According to Global Retail Development Index India is positioned as the leading destination for retail investment. This followed from the saturation in western retail markets and we find big western retailers like Wal-mart and Tesco entering into Indian market. India has the youngest population in the world, which is cornering the lion's share of new employment opportunities in the IT and service sectors, and fueling the demand for lifestyle product and services to dizzy heights. The domestic retail industry, the retail estate developers and the large corporate houses have taken note of it and so have the global retailers and brands. The Indian Government too is seized with the issue and efforts are on to devise a long-term strategy to boost the retailing sector. Organized Retail could well become a major driver of the economy in the years ahead. Rated the fifth most attractive emerging retail market, India is being seen as a potential goldmine. It has been ranked second in a Global Retail Development Index of 30 developing countries drawn up by AT Kearney. The list was developed as a response to requests from retail chains facing saturated demand in most western markets.

Organized retail in India is a decade or so old phenomenon. During the last ten or twelve years, it has progressed well. At the same time, it is facing many problems, challenges, difficulties some are general and others are India specific. The objective of this book is to analyze these problems and discuss future prospects of this sector in India. In addition to problems and prospects, some other important related aspects of organized retailing in India such as politics and organized retail, use of latest technology in organized retail, the impact of organized retail on the Indian economy and unorganized sector, foreign direct investment in organized retail, job and career opportunities in organized retail in India are also included in this work. Broadly, there are six categories of chapters. In the first political and technical category come two chapters that deal with some important and hitherto untouched aspects of organized retail in India such as politics and technology. In the second category are seven chapters on the growth of modern and organized retail in India, its changing faces, its impact on the Indian economy. The third category consists of two chapters that deal with the impact of organized retail on unorganized retail in India. The fourth category also has two chapters on Foreign Direct Investment (FDI) in the organized retail sector in India. Career and job opportunities are the theme of the next two chapters that come under the fifth category. In the sixth and last category are five chapters that explain problems and challenges faced by the organized retail and future prospects of this sector in India. Retailing or retail management is now found a place in the syllabi of MBA programs. Many universities and colleges have initiated new courses in retailing at different levels. Some have started separate and specialized MBA in Retail Management. Pass outs of these programs and courses are providing manpower and human resources to upcoming organized retail outlets like malls, hypermarkets, stores, etc. In other words, the organized retail sector is providing new job and career opportunities to young people. Retailing is emerging a useful and contemporary discipline in Commerce and Management faculties. But one finds a very limited number of books on the organized retail sector in India. The present compendium endeavors to fill this gap. It is hoped that this book will be very useful to the corporate sector involved in the emerging organized retail industry; executives, managers and employees of malls and stores; faculty of educational institutions involved in teaching and students of this new discipline.

Inhaltsangabe:Introduction: The Indian market is one of the key future markets for foreign investors and foreign companies. In 2010 the Indian market is estimated to be as big as the European Union with regard to the number of customers. Moreover, the Indian economy shows solid economic growth since the economical reform started in 1991, and the number of middle class households is continuously increasing. Thus, the purchasing power is rising in India. Hence, the Indian market has huge potential for foreign investment. All in all, the Indian market is a market multi-national companies should not miss because of its future importance. This diploma thesis focuses on India as a destination for Western retailers. The Indian market is especially attractive to Western retailers searching for markets with huge potential and wishing to explore markets which are yet unsaturated in contrast to the home markets of the Western retailers. Both the Global Retail Development Index of 2005 and 2006 rank India as the top destination for Western retailers among the emerging markets with regard to the risk associated with doing business in India and the market attractiveness. India ranks even before East European countries and rising stars like China or Russia because the Indian retail market combines low market saturation with stable economic growth and moderate political risk. However, India is a country with a very complex culture which needs to be considered if a foreign retail company plans to enter the Indian market. India is a country full of contrasts and a conglomerate of diverse cultural influences (Penner 2002; Kreuser, 2002). Thus, Indianizing, i.e. adapting e.g. a retail company s assortment, pricing strategy and approach to personnel management to the Indian market, is the key success factor for foreign retailers in India. To be able to succeed in the Indian retail market, knowledge of the unique characteristics of the Indian market and culture is vital. Thus, this diploma thesis starts with an overview of the opportunities of the Indian (retail) market such as growing consumption and a demographic advantage. The diploma thesis also describes the challenges of the Indian (retail) market such as the weak infrastructure and the challenges the Indian culture provides. Based on this knowledge, the second part of the diploma thesis introduces strategic decisions. Necessary adaptations to the Indian market, regarding e.g. dealing with Indian personnel or [...]

As India's middle class grows and disposable incomes rise, "modern" retail is becoming the next hot sector of the Indian economy. Hundreds of millions of new consumers will join this retail revolution, venturing into supermarkets, department stores and air-conditioned shopping malls for the first time. But instead of just window shopping, many of them will be serious buyers with money to spend. To cater for their needs, established players in the modern retail sector such as Biyani, Raheja and Goenka are being joined by the big names of Indian business - Reliance, Birla, Bharti, Tata etc - who plan to spend billions over the next few years rolling out supermarkets, big-box outlets and specialty stores. At the same time, property developers are getting on with the "malling" of India, and looking for high profile anchor tenants to lure customers. On the sidelines of this Indian retail revolution are big overseas players such as Wal-Mart, which already has a tie-up with Bharti to provide much-needed “back office” support. But what Wal-Mart really wants is the right to set up its own stores in India. The same goes for Tesco, Carrefour, Metro and other international players. While the macro outlook appears bright, the problems are astronomical for India retail industry. There is no reliable cold chain, transport logistics are appalling, there is a huge lack of managerial talent, there is no consistency for quality and quantity of supply, there is political opposition from groups such as market middlemen, the mom and pop "kirana" corner stores have to be catered for, as do the farmers who grow the produce that is integral to a successful retail revolution. How well will these disparate players cope with the various pressures of a dynamic and fast-moving industry?

Retailing has emerged as one of the most dynamic and fast paced industries with several players entering in the market. India's vast middle class and its retail industry are key attractions for global retail giants wanting to enter newer markets. Sound economic growth, rising population, changing life style and rising incomes have generated significant demand for a broader range of retail goods among Indian consumers, presenting a wealth of opportunities for international retailers. Retailing is India's largest industry, accounting for over 10 per cent of the country's Gross Domestic Product and around eight per cent of the employment (FICCI, 2005). Indian retail is expected to grow 25 per cent annually (IBEF, 2007) and it has seen an unprecedented growth for the last 15 years. The inherent attractiveness of this segment lures retail giants and investments are likely to sky rocket with an estimate of Rs. 20 to 25 billion in the next 2-3 years, and over Rs. 200 billion by end of 2010. The Indian retail industry in valued at about $300 billion and is expected to grow to $427 billion in 2010 and $637 billion in 2015. Even though Indian retailing is hailed as a huge sector, in reality, it is not so rosy when compared to the retail scenario in developed and other developing countries. Indian retail is still in the infancy stage, with the retail revolution gaining momentum only in the late 1990's, and there are a number of challenge factors which need to be overcome. Organized retail has a promising future with many avenues and prospects. However, the organised retailers, both global and local, need to acutely observe, analyze and formulate strategies before taking the final plunge headlong. Taking into consideration the success stories of other retail giants that have already made huge inroads in the Indian retail sector, they can chart out a roadmap that would best work for them.

The origins of retail are old as trade itself. Barter was the oldest form of trade. For centuries, most merchandise was sold in market place or by peddlers. Medieval markets were dependent on local sources for supplies of perishable food because Journey was far too slow to allow for long distance transportation. However, customer did travel considerable distance for specialty items. The peddler, who provided people with the basic goods and necessities that they could not be self sufficient in, followed one of the earliest forms of retail trade. Even in prehistoric time, the peddler traveled long distances to bring products to locations which were in short supply. “They could be termed as early entrepreneurs who saw the opportunity in serving the needs of the consumers at a profit” Later retailers opened small shops, stocking them with such produce. As towns and cities grew, these retail stores began stocking a mix of convenience merchandise, enabling the formation of high-street bazaars that become the hub retail activity in every city. In the great sweep of social and retail history, the ‘modern’ shopping experience can be said to have commenced with the appearance of the department store in the middle of the 19th century.