Brands & Sourcing Leaders Association’s Post

Moderator: Suhail Sattar, MD, Hasbro Clothing Pvt. Ltd. & Chairman - Chennai Chapter, Retailers Association of India Panelists: • Kavin Venkatesh, Executive Director, Maybell • Mohit Issrani, Director, KOBLERR FOOT WEAR & ACCESSORIES PRIVATE LIMITED • Pratik Sanklecha, Digital Operations Head, Nuts 'n' Spices - India • Sharon Kiron , Executive Director, Hi-style India Private Limited • Siddhanth A.V.R, Director, AVR Swarnamahal Jewelry Limited Description: This insightful panel discussion, moderated by Suhail Sattar, explores the delicate balancing act of preserving tradition while driving innovation in family-run retail businesses. The panel features next-generation leaders from various retail sectors who share their experiences of inheriting strong legacies and introducing modern practices to their businesses. From overcoming the challenges of modernizing traditional practices to successfully implementing impactful technology, these young leaders discuss how they navigate the complex dynamics of family expectations and business growth. Key Insights: • The importance of earning leadership through demonstrated success and gaining the trust of both the previous generation and employees. • Challenges in modernizing traditional practices, like transitioning from manual processes to digital solutions, and how these changes impact business efficiency. • The role of technology in enhancing customer experience, streamlining operations, and staying competitive in a rapidly evolving market. • Strategies for balancing traditional marketing channels with modern digital approaches to effectively reach diverse customer segments. • Personal reflections on leadership transitions within family businesses and the importance of collaboration across generations. Watch now to gain valuable insights and practical tips from these new-age retail leaders on creating brands that not only disrupt but also dominate the market! 🔔 Don’t forget to subscribe for more inspiring discussions and insights from the world of retail! Click on the link below to watch the full video: https://lnkd.in/gj-33RpX #RetailLeadership #FamilyBusiness #TraditionAndInnovation #RetailTechnology #NextGenLeaders #ChennaiRetailSummit #RetailIndia

A continuous learning curve! How refreshing to read about the incredible pathway of Maharashtra Kolhapur from Chief People Officer at Unilever to CEO of Chanel back in 2021 – Key takeaways from this article were that her leaderships focus from CPO to CEO didn’t change – “It was about being a business leader first – always in the service of our brand,  our customers and our people, to ensure the business thrives.”   When I am speaking to Chief People Officers about their next career move, two key areas often stand out around what they consider to be strengths – building a great team of people around them and creating a culture centred on People and Communication – clearly top priorities for any successful CEO.   With the Chief People officer now a commercially focused role - fundamental in key decisions around the Strategy, Financials and Risk and Compliance, I hope we see more CPOs making the transition to leading the organisation over the next few years. Gemma McDonald Emma Parnwell https://lnkd.in/gqQ9BgSG

Let’s take a trip back to the vibrant 1990s in India!🇮🇳 This was a time of change, innovation, and a booming consumer market.📈 Among the emerging brands was one that captured the hearts of millions with its affordable and quality products. Can you guess which brand this is? Here are some clues: 📍Target Audience: It aimed at middle-class families, focusing on everyday essentials. Expansion: The brand rapidly opened outlets across the country, becoming a household name. 📈Initial Success: It thrived during the early liberalization years, enjoying a loyal customer base. As the market evolved, this brand faced significant challenges: 👥Market Shift: Competitors began to offer diverse and innovative products, changing consumer expectations. 🗒️Management Decisions: The company became complacent and focused on short-term profits rather than long-term strategies. What do you think went wrong?🤔 Was it a lack of innovation, poor management, or something else? Ultimately, despite its initial success, the brand struggled to adapt and had to shut down operations by the late 90s.📉 This story revolves around Dabur's Real Juice, which, while initially thriving, lost its edge due to mismanagement and an inability to keep pace with consumer demands. 🗣️Discussion Time! What lessons do you think modern brands can learn from this story? Have you seen any brands today that seem to be following a similar path?

Did you know that many of your favorite US brands are actually owned by foreign companies? 🤯 From tech giants to fashion icons, this infographic reveals some surprising ownership stories. This infographic highlights the global reach of some of your favorite brands. #globalbusiness #infographic #globalization #brandownership #business 📑 Jaipuria School of Business, Ghaziabad Prof. (Dr.) Tapan Kumar Nayak Nitin Kr Saxena Sahil Gupta Dr.Rajeev Mathew

Consumer Market Growth In India > India is set to become the world's third largest consumer market by 2026, surpassing Germany and Japan and behind the US and China > Affluent individuals with annual income exceeding $10,000 to be around 88million by 2028 > Household spending per capita in India is projected to outstrip other Asian economies like Indonesia, Philippines and Thailand and the gap will almost triple > The share of expense on food has declined in the household expenditure indicating that Indian households are spending more on discretionary items such as clothing, footwear, transport, entertainment etc > The consumer market growth phenomenon will be multifaceted offering opportunities for new, smaller brands while the big players will require to become more nimble and adaptable. source: the economic times Are you ready to capitalize on this big growth opportunity with agile planning capability? Do you have technology and trained resources to make your operations nimble and adaptable to be able to compete? Connect with Anamind to build business planning capability in #finance and #supplychain functions #business  #PredictiveAnalysis Rishi Trivedi Sheetal Yadav Prabir Mukherjee Deepa Seshan Meghanath Reddy Gaurav Mohanty Parikshit Br Vivian Viegas Shwetha Sharath Riya Srivastava Mannatil Geetha Saj Abraham Warambo Jane Rutger Nouwen Praveen Kumar Ather Energy Crown Paints Kenya Plc Stovekraft Limited Bajaj Consumer Care Infra.Market Esme Consumer Samsonite APAC & Middle East Samsonite NIVEA INDIA 3M Uno Minda Levi Strauss & Co.

🥸 A Cult Brand Created By Gandhi 🇮🇳 Every year, on Mahatma Gandhi's birth anniversary I am reminded of a 2003 event, when my ex-boss, Guru and friend Samit Sinha invited Matt Ragas, Ph.D., author of the seminal work "The Power of Cult Branding" to India. 🤝 At a pre- event meeting, while we were brainstorming for a strong Indian example of a #CultBrand, we agreed on #Khadi. It seemed to make the cut as per some key principles of Cult Branding as prescribed By Ragas: 🥊1. Cult Brands often dont enjoy a market leader status, they are usually challengers. 🥊2. Cult Brand loyalists are bound together in a community of deep, almost extreme, passionate sense of belonging. 🥊3. Cult Brands become stronger when challenged by the competition - that makes followers/ fans rise up to fiercely protect against any attack or opposition. 🧵🧶Khadi as a fabric was a challenger against imported material from UK 🇬🇧, it’s supporters made bonfires of clothes from Manchester. 🔥 The 🇮🇳 freedom revolutionaries wore Khadi as a symbol of unity 💪and opposition against the oppressor. ✅ Today it’s a brand that still echoes the war cry of our forefathers who wore Khadi and faced bullets during the Quit India Movement. 🧠 I recall Shouvik Roy too being in the room with us during this enriching discussion! Do add if I missed anything! It's been over two decades.🗓🗓 #Brands #marketing #fandom #culture #nostalgia 10Xer Club IFMR Graduate School of Business - Krea University Great Lakes Institute of Management Gurgaon

Competition and cooperation in the balance has clearly come into view during my course on Competitive and Cooperative Strategy (CCS) under Prof. Rohit Kumar at Indian Institute of Management, Ranchi With rapid transformation of industries in ever-changing dynamics, businesses feel the increasing in competition and simultaneously need to collaborate to stay ahead. Real world examples discussed in class like 👕#Shein and #UNIQLO are fierce rivals in global fast-fashion markets. Whereas Shein disrupts the industry with an agile model driven by data, UNIQLO does high-quality releases of minimalist designs. While both may use digital platforms to reach their customers, the approaches in production and inventory planning illustrate reasons for differentiation in competitive strategy. Also, 🥤#Pepsi and #Coca-Cola (marketing companies) have long engaged in arguably one of the most iconic brand rivalries, where both compete head-on through aggressive marketing and innovation of their products. Simultaneously, however, both brands also collaborate on more industry-wide issues-such as ♻sustainable packaging and health initiatives-that even the fiercest of rivals can find a middle ground when it benefits both parties keeping external influence of regulation and competition on the bay. The blind taste test conducted by prof. was one of the eye opening teaching and taught us what is the real business of these two giants. On the cooperative side, strategic alliances like the 🚗#Renault-Nissan-Mitsubishi partnership, #Maruti-Toyota, #Hero-Honda(in past) such collaborations enable companies to share resources and cut costs; for instance, opening access to newer segment, geographies and innovation in R&D and supply chain management areas could be more effective. The recent merger of 🎞#Disney+Hotstar-Reliance Jio, where the large distribution network of #Reliance #Jio perfectly mixes with the unparalleled content portfolio of Disney+Hotstar to offer a media behemoth that instead of just leading the market, throws barriers across the entry paths of the new entrants like Netflix, Amazon Prime, Sony LIV and ZEE5. Many more cases / examples discussed taught me the importance of cooperative strategy and at last the 🏆#Tata Business Excellence Model gave the glimpse how giants builds another giants. Please share your feedback and views in the comments. #Competitive #Cooperative #StrategicAlliances #BalanceForSuccess #Strategy #IIMRanchi

Excited to share the in-depth report on Decathlon that my team and I completed as part of our PGDM course in Organizational Structure at International School of Business And Media, Kolkata. This project provided us with a unique opportunity to explore how Decathlon's innovative leadership styles, robust employee engagement strategies, and dynamic corporate culture contribute to its global success. A special thank you to Dr. Moumita Roy for her guidance and support throughout this project. Your insights helped us deepen our understanding of organizational structures and their impact on business success. Grateful to have worked alongside such a dedicated team, and looking forward to applying these learnings in the future. #Decathlon #OrganizationalStructure #PGDM #Management #Leadership #CorporateCulture Decathlon Sports India Key Learnings: 1. Decentralized Leadership and Empowerment: Decathlon’s decentralized organizational structure allows local teams to make decisions that align with regional markets and customer needs. This approach fosters innovation and responsiveness, making the company agile in adapting to market changes. 2. Flat Hierarchy and Employee Engagement: The company’s flat hierarchy encourages open communication and equal opportunities across all levels. Employees, known as "Decathletes," are empowered to take ownership of their roles, leading to high levels of motivation, job satisfaction, and innovation. 3. Customer-Centric Mission: Decathlon’s commitment to making sports accessible to everyone is evident in its customer-centric strategies. By offering a wide range of affordable, high-quality products and prioritizing excellent customer service. 4. Sustainability and Innovation: Sustainability is at the core of Decathlon’s business model. The company’s focus on eco-design, responsible sourcing, and reducing its environmental impact is integrated into every stage of its product lifecycle. This commitment to sustainability, coupled with continuous product innovation, positions Decathlon as a leader in the retail industry. 5. Global Expansion Strategy: Decathlon’s strategic global expansion into emerging markets, such as India and China, underscores its ability to adapt to diverse cultural and consumer needs. The company’s hyperlocal approach, combined with its strong online presence and community engagement, has been a key driver of its international success. 6. Work Culture and Inclusivity: Decathlon’s work culture is defined by its passion for sports, inclusivity, and work-life balance. The company fosters a dynamic, supportive environment where employees are encouraged to innovate and collaborate. These insights have provided us with a comprehensive understanding of how organizational structures and culture can shape the success of global companies. Teams: ARUP KUMAR MONDAL, Asish Kumar Sinha, Anindan Mondal Puspita Chatterjee & Priya Prasad

Ambani this & Ambani that?😮💨 But 💰THE MAIN NEWS💰 Isha Ambani might soon acquire the international brand. But which one?? Reliance retail is currently engaged into discussions with Italian beauty brand Kiko Milano regarding the potential acquisition of its operations in India. “This strategy is aimed at bolstering Reliance’s foothold in the beauty market & intensifying competition with key rivals like Nykaa & Shoopers Stop” said the The Times Of India article. Want to know more about this? Here’s the article: What do you think? Write your thoughts down in the comment section.😀

🏏 Aditya Birla Group's TMRW Picks Up 16% Stake in Virat Kohli-Backed Wrogn. Aditya Birla Group’s TMRW has acquired a 16% stake in the fashion brand Wrogn, which is backed by cricket star Virat Kohli. This investment is a strategic move to strengthen TMRW's portfolio in the fashion and lifestyle segment. 💰 Investment Details: - TMRW, a part of the Aditya Birla Group, has purchased a 16% equity stake in Wrogn. - The financial specifics of the deal have not been disclosed. 🚀 Strategic Objectives: - The investment aims to leverage Wrogn’s strong brand presence and celebrity endorsement to enhance TMRW’s position in the fashion industry. - TMRW plans to support Wrogn in expanding its product offerings and market reach. 🔍 Market Impact: - Wrogn, known for its trendy and youth-centric fashion, will benefit from the strategic backing of TMRW, potentially accelerating its growth and market penetration. - The partnership is expected to create synergies between TMRW’s resources and Wrogn’s brand appeal, driving innovation and customer engagement. 📈 Future Prospects: - With TMRW’s investment, Wrogn plans to scale its operations, explore new market opportunities, and enhance its retail presence. - The collaboration will focus on expanding both online and offline channels, offering a wider range of products to consumers. 🏏 Celebrity Influence: - Virat Kohli's association with Wrogn adds significant brand value and recognition, attracting a broad customer base. - The strategic partnership with TMRW is expected to amplify Wrogn’s brand visibility and consumer loyalty. Aditya Birla Group’s TMRW acquiring a 16% stake in Wrogn underscores a strategic initiative to boost its fashion and lifestyle portfolio, leveraging the brand’s strong market presence and celebrity endorsement for accelerated growth. wrogn ltd #AdityaBirlaGroup #TMRW #Wrogn #Investment #FashionIndustry #ViratKohli #MarketExpansion #StrategicPartnership #StartUpNews #BusinessNews #MicroShots