Index

Sr. No. Heading Page. Contributor

Number
1. Introduction 2-2 Disha
Agarwal
2. Industry 10-14 Meghna
Profile Vijay
3. Company 16-21 Rohitha
Profile Sunaina
4. Operations 23-29 ARS Sashank
management
and Research
Development
5. Marketing 31-36 Disha
Strategies Agarwal
6. Human 38-44 Arun
Resources Sawaiyan
7. Competitive 46-61 Deepshikha
Analysis Singh
8. Finance 63-63 Ayush
9. Conclusion Disha
Agarwal

1|Page
 Introduction

2|Page
Future Group comprehends the spirit of Indian buyers. As one of India's retail pioneers
with numerous retail organizes, we interface and assorted and energetic network of Indian
purchasers, merchants and organizations. The aggregate effect on business is amazing:
Almost 500 million clients stroll into our stores every year and pick items and
administrations provided by more than 30,000 little, medium and vast business visionaries
and producers from crosswise over India. What's more, this number is set to develop.

Future Group utilizes around 60,000 individuals straightforwardly from each area of our
general public. We source our provisions from ventures the nation over, making new
business, affecting jobs, enabling neighbourhood networks and cultivating common
development.

We trust in the 'Indian dream' and have adjusted our business practices to our bigger goal
of being a head impetus in India's utilization driven development story. Moving in the
direction of this end, we are introducing financial changes in networks to enable the Indian
dream to fly high and the 'Sone Ki Chidiya' take off by and by. This approach stays inserted
in our ethos even as we quickly grow our impressions more profound into India.

Future Group is an Indian private conglomerate, headquartered in Mumbai. The company

is known for having a significant prominence in Indian retail and fashion sectors, with
popular supermarket chains like Big Bazaar and Food Bazaar, lifestyle stores like Brand
Factory, Central etc. And also for having a notable presence in integrated foods and FMCG
manufacturing sectors. Future Retail (initially Pantaloons Retail India Ltd (PRIL)) and Future
Lifestyle Fashions, two operating companies of Future Group, are among the top retail
companies listed in BSE with respect to assets, and in NSE with respect to market
capitalization

3|Page
 INDUSTRY PROFILE

By K. MEGHANA

18021141055

4|Page
 Future Group is an Indian private conglomerate, headquartered in Mumbai. The company
is known for having a significant prominence in Indian retail and fashion sectors, with
popular supermarket chains like Big Bazaar and Food Bazaar, lifestyle stores like Brand
Factory, Central etc. and also for having a notable presence in integrated foods
and FMCG manufacturing sectors. Future Retail (initially Pantaloons Retail India Ltd (PRIL))
and Future Lifestyle Fashions, two operating companies of Future Group, are among the
top retail companies listed in BSE with respect to assets, and in NSE with respect to market
capitalization.

The four major industries that FUTURE group falls under are:

1.Retailing
2.Insurance
3. Logistics
4.Media

RETAILING:
Future Group was conceived as a force to drive domestic consumption and capture every
addressable need of Indian consumers. Future Group makes every effort to delight its
customers, tailoring store formats to changing Indian lifestyles and adapting products and
services to their desires. The group is credited with creating some of India's most popular
retail chains, including Big Bazaar that is counted among the Top 15 Most Trusted Brands
in India in studies by The Nielsen Company and The Economic Times Brand Equity.
As modern retail drives fresh demand and consumption in new categories, our strategy is
based on a deep understanding of Indian consumers, the products they want, and making
these products available in every city, in every store format. Future Group offers innovative
offerings at affordable prices tailored to the needs of every Indian household.

 Pioneers in the India's retail space, our formats are household names in more than 250
cities across the country.
 Our stores cover around 22 million square feet of retail space and attract around 500
million customers footfalls each year
 Future Retail Limited focuses on the large sized, value department stores and small
neighbourhood store chains that include, Big Bazaar, Big Bazaar GenNext, HyperCity, fbb,
Easyday, Foodhall, eZone, Foodworld, WH Smith and Heritage.
 Future Lifestyle Fashions focuses on lifestyle fashion businesses with brands & retail
formats like Central, Brand Factory and all.

5|Page
 Future Consumer Ltd is the group's integrated food company with Food & FMCG brands
like KOSH, Desi Atta Company, Golden Harvest and Karmiq. It also has retail formats such
as Nilgiris and Aadhar. FCL also operates a 110 acre Food park in Tumkur.
 Future Enterprises Limited leads the infrastructure and backend services end of the
Group
INSURANCE:

Future Group was considered as a power to drive local utilization and catch each
addressable need of Indian purchasers. Future Generali India Insurance (FGII) Company
Limited is a private general insurance agency in India. The organization is a joint wander
between the Future Group and Assicurazioni Generali. It initiated business in September
2007 and accomplished earn back the original investment in its sixth year of activity. It got
an ISO 9001:2008

confirmation in 2013 and ISO 27001:2013 Certification in 2014. The organization has tie
ups with numerous banks including UCO Bank, Bank of Maharashtra, Laxmi Vilas Bank and
Nainital Bank The organization's portfolio involves protection items classified inside
Personal, Commercial and Social/Rural Insurance. Future Generali India Insurance (FGII)
Company Limited is a private general insurance agency in India. The organization is a joint
wander between the Future Group and Assicurazioni Generali. It initiated business in
September 2007 and accomplished make back the initial investment in its sixth year of
activity. It got an ISO 9001:2008 accreditation in 2013 and ISO 27001:2013 Certification in
2014. The organization has tie ups with numerous banks including UCO Bank, Bank of
Maharashtra, Laxmi Vilas Bank and Nainital Bank. The organization's portfolio involves
protection items sorted inside Personal, Commercial and Social/Rural Insurance.

Starting at 2017, Future Generali has more than 12.6 lakh clients in 125+ areas crosswise
over India. They settle more than 1,80,000 claims each year. They have around 2,000
dynamic corporate customers and more than 6,000 specialists. The organization propelled
'Wellbeing Total', an extensive medical coverage item in 2015. It presented another small
scale protection cover, 'Sukshma Hospicash' in 2016. Around the same time, online select
travel protection items were likewise propelled by the organization.

In April 2016, the organization tied up with 10 medium and little size banks in Kolhapur and
Sangli locale, pointed towards expanding rustic protection entrance. In January 2017, the
organization entered a corporate office tie up with Bank of Maharashtra to advance
engine, home, businessperson and rustic protection items at the 1,896 branches of the
bank. It additionally went into a tie-up with UCO Bank in March 2017. In 2016, FGII

6|Page
propelled I-MoSS, an application for engine assert surveyors for quicker settlement of
engine claims. In 2012, FGII safeguarded the music show by AR Rahman for Rs 4 crore. By
FY 2017, the organization issued 372 film protection strategies, including the acclaimed
film Baahubali 2, which was safeguarded for a total of Rs 200 crore.

Future Group bends over backward to enchant its clients, fitting store configurations to
changing Indian ways of life and adjusting items and administrations to their wants. The
gathering is credited with making a portion of India's most well known retail chains,
including Big Bazaar that is considered as a part of the Top 15 Most Trusted Brands in India
in examines by The Nielsen Company and The Economic Times Brand Equity.

As current retail drives new request and utilization in new classes, our technique depends
on a profound comprehension of Indian customers, the items they need, and making these
items accessible in each city, in each store arrange. Future Group offers creative
contributions at moderate costs custom-made to the requirements of each Indian family
unit.

•Pioneers in the India's retail space, our organizations are easily recognized names more
than 250 urban communities the nation over.

•Our stores cover around 22 million square feet of retail space and draw in around 500
million clients footfalls every year

LOGISTICS:

FSC Contract Logistics (Warehousing and Distribution)

• GST Ready Network over all High Growth Consumption Clusters of India

• Facilities are Built-to-Suit, Multi-client and Scalable

•Deploying worldwide accepted procedures in Technology and Automation; Indianizing

and Indigenizing to suit Indian conditions

•Robust Distribution and Last Mile Fulfillment Network, giving end-to-end arrangements.

FSC Express Logistics (Express transportation administrations) include:

•Safe, secure and all-climate development through a committed armada of containerised

vehicles.

7|Page
•Online, Real time committal following through GPS empowered Vehicle Tracking System

•24/7, Online Customer Portal which offers end-to-end perceivability from get to
conveyance
MEDIA:

Future Group comprehends the spirit of Indian buyers. As one of India's retail pioneers
with numerous retail arranges, we associate a differing and energetic network of Indian
purchasers, merchants and organizations. The aggregate effect on business is stunning:
Almost 500 million clients stroll into our stores every year and pick items and
administrations provided by more than 30,000 little, medium and extensive business
visionaries and makers from crosswise over India. What's more, this number is set to
develop. Future Group utilizes around 60,000 individuals specifically from each area of our
general public. We source our provisions from endeavors the nation over, making new
business, affecting employments, enabling neighborhood networks and cultivating shared
development.

The future gathering had faith in the 'Indian dream' and have adjusted their business
practices to a bigger goal of being a head impetus in India's utilization driven development
story. Moving in the direction of this end, we are introducing financial changes in networks
to enable the Indian dream to fly high and the 'Sone Ki Chidiya' take off by and by. This
approach stays installed in their ethos even as we quickly extend our impressions more
profound into India.

Consistently, Future Group brings numerous items, openings and administrations to a large
number of clients in India. Through more than more than 22 million square feet of retail
space, we serve clients in excess of 250 urban communities the nation over. The vast
majority of all, we enable India to shop, spare and acknowledge dreams and desires to
carry on with a superior personal satisfaction consistently.

8|Page
 Company Profile

By A. Rohitha Sunaina

18021141002

9|Page
FOUNDER

Kishore Biyani CEO, Future Group

Kishore Biyani is the organizer and Group CEO of Future Group. Generally credited as the
pioneer of present day retail industry in India, Kishore Biyani is a coach and good example
for some Indian business people and an idea pioneer in Indian business.

In the course of recent decades he has made and drives a portion of India's most prevalent
retail chains like Big Bazaar, Central, Brand Factory, Foodhall, fbb, among others. After
some time, different retail chains like Nilgiris, Aadhaar, Easyday, Heritage, hypercity and
others have likewise progressed toward becoming piece of Future Group. These retail
chains are available in excess of 250 urban areas crosswise over India and pull in more than
500 million clients footfalls yearly. All the while, he has additionally driven the making of a
wide arrangement of shopper products marks in form, sustenance and hardware space,
that are appropriated through the gathering's retail chains and different other present day
retail organizes in the nation. The gathering likewise made significant interests in
innovation, examination, nourishment handling, coordinations and distribution center
systems, gives mentorship and speculations to numerous Indian business visionaries and
marks and works joint endeavors with Clarks, Generali Group, Hidesign, among others.

An adherent to the gathering's corporate philosophy, 'Modify Rules, Retain Values,'

Kishore Biyani considers Indianess as the center esteem driving the gathering. His
collection of memoirs, 'It Happened In India,' has been converted into various dialects.
Kishore Biyani was conceived in August 1961 and is hitched to Sangita Biyani. They live in
Mumbai with their little girls, Ashni and Avni.

WINNING THE HEARTS OF INDIAN CONSUMERS

Future Group was considered as a power to drive local utilization and catch each
addressable need of Indian buyers .Future Group bends over backward to amuse its
clients, fitting store arrangements to changing Indian ways of life and adjusting items and
administrations to their wants. The gathering is credited with making a portion of India's
most prominent retail chains, including Big Bazaar that is considered as a part of the Top
15 Most Trusted Brands in India in ponders by The Nielsen Company and The Economic
Times Brand Equity.
10 | P a g e
As present day retail drives new request and utilization in new classifications, our
methodology depends on a profound comprehension of Indian shoppers, the items they
need, and making these items accessible in each city, in each store arrange. Future Group
offers inventive contributions at moderate costs custom fitted to the requirements of each
Indian family unit.

•Pioneers in the India's retail space, our arrangements are commonly recognized names in
excess of 250 urban communities the nation over.

•Stores cover around 22 million square feet of retail space and pull in around 500 million
clients footfalls every year

•Future Retail Limited spotlights on the vast measured, esteem retail chains and little
neighborhood store chains that incorporate, Big Bazaar, Big Bazaar gennext, hypercity, fbb,
Easyday, Foodhall, ezone, Foodworld, WH Smith and Heritage.

•Future Lifestyle Fashions centers around way of life mold organizations with brands and
retail designs like Central, Brand Factory what not.

•Future Consumer Ltd is the gathering's coordinated sustenance organization with Food
and FMCG brands like KOSH, Desi Atta Company, Golden Harvest and Karmiq. It
additionally has retail arrangements, for example, Nilgiris and Aadhar. FCL additionally
works a 110 section of land Food stop in Tumkur.

•Future Enterprises Limited leads the foundation and backend administrations end of the
Group.BELIEFS

Future Group was established on a basic thought: Rewrite Rules, Retain Values. This crucial
conviction made another sort of commercial center, everlastingly changing Indian retail.
Today our center qualities keep on guiding how we work together and enhance the
personal satisfaction of the general population we serve.

At Future Group we are focused on being an impetus of positive change in the networks,
social orders and business divisions in which we work. We imagine India's change into the
amazing 'Sone Ki Chidiya' (brilliant flying creature), taking wings by and by to achieve more
noteworthy statures.

11 | P a g e
We take pride in our 'Indianness'. Our faith in comprehensiveness for long haul
manageable development and financial thriving inspires trust among shoppers, workers,
providers, accomplices, investors and the network.

MISSION

We share the vision and conviction that our clients and partners will be served just by
making and executing future situations in the utilization space prompting monetary
advancement.

•We will be the pioneers in developing conveyance arrangements and making utilization
moderate for all client fragments – for classes and for masses.

•We will imbue Indian brands with certainty and reestablished aspiration.

•We will be effective, fetched cognizant and focused on quality in whatever we do.

•We will guarantee that our uplifting mentality, genuineness, quietude and joined
assurance will be the main thrust to make us effective.

QUALITIES

•Respect and modesty in managing everybody inside and outside the association

•Flow by always taking in and being propelled from the widespread laws of nature

•Indianness by putting stock in oneself and doing things the indian way

•Introspection for ceaseless learning, self-improvement and individual brilliance

•Openness and flexibility by tolerating new thoughts and learning, and being proactive in
addressing difficulties rising up out of changing business situations

•Valuing and supporting associations with clients, business partners, partners, networks
and the general public authority in thought and in business

•Simplicity and inspiration to cultivate development, speed and creative energy

12 | P a g e
Future Group is a corporate gathering and almost the majority of its organizations are
overseen through its different working organizations in view of the objective divisions. For
e.g., retail grocery store/hypermarket chains Big Bazaar, FBB, Food Bazaar, Food Hall,
Hometown and so forth.

Are worked by its retail hand, Future Retail Ltd, while its form outlets Brand Factory,
Central, Planet Sports and so forth. Are worked by means of another of its auxiliaries,
Future Lifestyle Fashions. With these many mold outlets and grocery store, the gathering
likewise advances separately, its form brands like Indigo Nation, Spalding, Lombard, Bare
and so on., and fmcgs like Tasty Treat, Fresh and Pure, Clean Mate, Ektaa, Premium
Harvest, Sach and so forth. It additionally has working organizations to provide food
particularly to inside monetary issues and counseling inside its gathering of organizations.

On May 2012, Future Group reported 50.1% stake offer of its mold fasten Pantaloons to
Aditya Birla Group with a specific end goal to pay off its obligation of around ₹80 billion
(US$1.2 billion) To do as such, Pantaloons design section was demerged from Pantaloons
Retail India Ltd; the last was then converged into another backup—Future Value Retail
Ltd—and rechristened Future Retail Ltd

On November 21, 2014, Future Consumer Enterprises Ltd. Gained the 98% from Actis
Capital and different promoters. With that, Nilgiris is a completely claimed backup of
Future Consumer Enterprises Ltd (FCEL)

Future Group's working organizations arranged by focused markets.

Future Group retail benefits arranged by working organizations

 Wholesale
 fbb KORYO (Chinese Re-marking)
 Future Lifestyle Fashion Ltd
 Aadhaar
 Central
 Nilgiris
 Big Bazaar
 Heritage Fresh
 Food Bazaar
 HomeTown
 E Zone
 Foodhall
 HyperCity
 Brand Factory
 Planet Sports

13 | P a g e
STRATEGY

A new normal is being defined in the Indian consumer market every day. With far-reaching
socio-economic changes that India has undergone in the last decade, the drivers in urban
and rural India are maturing fast. With a growth strategy tempered with localization and an
inclusive business model, Future Group is an integrated consumer goods organization that
offers a wide range of consumer goods brands that are distributed through its own retail
network that are spread in every state of the country.

Company’s integrated consumer goods play captures almost the entire end to end value
chain in the food, FMCG and fashion sectors. As modern retail drives new demand,
efficiency and consumption in new categories, our strategy is based on our deep
understanding of Indian consumers. We understand the varied buying behaviour of the
Indian consumer across regional diversities, ethnicities, professional groups, and are
constantly innovating to craft strategies that address the subtle differences.

Future Group's strategy is aimed at achieving inclusive, sustained and profitable growth
with three levers

1) Customer Orientation:

The bottom line in each of our retail success stories is "know your customer". An insight
into the soul of Indian consumers - how they operate, think, dream and line - helps us
innovate and create differentiating functionally.

2) Continuous Innovation:

As India's leading integrated consumer goods organization, company understand the

importance of innovation. We integrate data science, technology, design thinking and deep
consumer insights to cater to the fast changing needs and aspirations of India’s diverse
consumer goods

3) Collaborative Transformation:

Creating a collaborative environment combining its strengths with its suppliers and
vendors helps us create immense value for our customers which in turn fosters mutual
growth.

14 | P a g e
Operations Management and
Research & Development

By A.R.S. SASHANK

18021141001

15 | P a g e
 FSC (Future Supply Chain Solutions Ltd.) hains

India's first fully integrated and IT enabled end- to- end Supply Chain and Logistics service
provider in India. It provides services to large corporate in Food & FMCG; Apparels,
Footwear & Accessories; Consumer Electronics & Hi- Tech; Automotive; Pharma and Light
Engineering domain.
Promoted by Future Group and Fung Capital, FSC has been a pioneer in modernizing supply
chain and logistics by implementing global best practices in the Indian context. This has
enabled FSC to provide customized Supply Chain Solutions & Services which reduce Time-
to- Market and Cost- to- Market of customers.

Future Supply Chains Offerings:

FSC Supply Chain Solutions team studies the business imperatives of customers and
designs customized supply chain solutions in collaboration with the customers like:
 Supply chain consulting to define business needs and logistics opportunities.
 Distribution and Transportation network analysis and design
 Warehouse and Facility modelling and layout, including evaluation of Infrastructure and
mechanization needs
 Evaluation and implementation of Technology.
 Labour management opportunity assessment.
 Operational analysis and improvement
 3PL capabilities of high-end Warehousing, Express and Customized Movement Solutions.

FSC’s Service offerings include:

FSC Contract Logistics (Warehousing and Distribution)
 GST Ready Network across all High Growth Consumption Clusters of India
 Facilities are Built-to-Suit, Multi-user and Scalable
 Deploying global best practices in Technology & Automation; Indianizing and Indigenizing
to suit Indian conditions
 Robust Distribution & Last Mile Fulfilment Network, providing end- to- end solutions

16 | P a g e
 FSC Express Logistics (Express transportation services)
 Safe, secure & all-weather movement through a dedicated fleet of containerized vehicles.
 Online, Real time consignment tracking through GPS enabled Vehicle Tracking System
 24/7, Online Customer Portal which gives end- to- end visibility from pick- up to delivery

STRENGTHS:
 Technology and Automation
 Distribution Network
 Comprehensive Solutions
 Infrastructure

1. Technology & Automation

Adoption of technology and automated processes differentiates us within the supply-chain

management industry in India. FSC are at the forefront of automation solutions for
meeting client-specific needs in India. They have made investments to implement
automated technology and processes in order to increase capacity and operating
efficiency, thereby improving the profitability and allowing them to customize services to
suit their requirements and those of our customers.

FSC have adopted various technologies and automation in the business, including (i)
“Dynamic Put-to-Light” (PTL) sorting system, which is an effective sorting technology

(ii)Radio-frequency-enabled Warehouse Management System (WMS) that coordinates

across receiving, put-away, and put, pack and dispatch processes in our distribution centre
operations

(iii)Transport Management System (TMS), which provides shipment-level visibility from

pick-up, to delivery, to billing as well as routing solutions, and is also linked to our
enterprise resource planning system

17 | P a g e
(iv)Vehicle Tracking System (VTS), which enables our customers to track their goods online
and in real-time while in transit.

(v) A high-speed cross-belt sorter at our distribution centre in MIHAN, Nagpur, which was
the first of its kind in India, and which has increased our sorting capacity in the distribution
centre to approximately 2,000 cases per hour (which is over three times more productive
than traditional, non-automated sorting) without having to increase physical storage.

(vi) Remote access to our delivery vehicles.

(vii) A real-time data logging system that enables us to monitor temperature variations in
our distribution centres and our reefer trucks used in our temperature-controlled logistics
business

2. Distribution Network

One of the largest service providers with an extensive network of strategically located
facilities in a fast-growing third-party logistics market.

Their extensive network of 46 distribution centres, including 4 temperature-controlled

distribution centres, 14 hubs and 105 branches across India (including franchisees and 13
of which are co-located on the same premises as our hubs) covering 11,228 pin codes
across 29 states and 5 union territories creates a pan-India supply chain network. The
locations of the facilities and delivery network enable us to provide our customers with
access to multiple destinations for booking and delivery of goods across India. Most of the
locations and delivery vehicles are leased, which enables us to scale the operations quickly
in order to adapt to changing industry conditions and environments and customer needs.

They believe that this scale enables to take advantage of the benefits of automation across
our service offering. They believe this also enables us to reduce costs and increase our
margins. FSC also believe that their operations, reliability, improvement and advanced

18 | P a g e
technology implementation differentiates them from their competitors, as evidenced by
our various industry awards and accreditations.

3. Comprehensive Solutions

Comprehensive solution for a wide range of supply chain requirements.

The supply chain solutions cover a range of third-party logistics services, including contract
logistics, express logistics and temperature-controlled logistics. They also provide end-to-
end customized logistics and supply chain solutions that they create in collaboration with
our customers’ requirements.

FSC believe that ability to manage the complete supply chain enables our customers to
reduce the number of service providers they engage. In addition, we believe that we are an
integral part of our customers’ supply chain operations, since substitution of logistics
service providers, especially with respect to contract logistics, can be costly and time-
consuming to customers.

FSC logistics offerings also present us with cross-selling opportunities, which we believe is a
key driver behind our ability to enhance our value proposition and strengthen our
relationships with our existing customers.

4. Infrastructure

FSC’s distribution centres have a mix of the following key features, including building
heights of 7 to 12 meters; quality flooring, insulation, louvers, multiple air changes and
ventilation to combat extreme temperatures, preserve customer inventory and maintain
quality working conditions; G+7 “Selective Pallet Racking System” and G+4 “Multi-Tier
Shelving Storage System”. The distribution centres have multiple air changes, ventilation,
thermal insulation and louvers on top and all side walls to counter extreme temperatures,
thus creating better working conditions.

19 | P a g e
FSC operates two temperature-controlled warehousing facilities located in Mehsana,
Gujarat and Kashipur, Uttarakhand which can maintain perishable goods in the frozen,
chilled and ambient environment.

FSC has also developed a pan India distribution network of Transport Hubs and branches
with infrastructure of pallets, material Handling Equipment & packaging solutions. A
dedicated fleet of GPS enabled containerized vehicles of multiple capacities is deployed for
pan India movement.

RESEARCH AND DEVELOPMENT

FUTURE C&D

Kishore Biyani-led Future Group has launched the Future C&D (consumer and digital) Lab in
Bangalore. The initiative will focus on the consumer and digital space to bring in next
generation innovations using artificial intelligence, big data analytics, block chain, Internet
of Things, robotics and allied technologies.

Future Group’s Consumer and Digital Labs (C&D Labs) is the data, technology and
innovation platform of Future Group, based out of Bangalore and are focused on
accelerating the realization of Future Group Businesses’ digital strategy.

C&D Labs’ vision is to create the next wave of consumer and retail innovation. We leverage
Data Science to build a personalized experience for our customers. Our advanced digital
products enable the Group’s retail customers to shop anything, anytime and anywhere.
We endeavour to co-innovate with start-ups, research institutions, incubators, accelerators
and the likes for collaborative solutions to build disruptive consumer experiences and
accelerate the implementation of the strategic initiatives.

Future C&D takes pride in high-performance teams with unified vision and driven by the
goal of redefining retail innovation. They collaborate, challenge and explore to achieve
outstanding results that transform the ecosystem. Their Corporate culture encourages in

20 | P a g e
breaking down the barriers and leaving no stone unturned for designing futuristic products
and solutions or solving problems. The teams enjoy the best of both worlds: the agility of a
start-up and the stability of a big company.

Their core values are

 Openness
 Adaptability,
 Continuous Learning and
 Building valuable relationships

The idea is simple:

“Rewrite Rules, Retain Values”

21 | P a g e
 Marketing Strategy

By Disha Agarwal

18021141038

22 | P a g e
Advertising methodologies fill in as the key supporting of showcasing plans intended to fill
showcase needs and achieve promoting destinations. Plans and targets are for the most
part tried for quantifiable outcomes. Normally, showcasing procedures are produced as
multi-year designs, with a strategic arrangement specifying particular activities to be
refined in the present year. Time skylines secured by the promoting plan shift by
organization, by industry, and by country, notwithstanding, time skylines are getting to be
shorter as the speed of progress in nature increments. Promoting techniques are dynamic
and intelligent. They are mostly arranged and incompletely spontaneous. See methodology
elements. Promoting technique needs to take a long haul view, and apparatuses, for
example, client lifetime esteem models can be intense in re-enacting the impacts of
methodology on procurement, income per client and stir rate.

Client Profiling:

Client profiling is, depiction of a client gathering or kind of client in light of different
statistic, psychographic or geographic attributes; likewise called customer profile. For
instance, magazine promoting sales representatives furnish sponsors with client profiles
portraying the sort of individual will's identity presented to commercials in that magazine.
The portrayal may incorporate pay, occupation, level of instruction, age, sexual
orientation, leisure activities, or territory of home. Client profiles give the information
expected to choose the best prospect records and to empower sponsors to choose the
best media. Client profiling is for the most part done to answer the fundamental
showcasing questions like:

• Who are the clients?

• What kinds of individuals are pulled in to various contributions?

• What sorts of individuals live close to store area?

• What sorts of individuals live in a given geographic region?

• Where do certain sorts of individuals live?

Inferable from this thorough arrangement, customers have delighted in advantages of

simple client obtaining, devotion and deals development.

Advertising methodologies of Big Bazaar:

Markdown Selling Big Bazaar offers every one of its items at a substantially less expensive
cost when contrasted with the nearby markets. The scope of rebates ranges from 5 to 60%.
In spite of the fact that the store offers the items at a less expensive rates it doesn't
bargains with the characteristics of the items.

Tremendous No. of Brands Big Bazaar keeps up an immense number of brands under its
arrange which give the clients the freedom of purchasing the result of their most loved

23 | P a g e
brand. This helps the clients as they don't go paying special mind to a result of a specific
brand.

Huge Product Line Big Bazaar likewise stocks a vast product offering of a solitary brand or
various brands which give the clients the decision to choose the most suitable item out of
numerous accessible and no more prudent costs.

Visit Promotional Activities Frequent limited time programs like "Wednesday-Haftey Ka

Sabse Sasta Din", "Form Shows", "Month to month Bachat", "Value Challenge", and so
on were directed in store in which the clients were given exceptional rebates, offers
notwithstanding the ordinary rebates and offers of the store. The primary motivation
behind this kind of exercises is to create in the dull long stretches of the week or of the
month.

Showcasing Strategy of Nigiris:

Limited time exercises and occasions in a shopping centre shape a basic piece of shopping
centre administration. Exercises like nourishment celebrations, craftsmanship displays and
big name visits increment pedestrian activity and thus deals volumes. Sorting out social
occasions has on numerous occasions demonstrated imperative in pulling in buyers to a
shopping centre. Such exercises may likewise go about as a differentiator for a shopping
centre. Engineers can take a shot at drafting promoting procedures for singular shopping
centres to address the issues of the neighbourhood purchaser base and the difficulties of
nearby, and now and again, territorial contenders. Enormous Bazaar is a case of a fruitful
shopping centre driven by great advancements and showcasing shopping centre
administration hones.

Stock Management:

Customers can benefit Merchandise Management arrangements, which permits them

actualize retailing methodologies. Specialists are being named, who utilize able systems to
consider verifiable information, client scorecards and their purchasing conduct. The
retailers choose how to deal with the stock contingent upon the client profiling. The
advantages of the arrangement are -

• Placement of things.

• Mount of stock to be shown.

• Space for particular item/classification.

• Placement of moderate moving things in stock.

• Planning for deals and advancements.

• Display of new stock.

24 | P a g e
Steadfastness Program:

Bases of steadfastness programs Retailers centre around devotion programs since it is

trusted that:

• Loyal clients are less expensive to serve.

• They will pay more for a given heap of products.

• They go about as compelling advertisers for the store's contributions.

Relationship compensates as a component of steadfastness programs. Reward is a pivotal

piece of any steadfastness programs. It must be sufficiently alluring to change the conduct
of the clients.

Each retailer is giving a few or other additional advantages to the clients through these
cards. These cards the contain remunerates as well as the specific retailer ties up with
different brands which gives a few advantages to the dependable clients of the retailer. For
instance, Pantaloons, one of the greatest brands in Indian retail have a Green Card for the
steadfast clients which give benefits like-

• 5 per penny off in array each Friday.

• Fast and premier data about deals and rebates.

• Free of cost adjustments.

• Pick and drop office after adjustments.

Promoting Strategy of T24 portable system

Alliance: This is a unique advancing relationship between a retailer and a telecom manager
in India, and offers control access to countless Group customers through its wide retail
closeness across finished India,‖ Mr Anil Sardana said. ―T24 stays for Talk 24, and was a
trademark choice of brand-name for us in this unprecedented association, one that will
outfit customers with a twofold favored viewpoint each one of the 24 significant lots of the
day—‗Shop More, Talk More' and ‗Talk More, Shop More'. The T24 versatile
correspondence advantage is yet another persuading offering from the House of Tatas,
with respect to Tata Teleservices Limited's communicated focus of continually creating to
rename the telecom inclusion in the country,‖ he included.

Knowing their goal: Shopping and talking on mobile phones are among the two most
adored activities for each one of us in India. With T24, we have had the ability to develop a
momentous customer motivation that joins these interests of the hopeful Indian.

25 | P a g e
Customers will get shopping benefits for talking, and talk-time benefits each time they
shop,‖ Mr Kishore Biyani, Group Chief Executive Officer of Future Group, said. ―We
assume that with our associates, Tata Teleservices Limited, we have had the ability to
develop an isolated offering in the swarmed telecom space and besides augment the
immovability we acknowledge among the countless who put down our stores,‖ he
included.

Forceful Prices: The T24 assess plans will reflect the centered per-second rates being
offered for prepaid customers on Tata Teleservices Limited's GSM compose. Also,
customers will be repaid with free talk-time for each purchase above Rs 500 made at
Future Group shopping outlets. For example, a T24 customer obtaining things worth Rs
2,501 at Pantaloons or E-Zone will stay to get 50 minutes of free talk-time. Similarly, a
customer spending Rs 1,501 in Big Bazaar will get 90 minutes of free talk-time for each
purchase. With respect to TTSL's unfaltering headway, plans will keep creating to offer
continually charming other options to the client. Marketing of Brand manufacturing plant:

Future Lifestyle Fashions Ltd's rebate chain Brand Factory is taking a gander at forcefully
growing its store impression and plans to center around littler towns and urban
communities specifically as a feature of this procedure.

The retail chain, some portion of Kishore Biyani's Future Group, is set to open 40 new
stores to contact the 100-store check throughout the following 8-10 months, said Suresh
Sadhwani, business head of Brand Factory. From that point on, the organization will
include 40-50 new stores every year until the point when it gets to 200, Sadhwani included.

Brand Factory has been in presence for 10 years and has 60 outlets right now, which
implies by and large, it opened six new stores each year. The pace, which grabbed to 10-15
new stores in the course of the most recent year, is set to rise.

Brand Factory works in a space over which it has a reasonable strength, considering
singular production line outlets are the main rivalry in the design reducing market, as
indicated by Ankur Bisen, senior VP at Techno Pak Advisors and another expert who
declined to be named. However, to some degree, the examiners stated, any retailer
offering esteem mold could be translated as rivalry.

They completed a free shopping end of the week. A considerable measure of clients came
to think about Brand Factory

Individuals from littler urban communities where Brand Factory does not have any outlets
headed out to the nearest stores for its free shopping celebration a year ago, Sadhwani

26 | P a g e
said. For example, clients from Belgaum set out to Bengaluru to shop at Brand Factory
amid the occasion.

The enthusiasm from littler urban areas has incited Brand Factory to take a gander at
opening extra Tier II stores. It has officially marked arrangements to open stores in urban
communities, for example, Surat, Gorakhpur, Baroda, Lucknow, Salem and Trichy.

Brand Factory's free shopping end of the week is a limited time occasion where the
organization offers clients soak rebates and gives them free stock, blessing vouchers or
trade retreat its portable wallet. This year, the discount chain’s free shopping festival was
held across the country between 22 and 26 November, and did business worth nearly
Rs450 crore on a gross value basis.

“Overall, we are bullish about this (Brand Factory) model and I see no reason why this
model should not grow,” said Bisen.

In 2016-17, Brand Factory clocked Rs1,045 crore in sales. The unit is the second-highest
revenue earner in Future Group’s Future Lifestyle Fashions division, which includes other
fashion chains like Central and Planet Sports.

Brand Factory stocks products across categories ranging from apparel to sportswear and
accessories. A majority of its revenue comes from sales of men’s apparel, followed by
apparel for women and children. It expects revenue contribution from the footwear
category to grow much faster than the rest, Sadhwani said. Footwear currently accounts
for 4% of the retailer’s total sales and is expected to double over the next two years.

“When online (boomed) one of the categories that was most affected across offline was
footwear. It is easier to buy footwear online than apparel. But it is coming back big time in
the past six-eight months and it looks like the next big category for us. We are banking on
that heavily,” Sadhwani said.

27 | P a g e
Marketing strategy of Clarks:

Shoe retailer Clarks is hoping to up its advanced showcasing methodologies in Singapore

through a portioned battle concentrating on ladies and men who are ground breaking,
vocation disapproved and have a functioning way of life.

This is a fascinating division of customers by Clarks. Their inspiration driving focusing on

buyers who are dynamic and in a hurry is that these gatherings of purchasers are occupied
and continually associated with the others through contraptions and web-based social
networking. In that way, computerized media is probably going to have more shot of
entrance over different types of media.

Fong Wan Kwan, general administrator for South East Asia at C and J Clark, stated:
"Computerized is something which we feel is very pertinent. We need to incorporate that
with an intelligent site for that objective shopper."

Portable showcasing efforts will be taken off with QR codes highlighting as a component of
the intelligent crusades. The organization will hope to use all the cutting edge promoting
procedures and innovations trying to keep the brand new, which is speaking to present day
buyers.

Andrew Martland, leader of Clarks in Asia Pacific, included: "There is a need to draw in
them (the more youthful group of onlookers) through changed media, other than print."

In accordance with our desire to end up the main regular worldwide footwear mark, we
have as of late changed our way to deal with showcasing and circulation over the globe.

As far as promoting, there has currently been a huge change to a substantially more brand-
drove approach as the business perceives that a more engaged local push to fabricate
Clarks' image nearness and situating is required.

We are planning to speak to a more youthful target gathering of people gathering,

connecting with the top notch purchaser portion which acknowledges astounding items
and craftsmanship. As a major aspect of this advertising procedure, Clarks' retail outlets
are assuming a key part, giving basic brand 'contact focuses' for clients searching for a
pleasurable, in vogue, top-end shopping background.

Clarks is as of now testing a fresh out of the box new shopping concession store in
Shanghai which will interest this new, trendy and advanced target client in China.
Moreover, we have opened another age store idea in Beijing Oriental Plaza, one of just
four on the planet which is trying how we breathe life into our awesome British brand for
shoppers.

Internet business additionally assumes a huge part as a business direct in Asia Pacific.

28 | P a g e
As far as dispersion, Clarks is putting fundamentally in its coordination’s activities and IT
foundation. There are presently four, extensive neighbourhood dissemination focuses in
Asia Pacific situated in China (Shanghai), Japan (Tokyo), Malaysia and Singapore enhancing
proficiency, guaranteeing shorter lead times for retail outlets and online business and
enabling Clarks to provide food for the particular requests of nearby markets.

We have rebuilt the business to make four provincial center points: UK and Republic of
Ireland, Europe, America and Asia Pacific to encourage another, showcasing drove vital
bearing.

Beforehand, Clarks has been fundamentally item determined, becoming naturally through
an item/circulation drove system. The Clarks mark has assumed an auxiliary part and has in
this way did not have the consistency, quality and combination required to truly resound
on the worldwide stage.

Clarks has now gotten the wheels under way to construct a premium worldwide brand,
inserting customer and channel division and setting up the correct blend of mold and
premium footwear accumulations to motivate purchasers.

In Asia, Clarks' image history and legacy – especially our Britishness – is a key offering point
and something which we grasp in our promoting efforts

29 | P a g e
 Human Resources

By Arun Sawaiyan

18021141019

30 | P a g e
 Human Resources of Future Group

 Appraisal of all the employees is conducted and suitably rewarded Selects &
recruits’ employees through various sources such as consultancy services, walk-ins,
Referrals, Campus recruitment

 Trains & develops employees through its own specialized training centre known as
Gurukul. Motivates all employees to perform to their best through various
monetary and non-monetary rewards

 Employees are retained by keeping them happy and satisfied through various
schemes of the Company

 Regular and periodic performance

ETHICAL/BEST PRACTICES/POLICIES IN THE ORGANIZATION

RESPECT &
INDIANNESS LEADERSHIP
HUMILITY

VALUING &
INTROSPECTIVE OPENNESS NATURING
RELATIONSHIP

SIMPLICITY &
ADAPTABILITY FLOW
POSITIVITY

Fig. 1: Core Values

31 | P a g e
 1. INDIANNESS: Confidence in ourselves.

2. LEADERSHIP: To be leader both in business & thought.

3. RESPECT & HUMILITY: To respect every individual & be humble in our conduct.

4. INTROSPECTIVE: Leading to purposeful thinking.

5. OPENNESS: To be open to receptive to new ideas, knowledge & information.

6. VALUING & NATURING RELATIONSHIP: To build long term relationship.

7. SIMPLICITY & POSITIVITY: Simplicity & positivity in our thought, business & action.

8. ADAPTABILITY: To be flexible & adaptable to meet challenges.

9. FLOW: To respect & understand the universal laws of nature.

Future Group People Management System

Future Group People management system is built on 5 pillars of people-based growth:

 Culture Building
 Performance
 Management through Balanced Score Card
 People Processes
 Management Processes
 Leadership Excellence

Human Resource Department of Big Bazaar

The HR bureau of Big Bazaar is extremely unique. Representatives are the greatest
quality and resource of any association and the HR dept understands this exceptionally
well.

This is exceptionally clear from the manner in which the HR division handles every one of
its representatives. They take most extreme care to choose, prepare, rouse and hold every
one of the representatives. customized for all They have ceaseless formative the workers.
Right now Big Bazaar Hebbel (Bangalore) is utilizing 150 full time and 60 low maintenance
workers. There are two movements for the workers. The primary move representatives
touch base at 10AM toward the beginning of the day and leave at 7.30 at night, while the
second move workers report at 12.30 toward the evening and leave at the season of Store
shutting (10pm).

32 | P a g e
For any HR movement one of the significant actions is enrolment of the worker. The
accompanying are the principle sources through which Big Bazaar enlist it representatives.

Wellsprings of Recruitment

a) Consultancy Services: For top level administration, workers are selected through private
experts. They are normally named as Departmental Managers.

b) Walk-ins: This is the fundamental source through which Big Bazaar enrols its
representatives. Individuals looking for work for the most part themselves approach the
HR office for work opportunity. Representatives typically chose from this source are named
at the passage level as colleagues.

c) Employee Referrals: This is the other principle source through which workers are
chosen. Competitors who have given their past business as referrals are first met and from
their past manager, feeling is taken about their conduct and execution in the activity. On
the off chance that they get a positive supposition from their past business they are
chosen.

d) Campus Recruitment: Young individuals bring new thoughts and crisp eagerness. Hence
Big Bazaar visits a portion of the rumoured instructive organizations to enlist probably the
most gifted and promising understudies as its workers. Choice Procedure The
accompanying is the choice system that the HR division practices to procure its
representatives.

I) Interview: For section level employments, the applicants are met by a HR individual.
They are gotten some information about their training, past work involvement assuming
any, dialects known and so forth. This is done to assess the competitor's capacity to impart
uninhibitedly and furthermore different aptitudes.

ii) Psychometric Tests: For higher and top level employments, hopefuls are requested to
answer a couple of inquiries which essentially test their sharpness, investigative capacity,
capacity to deal with pressure, good judgment and so forth. This is done as Managers are
required to work under pressure constantly and still keep up a collected mind to settle on
some imperative choices.

iii) Group Discussion: In grounds enrolment understudies are associated with a Group
Discussion, where they will be given a point on which the gathering needs to ponder, talk
about and land at an answer or a choice which is acknowledged by the entire gathering.
Alongside the G D they are additionally given a composed inclination test.

At long last a formal meeting will be directed to survey the general aptitudes of the
understudy.

Acceptance:

33 | P a g e
New workers chose will be allowed a multi day enlistment and preparing program. They
will be given data about the organization's matter of fact, diverse divisions and so on. They
will be educated of their parts, obligations and duties. They will likewise be educated about
the HR approaches and principles of the organization.

The new workers will be on post trial supervision for a time of a half year. After this period
the HR time frame alongside the division supervisor will audit the execution of the
representative. On the off chance that the representative's execution is great and
empowering, the worker's administrations will be affirmed

Wage and Salary:

The workers are compensated reasonably with appealing pay bundles.

•The pay of a representative incorporates fundamental pay. HRA, exceptional recompense,

PF, ESI, Medical and so forth.

• Annual reward will be given at the season of Diwali.

•The workers and their wards are likewise entitled for medicinal treatment in perceived
clinics with cashless hospitalization with whom the organization has tie-ups.

•If a healing centre isn't perceived, the sum spent by the representative will be repaid.

• Along with these every one of the representatives are given a card known as 'Worker
Discount card' (EDC) through which they can purchase any item at Big Bazaar at an
exceptional rebate of 20-30 %.

Abilities:

•Pantaloon by tying with different administration organizations in India has guaranteed

that it has adequate inflow of administrative ability required. Notwithstanding that the
human asset office attempts different preparing and advancement projects to guarantee
that the representatives have the fundamental abilities to release their duties.

•Also another territory where Pantaloon scores over its rivals is its bartering aptitudes. It
has possessed the capacity to guarantee higher edges for itself from the providers.
Additionally the inventory network abilities of the organization are among the best in the
Indian retail area. The organization deliberately legitimizes its sellers. For example,
Pantaloon purchases its dry staples specifically from mill operators for its Food Bazaars; it
is currently trying different things with contract cultivating, as well, to bring down its cost
structure.

Style:

At Pantaloon, strengthening and opportunity of work is plainly obvious. This can be seen
with different classification directors at each store level being enabled with taking all

34 | P a g e
 choices as for their areas of expertise from choosing stock levels to putting in renewal
requests. Out of the Box thinking has turned into a lifestyle at Pantaloon and living with the
change, a propensity. Such a culture in important to run in accordance with the
hierarchical procedure of abusing changing customer yearnings. In the journey of making
an Indian model of retailing, Pantaloon has taken activities to dispatch many retail
arranges that have come to fill in as a benchmark in the business. The administration is
exceptionally powerful and does not centre or focal point of foreseeing future but instead
trusts in making what's to come.

SALARY:

 Total 60 workers in Big Bazaar at Rajkot and around 1,00,000 all over India.
 45 workers are of Big Bazaar and 15 employees are private. The salary of private employees is
 paid by their respective organization. E.g., Mobile, Crockery, Jewellery

Position Salary

Store manager Rs. 65,000-Rs.

70,000

HR manager Rs. 23,000-

Rs.30,000

Head cashier Rs. 8,000 -Rs.

12,000

Cashier Rs.6000

Departmental Rs. 5,100

35 | P a g e
Performance Appraisal:

The HR department conducts performance appraisal of all the employees annually in the
month of April. Big bazaar use rating method to evaluate performance. Big bazaar give
stars to employee and as well as they are awarded on their performance bases.

Based on their performance increments will be given in their pay. In addition to this if
an employee achieves or exceeds the target given to along with their team members will
be provided with attractive cash and other incentives.

TRAINING & DEVELOPMENT

Future gathering train their representative through of the activity preparing strategy
Future gathering has its own particular preparing division for every one of its workers,
known as 'Future Learning and Development Limited' (FLDL). Every one of the
representatives are given preparing for 20 days in a year spread over various periods.
'Gurukul' which is a piece of FLDL offers preparing to every one of the representatives on
different aptitudes like cooperation, commitment train enhancing client benefit and so on
to make them more proficient and profitable .

Advancement and Transfer:

 Future Group offer advancement to its worker on bases of execution of representative and
accomplishment of given focus at given time.
 Future Group exchange its worker starting with one office then onto the next office. In the
event that privately owned business give the staff to their image or item then the present staff
of specific division will be exchanged to another office.
 E.g., Electronic organization give their own staff to offering their item in Electronic Bazaar.

Retail Unions:

The retail associations are no place near being as great. The recently shaped associations
at Big Bazaar. They are battling for better pay, shorter hours, quicker advancements, staff
rooms, instructive and therapeutic offices, and different advantages. The association at Big
Bazaar seeks after higher additions

Maintenance Strategy:

We endeavour to cultivate a sentiment of prosperity in our workers through care and

regard, we have a few organized procedures including representative tutoring and
complaint administration programs which are proposed to encourage an amicable and firm
association culture. Off-site exercises are empowered enhance between close to home
relationship. We likewise recognize the endeavours applied by our representatives by
association a yearly festival called 'Pantaloon Day' where we perceive workers who have

36 | P a g e
demonstrated extraordinary ability, genuineness and devotion. We have actualized a
representative suggesstion program called 'Prerna' where in the worker can give their
recommendations. Each quarter the best proposal got per zone per arrange is granted
prize called "Golden Cap".

37 | P a g e
 Competitive Analysis

By Deepshika Singh

18021141037

38 | P a g e
 Future Group STP

Segment Cost conscious group

Target Group Middle class and upper middle class

Everything to everyone in profitable

Positioning manner

SWOT ANALYSIS OF FUTURE GROUP

Strengths

 Wide presence in India covering almost all major cities and towns.
 Efficient, cost conscious committed quality service.
 High brand equity in evolving market.
 Variety of products under single window increasing the chances of customer time
and choices.
 Has an employee base of over 35,000.
 Everyday low prices, which attract customers, and has a Huge investment capacity.
 It offers a family shopping experience, where entire family can visit together.
 Available facilities such as online booking and delivery of goods.

Weakness

 Dependent heavily on India and is susceptible to foreign players.

 Stiff competition from global players means market share growth is limited.
 Extremely popular means heavily crowded during festive/discount seasons.
Opportunity

 Evolving customer preference in recent year.

 Organized retail is minute in India.
 Global expansion and tie-ups with international brands.

39 | P a g e
Threats

 Global players trying to enter into Indian market.

 Low priced product could be perceived as low quality product.
 Government policies are not well defined in country like India.

Main Competitors of Future Group

1. Reliance retail
2. Birla Group retail

Future Group VS Reliance Retail

Timeline

Biyani entered the retail scenario in 1997 while Ambani waited till 2006 to make his foray
into it. This means that Future Group is twice as old as Reliance Retail in the sector.

Other competitors include Shoppers Stop and the Tata group, both of which started 15
years ago.

Retail space

Reliance has 9 million sq feet of retail space in its via its 700-odd Reliance Fresh stores and
another 290 of its stores are under specialty formats like fashion, lifestyle and jewelry.

Future group has 15 million sq feet of retail space with 204 stores under its value formats,
Big Bazaar and Future Bazaar, accounting for 55% of this value.

40 | P a g e
Leadership Style

Kishore Biyani leads from the front and is heavily involved in the operations on the ground.
He is very much involved in planning and executing. Mukesh Ambani on the other hand has
a passive presence and directs from behind the scenes.
He has a vision which is shared by his leading team handling Reliance Retail but he is not
directly involved.

Corporate Culture

For all of Reliance being a promoter-led operation and Modi’s influence, Reliance Retail is
seen as a collective where a vision has been communicated and the second and third rungs
are empowered. “In Reliance Retail, there are no tall people,” says the Reliance official.

Future group is an entrepreneur led group where KB, as he is fondly known, is a critical
part and key motivator. About two years back, Biyani had moved out of day-to day
operations in the Future Group, and the organization was seen as having lost some of its
energy. He’s back now, and stamping his presence.

Business Strategy

Future which has been around for a long time has to be very cautious due to debts. It is
approaching its future with ideas of consolidation and planned expansions.

Reliance on the other hand continues its great run with massive scaling up in numbers and
size. Aggressive expansion is the key for the company backed by a powerful entity aka RIL.

Intuition Vs Precision

Biyani is back roaming the stores, trying to figure out the Indian consumer and crack the
retail code. In the way he built Future Group, Biyani relied immensely on intuition and on-
the ground observations.

Reliance on the other end derives its success and momentum from precisely planning its
moves rather than going by intuition, a clear difference in approach.

41 | P a g e
Future Group Vs Birla Group Retail

How are the rivals placed?

Aditya Birla Fashion and Retail Ltd (ABFRL), the largest organised retailer of fashion and
apparel in the country, is facing stiff competition from Future Lifestyle Fashions Ltd (FLFL).

In FY17, ABFRL generated revenues of Rs 6,633 crore, a growth of 10% year on year. FLFL
grew at a much faster clip - 17% - with Rs 3,877crore in revenue during the period. For
Q3FY18, ABFRL's revenue grew by 2.8% q-o-q to Rs1,855 crore. Over the same period,
FLFL's revenue jumped 16.4% q-o-q to Rs1,189 crore.

ABFRL became the numero uno in fashion retail after merging Pantaloons Fashion and
Retail (which it acquired from Future Group) with Madura Garments in 2015. It also
acquired fashion brand Forever 21's India operations in 2016. Its bouquet of brands - Louis
Philippe, Van Heusen, and Peter England - is primarily at the higher end of the price
bracket.

FLFL, on the other hand, is better known for its mass and affordable brands.

What's fuelling Future?

FLFL is in the sweet spot of the new goods and services tax (GST) structure: According to an
amendment in October 2017, apparel worth up to Rs 1,000 are taxed at 5%; those above
are taxed at 12%.

However, Rakesh Biyani, non-executive director, FLFL, downplays the role of pricing in the
company's success.

"The movement of our higher-end brands from Central or Brand Factory is [as] fast [as our]
more affordable options," Biyani claims. "It's not GST brackets or mass-market play that is
working in our favor. What is working is our attention to detail about what the consumer
wants."

"India is a country where the weather, festivals, and clothing sensitivity vary from region to
region. Though … consumers are definitely moving towards western apparel, the design
and fabric will need to cater to Indian sensibilities," he adds.

42 | P a g e
An e-mail to Aditya Birla Fashion and Retail seeking its comment didn't elicit any response
till the time of publishing.

Who's winning fast fashion?

The average age of Indians in 2018 is approximately 28 years, according to country-

statistics database Index Mundi. The rising demand for fast fashion among millennials will
help shape the leaderboard in the apparel business.

Here ABFRL would have hoped for an edge thanks to Forever 21. However, the label is
reportedly floundering amid rapidly shrinking sales, forcing the parent company to
downsize it.

Meanwhile, Future Group founder Kishore Biyani has made his own foray into fast fashion
with Cover Story, a private label aimed at younger women. FLFL launched over a dozen
exclusive Cover Story outlets last year.

Verdict: ABFRL has lost its advantage in this vital category and left the field open for FLFL.

Who's winning online?

The two companies differ sharply in their online strategies. After a series of expensive e-
commerce experiments, Kishore Biyani believes it is "stupid to be in the online space".
Right now, FLFL doesn't have a consolidated e-commerce platform of its own.

Aditya Birla's e-commerce foray with ABOF.com also got off to a bad start - last year it
decided to wind up the site. However, it has since relaunched ABOF as a private-label
platform.

43 | P a g e
 SWOT Analysis of the Companies
Under Future Group

 Big Bazaar-

Strength-

 High brand equity enjoyed by Big Bazaar

 State of the art infrastructure
 A vast variety of stuff available under one roof
 Everyday low prices, which attract customers
 Maximum percent of footfalls converted in sales
 Huge investment capacity
 Biggest value retail chain in India
 It offers a family shopping experience, where entire family can visit
together.
 Available facilities such as online booking and delivery of goods

Weakness-

 Unable to meet store opening targets on time

 Falling revenue per sq. ft.
 General perception: ‘Low price = Low quality’
 Overcrowded during offers
 Long lines at billing counters which are time consuming
 Limited only to value offering low price products. A no of branded products
are still missing from Big Bazaar’s line of products. E.g. Jockey, Van Heusen

Opportunities

 A lot of scope in Indian organized retail as it stands at approximately 4%.

 Increasing mall culture in India.
 More people these days prefer to visit big stores where they can find large
variety under one roof

Threats

 Competition from other value retail chains such as

Shoprite, Reliance (Fresh and trends), Hypercity and D mart.
 Unorganized retail also appears to be a threat to Big Bazaar’s business. A
large population still prefers to visit local convenient stores for daily
purchases

44 | P a g e
  Changing Government policies
 International players looking to foray India

Aadhaar Retail

Strengths

 Offering more than 1500 SKUs across broad product lines like processed
food, personal care, general merchandise, appliances etc.
 Also ventured into Wholesale market(cash and carry format) to provide
cheaper access of agricultural inputs, food and groceries to rural Indian
customer
 Pioneer in establishing organized retail in rural region in India
 Strong brand backing and efficient operations
Weaknesses


Present only in a few states compared to retail giants

Lack of organized retail sector in India especially in rural areas

Constant need to implement innovative rural marketing strategies to gain
brand awareness
Opportunities
 Size of rural consumer goods market in India estimated to multiply in the
next few years
 Government investments made in building rural infrastructure such as
roads, electricity etc. to serve as boon for its growth
 Lack of competition in the rural distribution model

Threats

 Weak rural infrastructure existing in the country

 Lack of connectivity of rural regions severely raise operating cost

45 | P a g e
 Finance
By Ayush Khaitan

18021141020

46 | P a g e
Review of Financial Performance of the Company for the year under review

The financial results for the twelve months ended March 31, 2018 are not comparable with
corresponding period of previous year, due to demerger of Home Retail Business
undertaking to Praxis Home Retail Limited and vesting of demerged Retail undertaking
of Heritage Foods Retail Limited and Retail Business undertaking of Hypercity Retail (India)
Limited with the Company.

Sales: The Company’s Sales and Other Operating Income has increased from 17,075.09
Crore in previous financial year to 18,477.97 Crore with Y-o-Y growth of 8.22% for the
financial year ended March 31, 2018. The Company has also recorded Same Store Sales
growth of 9.9% for financial year ended March 31, 2018.

Profit Before tax (excluding one-time non-cash exceptional expense): Profit Before Tax
of the Company for financial year ended March 31, 2018 stood at 615.18 Crore as
compared to 368.28 Crore during the previous financial year.

Interest: Interest & Financial charges out flow has decreased from 204.23 Crore incurred
in previous financial year to 175.38 Crore for financial year ended March 31, 2018. The
decrease in interest and financial charges is on account of decrease in average borrowings
during the year and lower interest rates. The interest & financial charges cover for financial
year ended March 31, 2018 under review is 4.81 times as compared to 2.96 times in the
previous financial year.

Net Profit: Net Profit of the Company for financial year ended March 31, 2018 stood at
11.31 Crore as compared to 368.28 Crore in the previous financial year. The decrease in
the net profit is because of the one-time non-cash expense of 603.87 Crore due to loss on
sale of investments.

Dividend: The Board of Directors of the Company has not recommended any dividend
for the financial year ended March 31, 2018.

Capital employed: The capital employed in the business is 4,382.68 Crore as at March 31,
2018. Return on capital employed (average capital employed) during 2017-18 is 19.33% as
compared to 16.85% during 2016-17.

Surplus management: The Company generated a cash profit of 668.61 Crore for
financial year ended March 31, 2018 as compared to 400.86 Crore in the previous
financial year, registering the growth of 66.79%. The amount is ploughed back into the
business to fund the growth.

47 | P a g e
Equity share capital: The equity share capital of the Company has increased from 94.36
Crore to 100.40 Crore due to 3.57 Crore worth of shares issued to shareholders of HFRL as

per Scheme of Arrangement, 1.86 Crore worth of shares issued to shareholders of

Hypercity as per Scheme of Arrangement, 0.57 Crore worth of shares issued to Cedar
Support Services Limited on conversion of 1,542 Optionally Convertible Debentures and
balance to employees exercising their stock options during the financial year under review.

Net Debt-Equity: Net Debt-Equity ratio of the Company was 0.36 as at March 31, 2018.

Earnings Per share (EPS): The Company’s EPS (before exceptional items) has increased
from 7.81 in previous financial year to 12.45 per share for the financial year ended March
31, 2018.

Cash Earnings Per Share (CEPS): The Company’s CEPS (before exceptional items) has
increased to 13.32 in current financial year in comparison to 8.50 in the previous financial
year.

REVIEW OF PERFORMANCE

During the financial year, the Company had a total income of 18,489.64 Crore. The total
expenditure during the financial year amounted to 17,874.46 Crore resulting in profit
before exceptional item and tax of 615.18 Crore as compared to profit of 368.28 Crore
in previous year. The Profit after Tax for the year under review is 11.31 Crore after
adjusting non-cash exceptional item of 603.87 Crore. FMCG, insurance, warehousing &
logistics, media, textiles and online retailing. The financial results for the twelve
months ended March 31, 2018 are not comparable with previous year, due to demerger
of Home Retail Business undertaking to Praxis Home Retail Limited and vesting of
demerged Retail undertaking of Heritage Foods Retail Limited and Retail Business
Undertaking of Hypercity Retail (India) Limited with the Company. The year 2017-18 was a
very fulfilling year. We have a pan India presence with 1,035 stores in 321 cities in India as
of March 31, 2018 and total retail space of approximately 14.5 million sq. ft. for various
formats of our Company. As on March 31, 2018, we have 285 Big Bazaar / Hypercity
stores, 61 fbb stores, 10 Foodhall stores, 666 small format stores and 13 eZone stores. Our
retail format business is supported by various other businesses operated by Future
Group companies and through Future Group companies’ investments in various ventures
including branded fashion, food & As regards the well-developed formats like Big Bazaar,
fbb, Foodhall, easyday etc., which has received good recognition and also acceptance from
our consumers, we have been able to develop presence across India with good loyal
customer base as of

48 | P a g e
March 31, 2018 of approximately 38 million members across all formats. The business
continues to be driven by growing consumer spending pattern. We strongly believe that
our

increased store presence during the year would help grow faster in coming years. Our
constant efforts to connect with our customers on social sites like Facebook, Twitter etc.
has not only helped in increasing brand building but also helped in satisfying the queries
and complaints of our customers in shortest possible time. The presence of dedicated
team for online screening and resolution of queries and complaints of customer has also
helped in developing a personal relationship with customers on pan India basis. We have
partnered with People Strong, a leading technology-led HR solutions company to enable
the end to end digital transformation of the People Office. This is a crucial step and that
will enable us in building a far more digital organization and bring in technology led
solutions in all employee facing processes.

DIVIDEND & RESERVES

Due to accumulated losses of previous years and further with a view to preserve the profits
of current year for prospects, the Board of Directors of the Company were unable to
recommend any Dividend during the financial year 2017-18. No amount is proposed to be
transfer to General Reserve.

INVESTMENTS

They made investments in Hypercity Retail (India) Limited (“HRIL “) and Travel News
Services (India) Private Limited (“TNSI”)

DISINVESTMENTS

Pursuant to demerger of Retail Business Undertaking and vesting of the same with
Company on March 29, 2018, the shares of HRIL comprising of Remaining Business
Undertaking were sold to Kalap Fabtraders Private Limited (Nominee of Jas Infra Space
Private Limited), for an aggregate consideration of ` 7.85 Crore and accordingly, HRIL
ceased to be subsidiary of the Company.

DEBENTURES

During the year under review total 1,542, 10% Optionally Convertible Debentures of 10
Lakh each (OCDs) aggregating to 154.20 Crore which were originally issued to Cedar
Support Services Limited (“CEDAR”) and was standing in the books of the Company have

49 | P a g e
been converted into 28,52,386 equity shares of the Company at a price of 540.60
(including the premium of 538.60) which was determined as per the pricing formula as
specified in SEBI (Issue of Capital and Disclosure Requirements) Regulations, 2009. The said
28,52,386 equity shares has been issued and allotted to CEDAR on October 31, 2017 and
thereafter lisBSE and NSE. The Company has not issued any other debentures during the
year under review.Share price of the company during the financial year 2017-18 and its
performance in BSE AND NSE.

50 | P a g e
51 | P a g e
De-materialisation of shares

99.78% of the Equity Shares of the Company have been dematerialised as on March 31,
2018. The Company has entered into agreements with both National Securities Depository
Limited and Central Depository Services (India) Limited whereby shareholders have an
option to dematerialise their shares with either of the Depositories. Entire shareholding of
Promoters and Promoter Group is in dematerialised form. Status of Dematerialisation of
Equity Shares as on March 31, 2018 is as under:

52 | P a g e
Distribution of Equity shares of the company among all the shareholder'

Financial details of the Company

Company Information

Paid up Capital (INR)`:- 100.39 Crore

Total Turnover (INR)`:- 18,477.97 Crore (standalone)

Total profit after taxes (INR)`:- 11.31 Crore (standalone) – after adjusting non-cash
exceptional item of ` 603.87 Crore

This chart shows the financial summary of the company over 3 years with the clear
description of its profit, expenses, borrowings, share capital, income, e.p.s, ratios of all last
3years.

53 | P a g e
54 | P a g e
55 | P a g e
56 | P a g e
Accounting Policy
Company Overview and Significant Accounting Policies

Company Overview

Future Retail Limited (''Formerly Known as Bharti Retail Limited'') (''the Company'') is a public
Company
domiciled in India and incorporated on February 7, 2007. The Company is engaged in the business
of retailing
of fashion, household and consumer products through departmental and neighbourhood stores
under various
formats across the country.

The Company has its registered office at Mumbai, Maharashtra, India. The Company has its primary
listings
on the National Stock Exchange of India Limited and BSE Limited.

The financial statements were authorized for issue in accordance with a resolution of the Board of

57 | P a g e
Directors on May 23, 2017

Basis of Preparation of Financial Statements

These budgetary articulations are set up as per Indian Accounting Standards (Ind AS) under the
chronicled cost tradition strategy on gathering premise with the exception of certain monetary
instruments which are estimated at reasonable qualities. The Ind AS are endorsed under Section
133 of the Companies Act, 2013 (''Act'') read with Revision Rules, 2016.
The Company has received all the Ind AS principles and the selection was done as per Ind
AS 101 First-Time Adoption of Indian Accounting Standards. The progress was completed from
Indian
Bookkeeping Principles for the most part acknowledged in India as recommended under Section
133 of the Act, read with Rule
7 of the Companies (Accounts) Rules, 2014 (IGAAP), which was the past GAAP. Compromises and
portrayals of the impact of the change has been condensed in note 2.
Income Recognition
Income is perceived on a reasonable esteem premise to the degree that it is likely that the financial
advantages
will stream to the Company and the income can be dependably estimated. Profit Income
Profit wage is perceived when the Company's' entitlement to get such profit is built up.

Property, Plant and Equipment

Property, plant and hardware are expressed at taken a toll, less amassed devaluation and disability,
assuming any. Expenses specifically inferable from procurement are promoted until the property,
plant and hardware are prepared
for use, as expected by administration. The cost of property, plant and gear gained in a business
mix is recorded at reasonable incentive on the date of procurement.

A thing of property, plant and hardware and any critical part at first perceived is derecognized
upon transfer or when no future financial advantages are normal from its utilization or transfer. Any
gain or misfortune emerging on derecognition of the benefit is incorporated into the Statement of
Profit or Loss when the advantage is

derecognized. For progress to Ind AS, the Company has chosen to proceed with the conveying
estimation everything being equal property, plant and hardware perceived as on April 1, 2015
estimated according to past GAAP as it regarded cost on the date of progress.

The Company deteriorates property, plant and hardware over their assessed valuable lives utilizing
the straight-line strategy. The assessed valuable existences of benefits are as per the following:

Building : 30 years

Plant and Equipment : 15 years

Office Equipment* : 3 to 6 years

58 | P a g e
Furniture and Fixture: 10 years

Leasehold Improvement* : Lease term or 15 years, whichever is lower

Vehicle : 8 years

Business Combinations

Business mixes have been represented utilizing the obtaining strategy under the arrangements of
Ind AS
103, Business Combinations. The cost of a procurement is estimated at the reasonable estimation of
the benefits exchanged, value instruments issued, and liabilities acquired or accepted at the date of
securing, which is the date on which control is exchanged to the Company. The cost of procurement
additionally incorporates the reasonable estimation of any unforeseen thought. Identifiable
resources procured, liabilities and unexpected liabilities accepted in a business blend are estimated
at first at their reasonable incentive on the date of securing.

Business blends between substances under normal control is represented at conveying esteem.
Exchange
costs that the Company causes regarding a business mix, for example, discoverer's' expenses, lawful
charges,
due tirelessness charges, and other expert and counseling charges are expensed as caused
Non-Derivative Financial Instruments
Money related Assets Carried at Amortized Cost
A money related resource is therefore estimated at amortized taken a toll on the off chance that it
is held inside a plan of action whose
objective is to hold the benefit so as to gather legally binding money streams and the authoritative
terms of the budgetary resource give ascend on determined dates to money streams that are
exclusively installments of important and premium on the vital sum exceptional.
Budgetary Assets at Fair Value Through Other Comprehensive Income
A budgetary resource is in this way estimated at reasonable incentive through other thorough salary
on the off chance that it is held inside a plan of action whose goal is accomplished by both gathering
authoritative money streams and offering money related resources and the legally binding terms of
the monetary resource give ascend on indicated dates to money streams
that are exclusively installments of essential and enthusiasm on the foremost sum extraordinary.
The Company has made an irreversible race for its ventures which are delegated value
instruments to exhibit the consequent changes in reasonable incentive in other extensive pay in
light of its
plan of action. Further, in situations where the Company has made an irreversible decision in view
of its business demonstrate, for its speculations which are named value instruments, the resulting
changes in reasonable esteem are perceived in other far reaching pay.

Money related Assets at Fair Value Through Profit or Loss

A money related resource which isn't characterized in any of the above classifications are
accordingly reasonable esteemed through benefit or misfortune.

59 | P a g e
Money related Liabilities

Money related liabilities are in this manner conveyed at amortized cost utilizing the successful
premium technique, aside from unforeseen thought perceived in a business mix which is along
these lines estimated at
reasonable incentive through benefit and misfortune. For exchange and different payables
developing inside one year from the Balance
Sheet date, the conveying sums surmised reasonable incentive because of the short development of
these instruments.
Subsidiary Financial Instruments The Company holds subsidiary budgetary instruments, for
example, remote trade forward and alternative contracts to moderate the danger of changes in
return rates on outside cash exposures. The counterparty for these contracts are for the most part a
bank.

Money related Assets or Liabilities, at Fair Value Through Profit or Loss:

Control 3 of the Companies (Indian Accounting Standards) Rules, 2015 and Companies (Indian
Accounting Standards) This category has derivative financial assets or liabilities which are not
designated as hedges.

Although the Company believes that these derivatives constitute hedges from an economic
perspective, they
may not qualify for hedge accounting under Ind AS 109, Financial Instruments. Any derivative that is
either not designated a hedge, or is so designated but is ineffective as per Ind AS 109, is categorized
as a financial asset or financial liability, at fair value through profit or loss.
Derivatives not designated as hedges are recognized initially at fair value and attributable
transaction costs are recognized in net profit in the Statement of Profit and Loss when incurred.
Subsequent to initial
recognition, these derivatives are measured at fair value through profit or loss and the resulting
exchange gains or losses are included in other income. Assets/ liabilities in this category are
presented as current assets/ liabilities if they are either held for trading or are expected to be
realized within 12 months after
the balance sheet date. The Company derecognizes a financial asset when the contractual right to
receive the cash flows from the financial asset expire or it transfers the financial asset.
A financial liability is derecognized when the obligation under the liability is discharged, cancelled or
expires.

Income Tax

Salary impose contains current and conceded wage assess. It is perceived in benefit or
misfortune but to the degree that it identifies with things perceived specifically in value, in
which case it is perceived in other far reaching salary.

Arrangement for current expense is made in the wake of mulling over advantages
permissible under the arrangements of the Income-impose Act, 1961.

60 | P a g e
Conceded pay charge resources and liabilities are perceived for every single impermanent
distinction emerging between the duty bases of advantages and liabilities and their
conveying sums in the money related proclamations. Conceded

wage assess resources and liabilities are estimated utilizing charge rates and duty laws that
have been sanctioned or substantively authorized by the monetary record date and are
relied upon to apply to assessable pay in the years in which those impermanent contrasts
are relied upon to be recouped or settled. The impact of changes in impose rates on
conceded salary assess resources and liabilities is perceived as pay or cost in the period
that incorporates the establishment or the substantive order date. A conceded salary
charge resource is perceived to the degree there is sensible sureness that future assessable
benefit will be accessible against which the deductible brief contrasts and assessment
misfortunes can be used. The Company counterbalances current duty resources and
current expense

liabilities, where it has a legitimately enforceable appropriate to set off the perceived sums
and where it plans either to settle on a net premise, or to understand the benefit and
settle the obligation at the same time.

Profit Per Share

Essential income per share is ascertained by separating the net benefit or misfortune for
the period owing to value Shareholders of the Company by the weighted normal number
of value shares remarkable amid the period. To calculate weakened income per share, the
net benefit or misfortune for the period inferable from value Shareholders of the Company
and the weighted normal number of offers exceptional amid the period, are balanced for
the impacts of all dilutive potential value shares.

Arrangements

An arrangement is perceived if, because of a past occasion, the Company has a present
lawful or productive commitment that is sensibly admirable, and it is likely that an
outpouring of monetary advantages will be required to settle the commitment.
Arrangements are controlled by marking down the normal future money streams at a pre-
impose rate that reflects current market appraisals of the time estimation of cash and the
dangers particular to the risk.

Arrangements for guarantee related expenses are perceived when the item is sold or
benefit gave to the client. Introductory acknowledgment depends on recorded
understanding. The underlying assessment of guarantee related costs is re-examined every
year.

61 | P a g e
Money related Assets

The Company perceives misfortune recompenses utilizing the normal credit misfortunes
(ECL) display for the money related resources which are not reasonable esteemed through
articulation of benefit and misfortune. Misfortune stipend for exchange receivables with
no noteworthy financing part is estimated at a sum equivalent to lifetime ECL. For all other
money related resources, expected credit misfortunes are estimated at a sum equivalent
to the year ECL, except if there has been a noteworthy increment in credit hazard from
introductory acknowledgment in which case those are estimated at lifetime ECL. The
measure of expected credit misfortunes (or inversion) that is required to change the
misfortune stipend at the revealing date to the sum that is required to be perceived is
perceived as an hindrance gain or misfortune in articulation of benefit and misfortune.

Conventional Shares

Conventional offers are named value. Incremental expenses specifically owing to the
issuance of new normal offers and offer choices are perceived as a conclusion from value,
net of any expense impacts.

62 | P a g e
 Conclusion

63 | P a g e
The company is recognized for having a significant prominence in fashion and retail sector,
with popular supermarket chains like food Bazaar and Big Bazaar, lifestyle stores like Brand
Factory, Nigiris etc. and for having a notable presence in integrated foods and FMCG
manufacturing sectors.

Future Retail (initially Pantaloons Retail India Ltd. and Future Lifestyle Fashions, two
operating companies of Future Group, are among the top retail companies listed in BSE
with high credit worthiness in relation to the assets and goodwill they command in the
market.

On May 2012, Future Group announced a 50% stake sale of its fashion chain Pantaloons to
Aditya Birla Group in order to reduce its debt of around ₹80 billion. To do so, Pantaloons
fashion segment was demerged from Pantaloons Retail India Ltd; the latter was then merged
into another subsidiary—Future Value Retail Ltd—and rechristened Future Retail Ltd.

The company shows promising future in the Indian market and one aspect evident is that
they are really adaptable to changes and they know their customers and segments.

64 | P a g e