caters to bold and strong female professionals of India
who are ambitious yet cultured, want to leave a effective impact wherever they go
with their quite confidence and personality. The main problems that Indian
women face in formal wear are limited width and depth in the product category,
fits and high price points.
The brand will offer value proposition in the following ares:







Being first to cater only ‘Women work wear’ in India.
Differentiated styles and silhouettes and sizes for all
Institutional selling
Affordable for upper middle class of India
Creating something new every time so that customers will keep coming back.
To emotionally bond with the customers.
Providing all work wear products from head to toe.
Source of funds:
-
Own capital
Private Equity funding: investment appetite of PE companies is still very strong
and have funded many apparel companies. E.g ICICI venture in Shopper’s Stop
and Pantaloon, UTI ventures in Koutons and Primus Retail, & Sequoia Capital in
Genesis colors. PE companies are looking for different in offer, superior
execution of operations and realistic valuation of business to invest in.
BUSINESS PLAN
1st year
Huge marketing and advertisement to make a strong
impact on the market and customers.
Opening of EBOs and MBOs.
2nd year
Aim to connect with
customers and their needs
emotionally through
advertising and promotions
Online shopping website
Starting online invites for
designs and ideas
Opening in tier 2 cities
3rd Year
– Aim to achieve Breakeven
Start institutional selling
Showcase collection through
Lakme Fashion Week to raise
Zuhra’s Fashion Quotient and
Imagery
4th Year
To start an Accessories Brand with both western and
Indian mix with distinctive merchandize for work
wear
To start a Luxury line for ‘work wear’
5th Year
go global
Aim to increase market share
BRAND PRISM
PERSONALITY
PHYSIQUE
Subtle colors, inclusive,
logo
Young noble, free spirit,
strong yet poised, quite
confidence, focused,
cultured
CULTURE
Dressing you up, we give
value
BRAND ESSENCE
modern detailing
,individualistic
SELF IMAGE
I believe that ‘the first
impression is not always
the last impression’ and I
know what I AM!
REFLECTION
RELATIONSHIP
Smartly dressed, well
groomed
A person that make you
feel confident
ORGANIZATIONAL STRUCTURE
CEO
Merchandiser
Marketing
Front end
back end
Retail
EBO
MBO
VM
Inventory
R&D
sampling
Sourcing
research
Fabric material
in house team
trims
packing
material
FASHION VALUE CHAIN
Production
logistics
Packing
Quality control
sales
Accounts/HR/
Admin
Research and development department
Market research
Idea generation
Project Brief
Range Planning
PD team (Designer)
Production Samples: sampling done properly
so that it is easy for outsourcing and done
on time to produce finished goods on time.
PRODUCTION PROCESS
 Sourcing:
Main labels- Somex international, Avidansion, Manohar
Buttons- B.B trading, zindal, welspain
Wash care label – Avydenson, paxes india, manohar
Threads- Madura, Vardhman
Zippers- YKK, sai impex
Poly Bags- Aveny
Hangers- Mainety, Cris flexipev
Fusing- PCC interlining, Velco agency

InHouse Quality Check

Production outsouced from PEARL GLOBAL

Quality Check – when garment is stiched to minimize rework and waste

Inhouse ticketing and bar coding price tags onto garments & packaging

Final packaging and finishing
WAREHOUSE
Private warehouse at Delhi and Bangalore
Warehouse
Head Office
Retail
All will be connected online to have real time sales data for inventory planning.
Network of Stock Points by hiring warehouse space from the Central warehouse
corporation and State warehouse corporation
Calcutta
Cental Warehouse
(delhi)
stock points(North
India)
Chandigarh
NCR (Noida/ Gurgoan)
Mumbai
Pune
Regional
warehouse(bangalore)
stock points(South
India)
Hydrabad
Chennai
Inventory Control:
Distribution Requirement Planning with ERP
It is important in customer service
Effective marketing efforts for high value stock items
Decrease in inventory leads to decrease in carrying cost and dec. in warehouse space
required.
TRANSPORTATION: differentiated strategy of logistics
3PL Service provider – Gati Logistics (Outsourcing Logistics)
Zuhra’s CUSTOMER SEGMENTATION
Innovative women (21- 25 years)
Geographic:
Region- North and South India
City- Delhi, Mumbai, Bangalore, Pune
Demographic:
Family size- 1, 2-4
Family life cycle- young, single
Income of parents (per month) – Rs60,000 – Rs1,00,000
Rs1,00,001 - Rs1,40,000
Rs1,40,001 and above
Income of students (per month) – Rs3000 – Rs5000
Rs5001 – Rs7000
Rs7001- Rs9000
Rs9001 and above
Income of management trainees (per month) – Rs15,000 – Rs20,000
Rs20,001- Rs25,000
Rs25,001- Rs30,000
Occupation – professional college students, management trainees
Education – graduates, post graduates (professional courses)
Social class – upper middles, lower uppers, upper uppers
Psychographics
She is smart, savvy and extrovert. She is experimental and wants to concur the world. She
is hardworking and ambitious. She is fun loving and wants to be independent. She desires
to be the perfect women as she grows.
She is both culture-oriented and outdoor-oriented.
Enthusiasts, explorers, experimental
Changing lifestyles- nuclear family structure, a growing no. of educated and employed
women
Today’s consumer are aware, knowledgeable and eager to follow fashion.
Behavioral
Occasions – regular work wear, interviews, presentations, college
User status – potential user, first time user
Usage rate – light, medium
Loyalty status – none, medium
Attitude toward product – enthusiastic
Experiencers (26-30 years) – TARGET GROUP
Geographic:
Region- North and South India, East
City- Delhi, Mumbai, Bangalore, Pune, Calcutta, Chandigarh, Hydrabad, Chennai
Demographic:
Family size- 1, 2-4
Family life cycle- young, single; young, married
Income (per month) – Rs30,000 – Rs50,000
Rs50,001 – Rs70,000
Rs70,001- Rs90,000
Rs90,001 and above
Target group (Rs30,000 – Rs70,000)
Occupation – young professionals, junior executives, senior executives, young
entrepreneurs
Education – graduates, post graduates
Social class – upper middles, lower uppers, upper uppers
Psychographics
She is bold, strong- will powered, ambitious women.
She is assured and lead her own life. She believes in her principles. She is growing
herself everyday whether its sports, academics, business or fashion. She is independent
and live her life with her own values, not overpowered by men. Even being so openminded and influenced by western culture, these women are connected to their Indian
roots, their culture. She is modern day women who is urban, classy and intelligent.
Behavioral
Occasions – regular work wear, interviews, presentations, conferences
User status – potential user, regular user
Usage rate – medium, heavy user
Attitude toward product – enthusiastic, positive
DILO (Monday to Friday)
wake up at
6.30am, read
Times of
India/Economic
times, leave
office by 8.30
travel office by car
pool/ own car
from south ex. to
gurgoan
go to bed by
11.30pm
chat with friends
Zuhra's
customer
profile
have dinner with
family by 9pm,
facebooking, office
work
reach office by
9am, have coffee,
gossip in office
about clothes and
work
Lunch break at
1.30 -2pm, gossip
about upcoming
movies/
reach home by
7.30, watch TV
(MTV, NDTV
goodtimes,
starmovies,NDTV),
family time
leave office by
6.30 pm, listen to
radio (95 fm, 104
fm, and 91fm)
DILO (Weekend)
wake up at 9am,
read Times of India/
Economic Times
with Coffee
(Nescafe)
back home by 2am
and 'goodnight'!
Zuhra's
customer
profile
get ready by 8.30
and leave for
clubbing with
friends (Hard Rock
Cafe/
TCs/Capitol/FBar)
call to friends to
make plan for the
day(Movie- PVR,
shopping-SCW,
Ambience mall, CP,
GIP and lunch) and
leave at 12noon
reach home at 5pm,
spend time with
family/ social
networking
(facebook, gtalk,
orkut)
(31-35 years)
Geographic:
Region- North and South India, East
City- Delhi, Mumbai, Bangalore, Pune, Calcutta, Chandigarh, Hydrabad, Chennai
Demographic:
Family size- 1, 2-4, 4+
Family life cycle- young, married; married with children
Income (per month) – Rs50,001 – Rs70,000
Rs70,001- Rs90,000
Rs90,001 and above
Occupation – senior executives, business women
Education – post graduates
Social class – lower uppers, upper uppers
Psychographics
Even after being a successful working women, she is very culture and family oriented.
She is happy and content. She is ambitious, dynamic and well- traveled and has
international fashion exposure. Image is important to her, not as an evidence of status or
power but as an expression of their taste, independence and personality.
Behavioral
Occasions – regular work wear, presentations, conferences
User status – regular user
Usage rate – medium, heavy user
Loyalty status – high
Attitude toward product – positive, indifferent
Distribution Network of ZUHRA
4 level distribution network:
Manufacturer
Pearl Global
Warehouse
(central and regional)/
Stock Points
Retailer
Consumer
Marketing mix of ZUHRA
PRODUCT MIX WIDTH
P
R
O
D
U
C
T
L
I
N
E
L
E
N
G
T
H
SHIRTS
SKIRT
S
TROUSE
RS
TUNIC
S
COAT
S
DRESS
ES
3 PIECE
SUITS
FULL
SLEEVE
ACCESSORIES
HALF
SLEEVE
SLEEVE
LESS
CLUTCHS
BELTS
KNEE
LENGTH
SHORT
LENGTH
BAGS
FOOTWE
AR
TIES
WATCHS
SCARVES
PERFUME
PRICING
1. Selecting a price method
Going rate pricing:- after studying the pricing of the competitor “Van Heusen” . We
had decided the price.
2. Selecting the final price
Psychological pricing
Even high end brands use this strategy. i.e. prices should end with odd numbers; instead
of Rs900, the price of the shirt will be Rs899. Many consumers use price as an indicator
of quality. Image pricing is especially effective with ego-sensitive products such as
perfumes. When alternative information about true quality is available , price become less
indicator of quality whereas when this information is not available, price acts as a signal
of quality.
No price discount or allowances
It will be given as it is not good for the brands image. Discounts will be given
only at the time of sale season and to loyalty card holders, as people with higher
incomes and higher product involvement willingly pay more for features,
customer service, quality and the brand name.
Multiple pricing : seeks to get customers to purchase a product in greater quantities by
offering a slight discount on the greater quantity. In the display of prices, a price of the
purchase or just one item is displayed along with the price for a larger quantity.
Multiple pricing increases the quantity sold, hopefully resulting in less product loss or
fewer unsold items.
PRODUCT WIDTH
SHIRTS
SKIRTS
TROUSERS
TUNICS
COATS
3-PIECE SUITS
TIES
DRESSES
Promotion
1. Promotional mix
a) Advertising
Print media-
PRICE
Rs 599-1499
Rs 799-1999
Rs 799-2499
Rs 695-1495
Rs 999-3499
Rs 1995-5995
Rs 299-799
Rs799-Rs1999
Newspaper advertisements at the time of season sales wherein a rang of discounts on the
merchandise are offered. This helps in clearing the inventory and also bring large number
of customers in the store.
Broadcast advertisingT.V. commercials with positioning itself with different tag lines .Different T.V. campaign
which communicates the brands new baselines.
facebook and twitter.
Outdoor advertisingFestivals celebrating Indian tradition and culture, which not only serves to bring the
consumer closer to culture, but also provides a platform to promote upcoming artisans.
Creating awareness of new creative self employment ideas like street art through trade
events
Advertising through “LAKME FASHION WEEK”
Sales promotion:
It offers an incentive to buy. This includes consumer promotion (to build trial
among non-users) , trade promotion and business and sales-force promotion.
As the brand is at initial stage, incentive-type promotions can be used to
attract new customers and to increase the repurchase rates of occasional users.
In growth stage, Sales promotion will help to test how high a list price can be
charged, as a discount can be given on it. Customers will be first
experimenting with the products and later when they know the product, they
will be satisfied even shopping at the sale time.
Various sales promotions that will be used:
Coupons: inserted in magazines, newspaper ads; with a purchase of Rs.5000
and above.
.
Public relations :
It involves a variety of programs designed to promote or protect a company’s image or
it’s individual product. PR activities:
- Build marketplace excitement before media advertising breaks
- Build a core consumer base
-
Build one-to-on relationship with customers
Turn satisfied customers into advocates
Influence the influentials
Various PR activities that can taken into account at this stage will be :
-Publications in magazines(Vogue, Famina, Haper’s Bazar) and newspaper
articles(Times of India, Hindustan Times) to influence target market.
.
-sponsorships
- Wardrobe exchange: a charity promotion under which customers donate their old
garments and accessories and earn discounts on new purchases.
Direct marketing:
This would include direct mail which will strengthen the customer
relationships, inform and educate customers, remind customers about the
offers and reinforce recent customer purchase decision.
Catalog marketing- through which company will send full-line merchandize
catalogs, specialty consumer catalog, usually in print form as every season a
new merchandize with a totally new theme will come, so customers have to be
updated with the new merchandize
Annexure
Questionnaire
Dear ladies, as a student of pearl Academy of fashion, we are required to do a study of
purchasing behavior of the customer for a new brand. Your responses will be confidential
and will be analyzed strictly for academic purposes. Please answer the following
questions:
1. Your name
Smridhi
Sharma……………………………………………………………………………
…………………………………………
2. Your age:
15-20 years
21-25 years
years and above
3. Your occupation:
Students
Working
26-30 years
31-35 years
35
House wife
4. Your
email:………………smridhi.shr@gmail.com……………………………………
………………………………………………………………………………
5. Your contact
number:……………9899669845…………………………………………………
…………………………………………………..
6. How many times in a year you shop for work wear?
Once
Thrice
Twice
Four and more
7. While buying office wear/formal wear how will you mark the following brands
in reference to price, quality and design. Give marks (horizontally) out of 5 in the
blanks given.
Brands
Van Heusen
Allen Solly
Park Avenue
Wills lifestyle
Price
4
4
4
3
Quality
3
3
3
4
Design
3
3
3
4
8. How much do you spend at a time while shopping from apparel brands (formal
Wear)?
Rs 1,000-Rs 2,000
Rs 2,001-Rs 5,000
Rs 5,001-Rs 10,000
Rs 10,000 and above
9. At the time of purchase, what characteristic of a garment you usually look for?
Rank using numbers 1-6 in the blanks given. Write 6 for least preferred and 1 for
most preferred.
Characteristics Rank
Brand
4
Color
6
Design
1
Comfort
2
Price
5
Fit
3
10. Where do you prefer buying office wear from? (please rank)
Malls
Markets (south ex, GK etc. )
Flee markets (sarojini nagar, janpath etc)
Others (please
specify)……………………………………………………………………………
…………………………….
11. Which is your favorite office wear brands?
Van Heusen
Allen Solly
Park Avenue
Wills lifestyle
12. What do you usually prefer to wear in formal clothing?
Indo-western wear
Ethnic wear
Western wear
13. What do you usually prefer to wear in western wear?
Shirt-skirt
Shirt-trouser
One piece dress
3 piece suits
14. Would you like to wear this type of western-indo work wear?
Yes
No
May be
15. How do you get to know about new fashion and products?
Media
Magazines and newspapers
Internet
Others (please
specify)……………………………………………………………………………
………………………..
http://www.moneycontrol.com/news/cnbc-tv18-comments/van-heusen-plans-to-forayinto-casual-wear_449321.html
http://www.google.co.in/#hl=en&q=poters+five+for+apparel+retail+industry+&aq=
f&aqi=&aql=&oq=&gs_rfai=&fp=525726a9e37f269e
http://retail.franchiseindia.com/magazine/2008/october/Women-s-wear-from-men-sbrand_21-2-9/

www.maduragarmentscom

www.allensolly.com

www.hinduonnet.com

www.adityabirlanuvo.net

www.icmrindia.com

www.indianrayon.com

www.vanheusenindia.com

www.economictimes.com

www.99acres.com
Books:
Images year book 2009-2010
Marketing white book