Apna Market: The Dilemma of Increasing Footfall
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Case Details:
Case Code : MKTG301
Case Length :12 Pages
Period : 2010-2012
Pub Date : 2012
Teaching Note : Available
Organization :Not Available
Industry : Not Available
Countries : India
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Introduction
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It was the first week of March 2012 and the financial year was drawing to a close. Mr. Sandeep Agarwal (Agarwal), CEO of Apna Market, one of the leading departmental stores in Kolkata, was deep in thought, sitting in his office in Burrabazaar, Kolkata. Organized retail had come a long way in India since liberalization. Since the 1990s, large business houses in India had shown an interest in organized retailing and thus competition had increased. So, the situation that Apna Market and Agarwal faced was not very conducive. Apna Market, which had once been considered as a unique store in the "Kirana Store" era of the 1980s and even until the mid-1990s, lagged behind large brands like Big Bazaar1 and Spencer's2 Hypermarket.
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This was a major concern for Agarwal. Being a small regional player, he had neither the muscle nor the money power to go in for a full-fledged attack against the large players. However, he was convinced that he could close deals with his customers if he was able to bring them to his store. In his mind, he knew that customers still preferred day to day products which gave value for money. But the question was how to increase footfalls?
The intercom buzzed and Agarwal snapped back to the present. He picked up the phone. His secretary informed him that Mr. Sudhanshu Roy (Roy) and Mr. Surajit Ghosh (Ghosh) were waiting to meet him. Roy was a new recruit. He had recently graduated from a premiere business school in NCR (National Capital Region, Delhi, India) and had joined the company as marketing manager in October 2011. Agarwal had discussed the issues being faced by the company and Roy had had convinced him of the need for proper business research to be done. Thus, Agarwal, who till that time, had taken decisions based on his gut feeling, decided to go in for a change. He employed the services of a reputed research firm in East India called RBMI. The research firm had conducted a survey to explore various aspects of consumer perceptions and behavior on organized retailing. The RBMI representative, Ghosh, had come to meet him to discuss the preliminary findings. Agarwal asked his secretary to send them in, hoping that they had found some solutions to the problems he had been facing.
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