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Will JioMart disrupt the e-comm discount game?

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January 3, 2020

Written By Ananya Pathak

Reliance Industries’ e-comm venture JioMart will compete with the likes of Amazon, Grofers, Bigbasket and Flipkart.

Having established itself as one of the major players in the telecom sector, Reliance Industries has now made a move in the e-commerce segment by launching its online grocery delivery service – JioMart – ‘Desh ki Nayi Dukaan’. Powered by Reliance Retail and Reliance Jio, the service has been launched in parts of Maharashtra – Navi Mumbai, Kalyan and Thane and this will be scaled up nationally soon to compete directly with the likes of Amazon, Grofers, Bigbasket and Flipkart.

JioMart is an online-to-offline (O2O) marketplace under which it will source grocery items from nearby merchants, instead of procuring them from a native warehouse. The platform does not sell groceries directly to the customers but instead, connects offline retailers with online buyers. With an assurance to offer over 50,000 grocery products soon, the website claims to offer free home delivery without the restriction of minimum order value and express delivery service as well as a “no questions asked return policy”.

Interestingly, ‘Desh ki Nayi Dukaan’ reminds us of Amazon’s ‘Apni Dukaan’ campaign with which the brand attempted to connect with customers in the remotest parts of the country.

Considering Reliance Jio’s cost undercutting game in the telecom sector, we wonder if the players in the e-comm segment should worry about JioMart disrupting the discount game in this category.

We ask experts.

Devangshu Dutta, chief executive, Third Eyesight

India’s e-commerce sector has grown on the back of aggressively promoted deals by the two leading incumbents, Amazon and Flipkart as well as other e-commerce companies. So JioMart’s target consumer is already primed by them.

However, discount as a one-point strategy is not a strategy. Discounting is one of the easiest ways to acquire the attention of a value-seeking consumer – dropping prices or offering special discounts or deals is a quick way to break through the customer’s mental barriers and existing transactional relationships, because price is one of the easiest comparisons to make.

The question isn’t whether Reliance can or will throw enough capital into the game to out-discount the market leaders. A consistently loss-making business isn’t a business, but a charity! Once a certain amount of market momentum and share is built, companies find ways to build up prices and margin, and Reliance will do that over time. The critical factor is for the customers to feel that they are getting good value for the money they are paying. I don’t think Reliance’s retail strategy, offline or online, is to be seen as the lowest priced provider.

Mahesh Uppal, telecommunications consultant and owner, ComFirst, (a telecom consulting firm)

Well, they will attempt to beat competitors on price. Indian consumers are extremely price conscious and for any new player, being price competitive would be an important part of the strategy. Having said that, we must also recognise that Jio does not have as much experience or success in consumer facing businesses as the companies it is going to be competing with in the e-commerce space.

I think the Amazons and Flipkarts of the world have a much longer history in consumer-facing businesses. So they will certainly pose major challenges when it comes to consumer satisfaction. While price continues to be an important factor, the ease with which you can shop at an e-commerce platform, the efficiency, the options, ease of return and replacement, are equally relevant in the e-commerce space. While there is no doubt that Jio has as much a chance of competing and succeeding in price, how easy it will be for it to compete on delivering overall consumer satisfaction, only time will tell.

Abneesh Roy, executive vice president, Edelweiss Financial Services

Clearly, this will be a brief disruption because Jio is known to be extremely focused on market share and will be willing to spend a lot of money, if required. The Jio database that they already have, in terms of their telecom business, will be a big advantage. They have been testing this for a long time, we are aware of that. The key challenges here would be how the mom-and-pop shops come to the platform in terms of numbers because they will be varying in terms of tax compliance.

Source: afaqs

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From slow demand to rising discount, how 2020 will pan out for retailers

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December 27, 2019

Devangshu Dutta talks about how 2020 could see retailers get inventive to drive footfall and sales

Written By Guest

Remember the year 2000? After Y2K passed safely, that year some optimistic analysts predicted that India’s modern retail chains would reach 20% market share by 2015. Two years after that, another firm declared that modern retail will be at around that level in 2020 — but wait! — only in the top nine cities in the country. Don’t hold your breath: India surprises, constantly. As many have noted, “predictions are tough, especially about the future!” What we can do is to reflect on some of this year’s developments that could play out over the coming year.

The discount wave

In many minds, 2019 may be the ‘Year of the Recession’, plagued by discounting; but that demand slowdown has been brewing for some time now. However, there’s another under-appreciated factor that has been playing out: while small, independent retailers can flex their business investments with variations in demand, modern retail chains need to spread the business throughout the year in order to meet fixed expenses and to manage margins more consistently.

To reduce dependence on festive demand, retailers like Big Bazaar and Reliance have been inventing shopping events like Sabse Sasta Din (Cheapest Day), Sabse Sachi Sale, Republic Day/ 3-day sale, Independence Day shopping and more for the last few years. In e-commerce, there’s Amazon’s Freedom Sale, Prime Day, and Great India Festival; and Flipkart’s The Big Billion Days sale. This year, retailers and brands went overboard with the Black Friday sale, a shopping event concept from the 1950s in the US linked to a harvest celebration marked by European colonists of North America.

We can only expect more such invented and imported events to pepper the retail calendar, to drive footfall and sales. The consumer has been successfully converted to a value-seeking man-eater fed on a diet of deals and discounts. With no big-bang economic stimuli domestically and a sputtering global economy, we should just get used to the idea of not fireworks, but slow-burning oil lamps and sprinklings of flowers and colour through the year. Retailers will just have to work that much harder.

Source:

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China’s Alibaba increases bet on India’s e-commerce logistics market; backs this startup again

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December 24, 2019

Alibaba backed startup competes with Flipkart-owned Ekart, SoftBank-backed Delhivery, Warburg Pincus-funded Ecom Express and Flipkart-backed Shadowfax.

Written By Sandeep Soni

The e-commerce retail logistics sector was worth $35 billion in 2018 and would grow 36 per cent in the following five years, according to a KPMG and CII report. Currently, Delhivery is the biggest player in the sector valued at over $1 billion — the first unicorn in logistics technology space and unlike other markets such as food tech, e-commerce etc, won’t be the winner-take-all-market. “I don’t think it’s a winner-take-all market. In the venture space, there are a few companies that get a lion’s share of mind with investors and, therefore, a lion’s share of the money. When a lot of money chases a limited number of deals, it is inevitable that a few companies raise a lot of capital, as has happened in the e-commerce and other spaces as well,” Devangshu Dutta, CEO at retail consulting firm Third Eyesight had told Financial Express Online.

Xpressbees is among the leading Indian startups backed by China’s top two corporate — Alibaba and Tencent that have poured billions of dollars and helped many of them turn unicorns. While Alibaba has backed Paytm, Snapdeal, BigBasket, Zomato; Tencent has invested in Hike, Flipkart, Byju’s, Ola, Swiggy, Dream11, Udaan etc.

Source: financialexpress

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Retailers feeling the heat opt for advancing sales

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December 11, 2019

Written By Writankar Mukherjee

According to Yogeshwar Sharma, executive director of Select CityWalk mall in south Delhi, shopping has become offer-driven now and retailers are looking to give such options almost every month. “Winter stock is also risky since brands will have to hold the merchandise for a year if they remain unsold. So most retailers will offer full-priced products as well as discounted ones and early winter sales are becoming a norm now,” Sharma said.

“However, retailers and brands, too, are to be blamed for this vicious cycle by purchasing far more merchandise in advance based on predictions which turn out to be faulty. This then creates issues with cash flow, forcing them to offer discounts,” said Devangshu Dutta, chief executive officer at consultancy firm Third Eyesight.

“The advancement started two years ago due to low sales, but retailers haven’t got back to the original end-of-season sale schedule since the base is already set now and growth will generally be compared over same period last year,” said Vasanth Kumar, managing director, Lifestyle International.

However, a senior industry executive said not all retailers and brands may unveil deals early. “While some brands are advancing end-of-season sale, it is not a secular trend. Leading retailers would rather sell full-priced merchandise in December and start their end-of-season sales only in the first week of January, which was the trend until two years ago,” said Rajendra Kalkar, president (west), High Street Phoenix Mall.

The India Meteorological Department has predicted a warmer December-February.

Source: economictimes

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FILA Entrepreneur For the Year: Havells’ Anil Rai Gupta

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December 4, 2019

Anil Rai Gupta is scripting the growth story of the Havells Group with strategic acquisitions, technology adoption and rural expansion

Written By MANU BALACHANDRAN

“Sometimes, it would happen that when my father was taking some decisions or doing something, you felt that it could have been done differently,” Gupta says. “But now when I’m in this chair, I do the same things. But obviously, there will be differences and the differences come from the fact that he was a self-made entrepreneur starting with zero capital while I am a trained entrepreneur.”

Yet, the past five years have seen the emergence of Anil, a tactful and astute businessman with a vision for building the group into its next phase of growth. “We want to be something like the Apple of electrical products,” he says. “We don’t want to be considered as another ‘me too’ company. We want to be a premium mass electrical company.”

Since he started heading the company, Gupta has taken various significant decisions. This includes selling Sylvania, a Frankfurt-based electrical company that Havells bought in 2007, and acquiring Lloyd in 2017 to foray into the electrical appliances industry. Now, as India grapples with a slowdown, Havells has been focussing heavily on building up its manufacturing capacity, in addition to setting up a large rural network to piggyback on a revival in the Indian economy.

The group already has a significant play in the Indian fast-moving electrical goods and electrical equipment category. Havells manufactures everything from fans, water heaters and personal grooming products to cables, wires, air conditioners, washing machines and television sets. The company boasts of a pan-India dealer network of over 11,000 distributors and some 6,500 employees. In 2019 fiscal, the company had annual revenues of ₹10,057 crore, growing 21 percent over the previous year, while profits grew 11 percent to ₹791 crore. The company currently has a market capitalisation in excess of ₹43,300 crore, making it one of the largest in the segment. Its competitors include Polycab and Apar Industries in the electrical categories while it competes with the likes of Whirlpool, Voltas, Samsung and LG in the consumer appliance category.

“Anil is symbolic of a new generation of leaders that India currently needs,” says TV Mohandas Pai, chairperson of the board at Manipal Global Education Services and the former director of software giant Infosys, who also serves on the board of Havells. “Anil listens to everybody, is transparent, and respects opinions. He has also been able to carry on the legacy of his father and understands the importance of distribution. Yet, when it comes to hard decisions, he takes them.”

Taking Tough Calls

Selling a company that he led from the forefront to buy when he was the joint managing director of Havells is perhaps the toughest decision Gupta had to take upon becoming chairman.

In 2007, Havells had bought Sylvania in an attempt to tap into the global market. At the time of the purchase, Sylvania was nearly one-and-a-half times the size of Havells, and the idea was to leverage on Sylvania’s brand to sell in India, China and Europe, among other markets. While Havells had annual revenues of ₹2,000 crore, Sylvania clocked over ₹5,000 crore.

“There were two ideas behind the acquisition of Sylvania,” says Gupta. “We wanted to get global access to lighting technology and to the markets of Europe and Latin America. We are a distribution and brand-oriented company and we visualised that it would be a good idea to acquire.”

But, sluggish growth in Europe in recent times meant that the acquisition was becoming a burden on the Noida-headquartered company. In the 2014 fiscal, Sylvania’s losses stood at 4 million euros, rising to 10 million euros in 2015. “We had already taken the advantage of the technology and the technology transfer that had to happen,” Gupta says. “Anyway, technology was also going to change toward LEDs (light-emitting diodes).”

Such developments also meant that Havells was looking for better avenues of growth. Around the time, even as 40 percent of the company’s business was outside India, an impetus to the Indian lighting industry by the central government in 2014 provided an opportunity. Under a new initiative—called the National Programme for LED-based Home and Street Lighting—the government wanted to increase India’s usage of LED lamps across homes and cities and replace conventional lamps, which typically use more power.

“I think around 2014-15 we realised that we want to focus more on the India growth story for the next 15-20 years… while the global market will continue to have their struggles of growth, India is providing a huge growth opportunity for the next two or three decades,” Gupta says. “It is something similar to what happened in Japan between the 1970s and 1980s, and China from 1990 to 2015.”

To begin with, Havells sold an 80 percent stake in Sylvania to engineering services company Shanghai Feilo Acoustics for ₹1,340 crore in December 2015.

“Every big decision is a difficult decision. But I think, thankfully, the kind of management style that my father has taught me depends a lot on consensus-building and we are a great team of people who are open to discussing things rather than just being dependent on one man,” Gupta says. “The final buck stops with somebody, which is me. When the mind is very clear, the clutter goes away and it’s easier to make a decision.” Havells sold the rest of the 20 percent in December 2017.

That’s when a banker informed the group about a potential sale of Lloyd by its promoters. “Around 2015-2016, we started looking at opportunities in the other electrical and electronic products which are big industries that we were not present in,” Gupta says. “This is one consumer durable category, which is a large industry in India. But the segment is dominated by multinationals and there isn’t one dominant Indian company in this segment.”

India’s appliance and consumer electronics market was worth a staggering ₹2.05 trillion ($31.49 billion) in 2017 and is expected to increase at 9 per cent CAGR to reach ₹3.15 trillion ($48.37 billion) in 2022, according to the India Brand Equity Foundation, a trust established by the Ministry of Commerce and Industry. Of this, the washing machine, refrigerator and air conditioner markets in India were estimated to be around ₹7,000 crore ($1.09 billion), ₹19,500 crore ($3.03 billion) and ₹20,000 crore ($3.1 billion) respectively. Companies such as Samsung, LG, and Whirlpool dominate the industry currently.

“While we had an idea of getting into this industry ourselves, unlike the other additions that we have done in the past through organic expansion like in fans and lighting, here we wanted to get into acquisition because we wanted to acquire a distribution channel as well as a brand that is already in this business,” Gupta says. “So that’s when this Llyod opportunity came along, which could get us an entry into the consumer appliances

industry.”

Havells then spent a staggering ₹1,600 crore to buy out the consumer durable business (CDB) from Lloyd Electric and Engineering. The company, which was struggling with debt, was primarily engaged in the sourcing, assembling, marketing and distribution of products such as air conditioners, televisions, washing machines, and other household appliances. “It already had a distribution channel all across India and was well-suited into the ‘deeper into homes’ philosophy of Havells,” Gupta says. By the time Havells purchased Lloyd, the company already had a network of over 10,000 direct and indirect dealers across India, with a 14 percent market share in the home AC segment.

Another focus has been on turning more professional, bringing in management professionals to run various functions. Last year, Havells hired Mukul Saxena—credited with setting up a research and technology centre for German conglomerate Siemens in Bengaluru—as executive vice president and chief technology officer. “So for each business, and each function like R&D and manufacturing, we now have professionals who manage those; people who have done this in very large organisations… we’ve been able to attract that kind of talent to our organisation,” Gupta says.

Yet, the past few years have not been very easy. Much of that has been largely due to a slowdown in the Indian economy. For Gupta, however, since his business depends largely on real estate, the period also provided an opportunity to strengthen its foundation. “The growth continues, and we want to keep getting deeper into consumers’ homes,” Gupta says. “So we’ve realised that if we want to keep giving the best product to the consumer with better technology over a period of time, then we must get away from this ‘value for money’ tag and be a mass premium player.”

To start with, Havells has initiated a restructuring of Lloyd’s distribution network. “When we acquired Lloyd, it was a value for money brand and it was going into a certain channel that was not selling mass premium products,” Gupta says. “That means Lloyd was not available at stores such as Vijay Sales or Croma or Reliance Digital. While we want to continue to retain those existing channels, we also want to expand the distribution channel. So the right investments are being made.” The company also brought in new brand ambassadors, including actors Ranveer Singh and Deepika Padukone from March this year, in addition to Mohanlal and Mahesh Babu.

“Even in a slow market, Anil and his team have maintained their push on branding and marketing, which I think will stand them in very good stead,” says Devangshu Dutta, chief executive of retail consultancy Third Eyesight. “The Indian market is growing, though the pace may increase or decrease at different times; strongly establishing brands in the minds of the consumer and the distribution network is the best moat to build against competition, both domestic and international, now and as the market grows in the future.”

Gupta reckons that the results are beginning to show. “I think there is a huge transition in the minds of the trade and the consumer that Lloyd is a good quality product coming out the Havells portfolio,” says Gupta. “Havells does not call itself a luxury player. At the same time, you are not compromising on technology because you want to sell a cheap product, but you’re giving the right technology to the consumer at the right

price.”

Pai says that Gupta, like his father, spends a lot of time with the distributors. “He has a wonderful team and is very detail oriented. Yet, despite all the success, he remains simple and humble.”

Meanwhile, Gupta has also divided the businesses at Havells into four major categories, with separate business heads to look after these businesses. These include the building circuit protection business, cables, electrical consumer durables and a lighting business that also includes consumer lighting and professional lighting.

“We are a very entrepreneurial organisation,” Gupta says. “Even this personal grooming business [launched in 2017] was just like a start-up. Havells is a culmination of a huge number of startups over the last 20 years. We invest in the business for two or three years; once we have the results, we ramp it up.”

The company is currently number two in the fans segment, number two in the personal grooming category and number one in the geyser market and the premium lighting category. Much of that is largely due to the group’s philosophy of making it to the top three in the first five years of starting a category. “We have a plant in Rajasthan that manufactures 700,000 water heaters in a year. We have only 70 people in that factory. So it’s highly automated with huge investments. But many people [other industry players] still want to get it [the process] outsourced.”

Now, as the company looks for growth over the next two decades, it has also been busy ramping up its rural distribution network, to tap into the growing demand in the country. Over the past few years, India has laid much focus on rural electrification, with the government claiming near 100 percent electrification of villages.

“Within two-and-a-half years, we have set up a completely new rural distribution network. Electrification has already reached all the villages now, and those people will be buying more and more electrical products in the future. Already, in the last one-and-a-half years we’ve set up close to 1,500 distributors and 30,000 electrical products outlets in the rural areas. Within one year we will double this.”

Yet, even as it chases high volumes, Gupta is clear that they won’t venture into offerings that compromise on quality. “Like in fans, for example, there is an economy segment. We don’t want to be a part of that because that is low quality and cheap quality. If you compromise on quality in electrical products, either you’re compromising on safety or on electricity consumption. We want to be an energy-saving producer of products. We want to be highly reliable for the consumer.”

So where does Havells go from here? “We are getting ready,” Gupta says. “We’re trying to tune out the noise around this whole slowdown so that we continue to invest. The markets will be tough and our growth may not be 20 percent as earlier. But even if we grow at 10 percent, we are happy with that.”

Source: forbesindia