About Aditya Birla Retail Ltd. Aditya Birla Retail Ltd is the retail arm of the Aditya Birla Group‚ a US$ 24 billion corporation with a market capital of US$ 31.5 billion and in the league of Fortune 500 companies. In May 2007‚ Aditya Birla Retail Ltd launched its first store‚ more. in Pune‚ and currently has over 500 stores across the country. With the acquisition of Trinethra Super Retail‚ the company will increase its retail foothold to 300 plus stores with re-branding of Trinethra and Fabmall
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Retail Location Strategies Learning the New Rules for Site Selection Will Keep You Ahead of the Game. Nationwide‚ the retail sector enjoyed robust growth during the first half of the decade‚ due in great part to the continued expansion of big boxes. The excitement‚ however‚ is dying down‚ as several category-killer retailers experience slowing sales. The once-zealous players are becoming more cautious‚ and once again the rules of the game are changing for developers and commercial brokers.
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Retail Marketing | Customer Relationship Management Report | 8744446 | Introduction: Its 2012 an era of recession‚ financial losses‚ downsizing and market saturations but how can one forget ASOS (as seen on screen) whose still busy in breaking the ice between customers and retailers‚ setting new standards into the bug of customer relationship management (CRM). According to a (Mintel 2011) report‚ ASOS was established in 2000
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growth in retail e-commerce. This growth represents an emerging‚ active market for online purchases‚ which Hudson’s Bay must capitalize on appropriately in order to remain competitive and avoid losing market share. Hudson’s Bay lacks in online presence and has failed to optimize their website‚ TheBay.com‚ for online shopping. Although online sales now constitute ~2% of total sales (increasing from $44m in 2010 to $83m in 2011)‚ it remains well below the ~10% average in the retail industry. Major obstacles
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Retail business “759 Store” is the Group’s new line of retail business with reference to the consumption model of Japanese localities. The business is principally engaged in the sales of confectioneries‚ beverages and other packed foods imported from Japan and other regions in the world. The origin of its products mainly includes Japan‚ followed by Korea‚ Taiwan and Europe. We adopt the policy of high turnover‚ wide varieties‚ leisurely shopping environment and desirable service‚ and positioned
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NON-TARIFF BARRIERS Kunj Baheti Roll no.: 6 Prof. Mrs. Amita Johnson M.com‚ M.K.S College University of Mumbai INDEX 1. Introduction 2. Types of Non-tariff Barriers 3. Examples of Non-tariff Barriers 4. Impact of Non-tariff barrier on International trade 5. Non-tariff Barriers in India
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PAKISTAN RETAIL SECTOR: Pakistan retail sector was worth $40 Billion dollars in fiscal year 2012‚ and has been growing at 5.3% in real (inflation adjusted) terms for the past five years. PHARMACEUTICAL INDUSTRY: MNCs have a 53% share in pharmaceutical market. Where as the remaining 47% share is among the local companies. There are total 600 licensed companies in the country. According to the data‚ GSK tops the list among MNCs with a share of 11.59%. Where as‚ Getz pharmacheuticals tops the list
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o How has technology changed the role of retail managers? o How has the technology improved retail management‚ not just how technology has improved? Provide specific examples. o What‚ if any‚ are the downsides to the technology that may present challenges to the retail manager? Effectiveness of Technology Consumers have many choices when deciding where to purchase their goods. While retailer managers are deciding how to win the consumer’s business and increase revenue‚ they are also constantly
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Removing Implementation Barriers Removing Implementation Barriers Henderson & Platt is a financial systems company that sells compatible financial applications (“Case in Point Removing Implementation Barriers‚” 2004‚ p. 1). Intense competition has resulted in Henderson & Platt losing domestic market shares. The CEO believes that strengthening product features and expanding global markets will be the key to the future. To achieve this‚ a new strategy to strengthen their position
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[pic] Retail Loss Prevention: Doing more with Analytics February 2009 DRAFT Abstract T he retail industry is in the middle of an unprecedented economic crisis. All retailers are trying to figure out how to cut costs‚ retain customers‚ conserve cash and more importantly stay in business. Recently‚ the National Retail Federation (NRF) polled readers of its SmartBrief asking them what was on top of their mind. Loss Prevention (LP) came in second only to the overall economy! It is no surprise
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