Understanding the Indian Retail Customer—in Bits and Bytes!
How India’s innovative organized retailers can leverage data-driven analytics to capture market share and build long-term customer relationships
By Gaurav Govil, Rajesh Balaraman, and Vinod Nair

Organized retail in India is expected to grow at an astronomical pace over the next four years, making it critical for companies to differentiate themselves in a highly competitive environment. Retailers can use a datadriven approach to create a competitive advantage by better understanding customers and their needs. Retailers should overhaul/build their data analytics capabilities now if they hope to remain ahead of the curve.

. product selection. . and other key elements of the overall strategy. . the government has been forced to carefully examine the long-term implications of organized retail in India. .. Partner. . . . . . and retailers in India that define and implement a customer analytics approach now will maximize their opportunity to achieve significant increases in revenue and margins as other retailers play catch-up. a retailer will build a solid platform for making and reviewing strategic decisions. . . . continues to attract significant investments and interest from leading national and international retail players. an approach that includes the ability to: • Identify the customer data that needs to be captured. at a 12-percent annual growth rate (Figure 1. . 12 14 . 3 6 7 Successful Retail Models: Low-Cost vs. . Value-Centric . . table of contents Introduction . . . . . . . Every aspect of a retailer’s P&L statement is impacted by retail analytics. According to independent estimates. store formats. . . experience. . promotions. . Organized retailers in India today remain primarily focused on the essential building blocks of a successful retail model (e. . This paper captures Diamond’s research. For more information contact: Vinod Nair. and capabilities in the use of data analytics to drive revenue growth and bottom-line improvements in the retail sector and proposes a clear and detailed approach that organized retailers in India must adopt to develop and implement this capability.Introduction Organized retail. As a result. Data Analytics for a Value-Centric Model . . . . the retail sector in India is poised to grow from US$270 billion in 2006 to $427 billion by 2010. page 3).g. • Define and implement the appropriate retail technology and processes to capture this data. . It has also generated considerable opposition from small traders and shopkeepers who are worried about the impact of large-scale organized retail on their businesses. Diamond believes a strong customer-datadriven analytics approach will become a key driver of success in the Indian retail market. . . . developing optimal procurement models and supply chain infrastructure.nair@diamondconsultants. lowering costs. . . one of the most notable emerging sectors of the Indian economy. . .2 Retail in India . . But often overlooked is the need to develop a continuous understanding of the Indian customer’s preferences and buying behavior—information that can be used to maximize customer lifetime value (CLTV). marketing. and implementing operational improvement initiatives across the business. . A step-by-step approach may be required to build the skills and infrastructure necessary to achieve this customer 2 . . acquiring prime retail space nationwide. . and • Analyze the customer data to extract valuable insights that can drive store location. . . and managing store operations). . designing appropriate store formats. India Practice vinod. The Way Forward for Indian Retailers Conclusion . By developing robust customer analytics capabilities. . . pricing.

3 270 230 206 2% 4% 85% 88% 98% 96% 94% 6% 427 15% Comparison with Other Countries (2006) India has tremendous potential for growth in organized retail. India. Russia. The most obvious indication is the rapid rate at which new retail space is being built—forecast to grow from 32 million square feet in 2005 to 400 million square feet in 2011. Brazil S. India’s organized retail sector is also moving at a fast pace. with organized retail expected to contribute 15 percent of total retail revenues. Africa Vietnam China India Unorganized Conversion Rate Used: US$1 = INR 40 Source: Industry reports. However.S. and China) indicates the expected steep growth in organized retail in India. retailers are focused on developing regional Evolution of Retail in India and the Organized-Unorganized Divide Retail Market in India (US$ in billions) Projected CAGR. and changing customer preferences. respectively. The emphasis is on acquisition of retail space across the country in preferred locations. Following space acquisition. The Indian retail sector had been dominated so far by the 12 million1 small retail outlets (part of the unorganized sector) spread across India. A comparison among BRIC countries (Brazil. Diamond analysis Figure 1 3 . 6% 22% 35% 20% 85% 75% 94% 78% 65% 80% 15% 2002 Organized 25% 2004 2006 2008F 2010F U. Focus on Fundamental Building Blocks Retailers in India are presently focused on the essential building blocks of an organized retail model. to 20 percent and 75 percent of the total retail market in 2006. aided by improving infrastructure. 2006–2010: 12% 360 12% 6. China and Brazil took 10 to 15 years to raise the share of their organized retail sectors from 5 percent when they began.Retail in India Growth of Organized Retail India’s retail sector generated total revenues of approximately $300 billion in 2007. a booming economy. the sector is expected to grow at a CAGR of 12 percent to $427 billion by 2010 (Figure 1). of which the organized sector constituted only 6 percent. at an annualized growth rate of 52 percent.

The Indian organized retail sector currently employs more than 21 million people. long-term success will require deep insight into the customer’s psyche. However. Organized retailers have made significant investments in IT infrastructure. sustainable competitive advantage. page 5). Organized retail currently occupies about 90 million square feet of retail space and is projected to grow at a CAGR of 50 percent for the next five years (Figure 2. However. it is critical to the long-term success of a retailer in India to build capabilities at the enterprise level that can help develop deep insights about the customer.2 ERP platforms from leading vendors such as SAP and Oracle are being widely deployed by the retailers.07 billion by 2010. A closer look at the current scenario indicates the following observations: • Retail space is one of the most critical building blocks for the majority of the organized retailers in India. The preceding factors are vital for the success of any organized retailer in India. Successful international retail models can also offer valuable lessons. Recruiting needs span all levels—from top management to the storefront. Given the rapidly growing market. This figure is expected to grow at a CAGR of 44 percent. to $1.and national supply chain infrastructure.3 which is expected to grow at a CAGR of 10 percent to 15 percent through 2010. 4 . As the market matures. retail space growth has also resulted in steep increases in rental rates in key cities such as Mumbai and the National Capital Region (NCR). retailers appear to be concentrating on getting the basics in place with little or no emphasis on defining and describing the typical customer. • Supply chain management (SCM) is a pivotal area of focus for most retailers in India. Many retailers are also evaluating leading technologies like Radio Frequency Identification (RFID) and Smart Cards for better supply chain and store management. posting annual IT expenditures of roughly $250 million in 2006. • Recruiting and training are also critical factors for retailers to consider. these three areas alone are unlikely to provide a retailer with a long-term.

per month 35% 345 280 22% 205 15% 140 8% 140 110 7% 5% 60 4% 4% NCR Mumbai Kolkata Hyderabad Bangalore Chennai Pune Others Delhi Mumbai Kolkata Bangalore Pune Hyderabad Chennai Source: Industry reports.3 36 2006 2008 CA GR 52 % 26 159 12 90 32 2005 50 14 8 3 2 Channai 10 7 3 Hyderabad 5 12 2006E 2007E 2009F 2011F NCR Mumbai Bangalore Kolkata % Share of Retail Space in India. Diamond analysis Figure 2 5 . ft. in millions) Current and Projected Retail Space (sq. ft. ft. 2007 INR per sq. in millions) 400 6. 2007 Comparison of Real Estate Rentals.Growth of Retail Space in India Growth in Retail Space (sq.

Successful Retail Models: Low-Cost vs. The key proposition to customers in the value-centric model focuses on providing “value for money” by addressing a non-price attribute that is important to the customer. has been the company’s superior understanding of customer needs through its Clubcard Loyalty Program. However. or customer experience.. home market and abroad. both in its U.K. Value-Centric In Diamond’s experience.000 stores. Using customer profiles and transaction data. Wal-Mart’s competitive advantage resides primarily in the company’s “Every Day Low Pricing (EDLP)” strategy. Diamond’s experience with clients suggests that it typically takes retailers two to three years to develop a comprehensive loyalty program that captures superior customer data and develops the requisite analytics skills to extract value from the data. Lower pricing is possible as a result of Wal-Mart’s lower overall costs. customer service. providing sales and transaction data that give Tesco unique customer insights. typically use scale very effectively to lower their overall cost structure (e. Big Bazaar). retailers can begin reaping the benefits of data analytics from an early stage by capturing and analyzing basic customer information. such as product assortment. The Clubcard program helps the retailer identify customers individually. For example: • Target is known for better assortment. worldwide. and • Macy’s is known for better customer experience. • 7-11 is known for greater convenience. Tesco can design and execute targeted campaigns that are reinforced by personalised communications to each Clubcard holder. Tesco is one of the top three international retailers and has more than 2. Walmart. with price as the key value proposition to the customer. 6 . retailers (both inside and outside India) operate under two umbrella models: low-cost and value-centric. A key contributor to Tesco’s astounding success. which the company achieves through a highly efficient supply chain and by sourcing goods in large volumes. convenience. • Nordstrom is known for better customer service. Value-centric retailers also seek to address customer expectations across one or more of these dimensions in a consistent and sustainable manner. the retail giant consistently offers its customers lower prices than its competitors. Retailers utilizing the low-cost model.g. Retailers employing the value-centric model typically address one or more specific customer preferences.

contests • External databases • Consumer surveys. and transaction information. video tracking. it is important to understand the methods of collecting that data. and image studies reveal important trends in shopping behavior. they generate detailed insights into each retail customer. Demographic data can be obtained using loyalty card registration forms. method of collection. call centers. Diamond believes that store-level data can also offer several insights. Each data category serves a different purpose. Key Focus Areas in Customer Data Analytics Data Collection Data Storage Data Analysis Data Warehouse Types of Data • Demographic • Behavioral • Psychographic • Store-level Data-marts Duration of Storage • Grocery transaction data is stored for 2–3 years • Specialty retail product transaction data is stored for 3–5 years • Inventory data is typically stored for a 12-month duration Applications and Vendors • Microsoft and IBM are widely used databases • Oracle. customer data can be divided into four different categories: demographic. Teradata. or direct mail. storage. Data Collection There are three main components of data collection: type of data. Basic behavioral information can be recorded using RFID tags. Once a retailer identifies its data requirements. page 8). An important part of data collection is the feedback received from customers. store-specific.Data Analytics for a Value-Centric Model Indian retailers that want to remain ahead of the curve should consider three distinct data capabilities when designing and implementing a customer analytics engine: collection. field team observations. however. interviews. Companies must ensure they have both in-store systems and external databases to guarantee the quality of the collected data. and Sun Solaris are platforms adopted by many retailers Analysis To Increase Revenue • Increase ticket size and frequency • Optimize discounts • Minimize listed price Methods of Collection • Loyalty program registrations • Web sites. Web sites. and analysis (Figure 3). and external databases. focus groups. electronic traffic counters. and psychographic (Figure 4. Retailers need to seek feedback regularly through market research. market research Mechanisms of Collection • Magnetic cards • Smart cards • RFID • EPoS (Electronic Point-of-Sale) Source: Diamond Management & Technology Consultants To Reduce Cost to Serve • Reduce back-end operational cost • Reduce in-store costs by optimizing resource allocation Data Security and Back-up • Data back-up is a daily practice in most leading retail operations • Centralized databases are designed to withstand most manmade and natural disasters To Reduce Investments • Reduce retention cost by optimizing redemption and reducing promotional cost • Reduce acquisition cost through targeted acquisition and branding Figure 3 7 . behavioral. In addition. and mechanism of collection. Collectively. surveys. contests.

and companies should also ensure that their centralized databases are designed to withstand most manmade and natural disasters. Inventory data is more voluminous than sales data. retailers should. store detailed inventory information for the preceding 12 months and sales information history for the prior 24to 36-month period. Data should be backed up at least once a day. require three to five years of data history. and it is essential that retailers understand at the outset how much data will be stored.The mechanisms for data collection are mainly comprised of Electronic Point of Sale (EPoS). where frequency of shopping is higher. Data Collection: Types of Data Demographic • Name • Age/Birthday • Gender • Marital Status • Employment Status • Household Income • Zip Code • Number of Children • Asset Ownership • Education • Media Preferences • Brand Awareness • Advertising Awareness Behavioral • Frequency & Recency of Purchase • Average Ticket Size • Channel Preferences —Ticket Size & Frequency — Category Affinity • Promotion-Prone behavior —Responsiveness —Promotion code used • Transaction /PoS Data —Date & Time of Purchase —Price —SKUs/ Number of Items —Discounts —Payment Mode Loyalty card registration form collects demographic data Bill generated at PoS provides transaction data Psychographic • Attitudes • Aspirations • Spiritual & Ethical Values • Emotive Drivers • Opinions • Concerns Store Specific • Footfall • Number of Tickets • Returns • Consumer Footpath within Store • Dwell Times at Departments • Transaction Log —Waiting Time —Time to Scan an Item —Time Between Transactions —Payment Type —Transaction Time Surveys can capture psychographic data CCTV to capture in-store movement Source: Diamond Management & Technology Consultants Figure 4 8 . It is desirable to have sales. However. Diamond estimates that these costs can reach up to $30 million in the first year and between $5 million and $10 million during subsequent years. Retailers should also ensure that they have taken sufficient data security and back-up measures. one to two years of data history may be adequate. and Smart Cards. transaction. Magnetic Cards. Data Storage Data storage constitutes a major cost for companies. The biggest stumbling block Indian retailers are likely to face is the large initial investment required to set up robust data collection and analytics capabilities. and then plan accordingly. at a minimum. Therefore. Indian retailers may incur substantially lower costs due to a smaller scale of operations and a lower cost structure for analytics capabilities. In the grocery segment. if not more. while speciality segments. and margin data from at least the trailing season or year. RFID. which have lower transaction frequency and basket content count.

Customer data can also be used to identify. Developing an initial hypothesis and testing the hypothesis require considerable planning and conceptual thinking. Test the hypothesis 4. Retail analytics can be utilized to identify specific. Reducing Costs Executing effective promotions: Data analytics can help retailers manage promotions more effectively. Footfall data across the day can be utilized to execute dynamic allocation of Analysis process 1. The timing and placement of in-store promotions can be optimized based on customer responsiveness to previous promotions as well as their footfall and dwell-time data. track.Data Analysis Data can be analyzed effectively once it has been collected and stored appropriately. Optimizing product and resource allocation: Buying behavior data from external sources can be used for initial allocation of products and resources. An effective data-driven approach can help retailers maximize sales throughout a customer’s lifecycle. Each step is linked to the other. Optimal discounts can be offered using external price elasticity data. Finally. Draw final conclusions X X Y W Z X/ A. making it vital that a retailer performs each step effectively (Figure 5). relevant crossselling and up-selling sales initiatives can enable a retailer to increase sales per customer. which allows retailers to selectively retain profitable customers and “weed out” unprofitable customers. Develop initial hypothesis 2. Data Analysis: Overall Approach Increasing Sales A retailer can increase its customer base by tailoring goods and services to the relevant target segments. Store-specific and PoS data can be utilized to improve current product offerings and services. actionable areas of improvement in order to increase sales and reduce costs. whereas preparing data for analysis and drawing conclusions involve executing these plans. A way to further optimize this approach is by knowing the profitability of each customer segment. while customer profiles of existing customers can be used to acquire new customers using referral promotions. There are four distinct steps during the analysis: • Developing initial hypotheses. External price elasticity data can be utilized for pricing decisions. but Z A X A? Description • Define business hypothesis • Identify key data and analysis needed to prove/disprove this hypothesis • Import data • Group and cleanse data in preparation for analysis • Analyze data—consider multiple scenarios • Detect errors • Confirm/disprove initial hypothesis • Generate new hypothesis • Draw conclusions • Present findings Thinking Source: Diamond Management & Technology Consultants Execution Thinking Execution Figure 5 9 . Prepare data for analysis 3. • Preparing data for analysis. • Testing the hypotheses. Communication channel cost and usage can be monitored to optimize channel utilization once a retailer has store-specific and PoS data. and filter unprofitable customers. and • Drawing final conclusions.

behavior.g. the retailer can begin with basic market basket analysis. etc. The objective of customer analytics is three-fold: to acquire new customers. The result is an ability to deliver personalized marketing. (Reactive) Time Source: Diamond Management & Technology Consultants Figure 6 10 . to retain existing customers. It can also be utilized to allocate products and resources across categories. (Personalized) Capacity to Serve Customers Personalization Collect personal information/preferences and assign customers to segments (with a tiered service level). in-store experts to help customers who are not tech-savvy purchase advanced technology gadgets). (Proactive) Customer Segmentation Market Basket Analysis Target and serve customers based on analysis of aggregated data from like purchase behaviors of other customers. it is driven primarily by customer data (e. psychographic. and services that are most relevant to individuals. demographic. products.. as the name suggests. Enhancing Capabilities Using Customer Analytics Capabilities Gain knowledge of individual customers based on information provided and transaction behaviors. and to maximize customer value.). and ultimately develop a sophisticated personalization strategy to acquire and retain customers.sales people and cash registers.. progress toward advanced customer segmentation. Then market to and serve customers based on assigned segments. Customer profile data can be analyzed to segment customers. which allows for differentiated services (e. which allows for targeted offers to customers based on demonstrated purchase behavior within the segment (Figure 6).g. Based on the depth and quality of information. The immediate retailer benefit from collected customer information is market basket analysis. Customer analytics is one of the specific domains under retail analytics and.

conversion rate. Additional analyses indicated potential issues around physical access and ease of shopping for customers of the hypermarket. Footfall Trends – Mall vs.000 60% 100. and analyze detailed customer information. Diamond’s customer data analysis helped the client understand the value of building a robust Customer Relationship Management system.000 0 80% Conversion Rate – Hypermarket 70% 62% 58% 66% Drop in conversion rate during rebranding 65% 70% Commencement of divergence between mall and hypermarket 50% 50% 53% 53% April May June July Mall Aug Sept Oct Nov 40% April May June July Aug Sept Oct Nov Hypermarket Source: Diamond analysis Figure 7 11 . Analyses of footfall information (Figure 7) clearly indicated a significant divergence in footfall numbers between one of the hypermarkets and the mall where it was housed. basket size. The qualitative analyses included understanding customer feedback. The mall had a number of high street/ high-end brands catering primarily to the upper middle-class segment. and evaluating recent changes in terms of access or demographics of the surrounding area for the hypermarket. Analyses of the conversion rate trends showed that the conversion rates dropped significantly over a three-month period.000 200.000 50. and pricing. store. while the hypermarket was positioned to serve the regular middle-class segment. This coincided with a rebranding effort by the hypermarket and could be attributed to a potential mismatch of customer expectations and the hypermarket’s new value proposition.Case Study: Stimulating Sales at Hypermarkets Diamond worked with a leading retailer in India to define specific actions that would stimulate sales at the company’s hypermarkets. The client has begun defining a comprehensive CVM/CRM strategy and is also developing a customer loyalty program that will help collect. analyzing competition. A comprehensive framework was used to analyze key drivers of revenue such as footfall. fill rates. The retailer was particularly concerned about stagnant sales over a six-month period at its hypermarkets while the overall organized retail market seemed to be growing at a significant rate.000 150. The Diamond team looked at root causes for the stagnant sales from both a quantitative and qualitative perspective. manage. and bill value. In addition. promotions. the analyses included specific aspects of the hypermarket’s operations including inventory management. In addition to identifying the root causes for the client’s stagnant sales. Hypermarket 250. Qualitative analyses revealed that a large part of this divergence could be Customer Data Analysis attributed to the difference in the target segments of the hypermarket and the mall.

promotions. margin. as time progresses.g. customer loyalty program) to capture information about their customers at an individual level. Phase III: Within 12 to 24 months of operations. etc. pricing. shopping behavior data. page 13). retailers will have more historical data to identify trends. This data will serve retailers on three key levels: • Retailers will be able to segment their customers and. and promotions to further improve sales and maximize customer value. 12 . will be able to serve each customer segment accordingly. Retailers can capture several types of data—such as sales. • Store layout and product placement can be optimized using customer information. noting that data availability will be a key driver for each phase (Figure 8. retailers should implement fullfledged customer programs (e. which can then be used for demand forecasting and resource allocation. Retailers in India that apply this phased approach will move ahead of the pack as the market experiences radical growth in the coming years.The Way Forward for Indian Retailers Diamond recommends that Indian retailers build their data analytics capabilities through a phased approach. Retailers may also optimize the margins on various SKUs by conducting variance analysis using different parameters: value.. thus. Finally. Phase II: Within six to nine months of commencing operations.g. and shopping baskets. seasonality data. customer feedback. geo-demographic data. Phase I: During this initial phase. volume. and secondary research information from outside agencies and the government (e. Data from these sources would assist retailers in identifying their initial target segment and format. etc. • Targeted marketing and promotions can be done based on the requirement of the customer segment. In addition. footfall. retailers should start utilizing their in-store data to improve operations. and time-of-purchase—which together will help retailers refine their product assortment. pricing.. basket. inventory management. it will help retailers decide on initial layout. retailers should primarily rely on a combination of primary research conducted with the help of external agencies.).

etc. and shopping baskets. returns. etc. shopping seasonality. transaction data is utilized to improve operations and the effectiveness of promotions • Historical PoS data is used to identify trends in sale. value. margin. and dwell-time data • Dynamic allocation of resources based on store traffic mapped • Optimize margin for different SKUs by performing variance analysis • Demand forecasting based on historical sales. cross-selling and up-selling. channel preferences. These trends are then used to carry out demand forecasting. etc. and category-level data. etc. discount. Phase III • Two years into operation. strategic decisions such as branding and pricing made based on external data Phase II • Within six months into operation. promotions. basket contents.Phased Approach to Retail Analytics Analysis & Insights • Optimal product and resource allocation decisions based on buying behaviors of target consumers • Pricing decisions taken with external price-elasticity information • Timing and placement of in-store promotions determined based on consumer responsiveness to previous promotions. transaction data. • Margin information is used to conduct variance analysis with volume. based on shopping basket and profile information • Low-frequency customers are tracked and targeted to encourage more visits • Unprofitable customers identified and filtered Data Requirement • External Data: geodemographic. etc. Phase I • Assumption: Business model and targeted customer base selected. average ticket size. footpath. • Demographic Data: profile information of customers • Behavioral Data: frequency and value of purchase. Source: Diamond analysis Figure 8 13 . postcluster analysis • New customers of similar profile acquired through referral promotions • New products introduced by life-stage mapping and gap analysis • Personalized promotions to cross-sell and up-sell. resource allocation. • Historical StoreSpecific Data: historical data of transaction. initiatives such as loyalty programs are launched to track individual consumers • Above information is then used to do targeted marketing. etc. and traffic data • Store layout optimized for shopping based on product correlation inferred from market basket analysis • Differentiated services to different segments of customers. • Store-Specific Data: footfall. price elasticity.

propertybytes. Once retailers have identified the necessary customer data. defined and implemented appropriate retail technology and data collection processes. 2006. Implementing robust customer analytics capabilities will provide the retailer with a strong platform to make and review strategic decisions as well as launch operational improvement initiatives across various dimensions. In an environment growing at such a frenzied pace. it becomes crucial for retailers to identify and differentiate themselves on one or more value-centric attributes that will provide them with long-term competitive> 14 . and analyzed the data for valuable insights.Conclusion Organized retail in India is poised to grow at 400 percent over the next four years.investmentcommission. Diamond believes that Indian retailers must adopt a phased approach when developing their customer analytics capabilities.htm> Springboard Research company release. <www. Endnotes 1 2 3 Investment Commission of India. they will see their customers in a different light—and create a competitive advantage that will directly improve both sales and margin. <www. Retailers in India need to look beyond the accepted methods of data collection and analysis because the time for change is now. PropertyBytes. the Indian Real Estate Blog. when the value of customer analytics can be

managing new business launches. market entry strategy development. and enhance operational efficiency. and capitalize on technology. London. The authors would like to acknowledge the contributions of Aishwarya Jayakumar and Srimoyee Mitra. He has worked with clients in India. Rajesh Balaraman is a Principal in Diamond’s India practice with over 13 years of global consulting and industry experience. analytical marketing techniques to improve customer lifetime values. financial services. financial services. proposition development and marketing planning. Prior to joining Diamond. and Mumbai. business process analysis. and manufacturing sectors. sales and margin enhancement programs for hypermarkets. healthcare. and customer relationship management. with offices in Gaurav worked with GE as a six-sigma Green Belt where. inventory management. DIAC uses data to provide clients with rapid insightful analysis of complex operational issues. reduce costs. His clients include leading corporations in the telecommunications. improve operations. 15 . and operations professionals worldwide. About the Authors Gaurav Govil is a Senior Associate in Diamond’s India practice who has more than six years of experience working in the retail. and operational improvement efforts to reduce costs and streamline processes. DIAC helps clients use information and analytics as differentiators in a highly competitive environment. Vinod has focused on issues such as successful market entry strategies. telecommunications. Rajesh has worked in a number of sectors including retail. media and entertainment. He has significant experience in program management.C. technology.About the Firm Diamond (NASDAQ: DTPI) is a premier global management consulting firm that helps leading organizations develop and implement growth strategies. media.. customer value management. Diamond’s Retail practice has worked on a variety of issues including market sizing and growth assessment. Europe. Mobilizing multidisciplinary teams from our highly skilled strategy. technology strategy. retail.diamondconsultants. and media industries. visit www. New York. Their research work on the Indian Retail Sector contributed key insights toward the development of this paper. The Retail practice also works closely with the Diamond Information Analytics Center (DIAC) in Mumbai. automotive. Hartford. the Middle East. and South Africa on a range of strategic and operational issues. Vinod Nair is a Partner at Diamond and leads the firm’s India practice. and manufacturing. marketing. the United States. promotions. Diamond works collaboratively with clients. unleashing the power within their own organizations to achieve sustainable business advantage. product mix. D. and launch support for ongoing growth/expansion and various operational aspects of the value chain including procurement/sourcing. supply chain management. and category management. He has led initiatives on a wide range of strategic and operational issues helping clients increase revenue. among other roles. Gaurav has experience working in the Indian retail sector on a wide range of issues including category management and product mix. To learn more. both Associates in Diamond’s India practice. he led a team that benchmarked and implemented the improvement plan for long-range financial forecasting. telecom. order to cash. Diamond is headquartered in Chicago.

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