Arvind Brands' Competitive Position in the Indian Branded Apparel Market
|
|
ICMR HOME | Case Studies Collection
Case Details:
Case Code : MKTG109
Case Length : 16 Pages
Period : -
Pub Date : 2005
Teaching Note :Not Available
Organization : Arvind Mills
Industry : Branded Apparel Industry
Countries : India
To download Arvind Brands' Competitive Position in the Indian Branded Apparel Market case study
(Case Code: MKTG109) click on the button below, and select the case from the list of available cases:
Price:
For delivery in electronic format: Rs. 400;
For delivery through courier (within India): Rs. 400 + Shipping & Handling Charges extra
» Marketing Case Studies
» Marketing Management Short Case Studies
» View Detailed Pricing Info
» How To Order This Case
» Business Case Studies
» Case Studies by Area
» Case Studies by Industry
» Case Studies by Company
Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
Chat with us
Please leave your feedback
|
|
<< Previous
Excerpts
Arvind's Brand Basket
According to a study by KSA-Technopak, the two companies that have the greatest potential (because of their presence in all the stages of the garment manufacturing process) to benefit from the post-MFA trade scenario are Raymonds and Arvind. Arvind sourced its fabric from the parent company- Arvind Mills, which gave it advantages over other players...
Competition
The major competitors for Arvind were Madura Garments, Raymond Apparel, Indus-League clothing, Levi Strauss & Co, Provogue (India), Zodiac Clothing, and Bombay Dyeing (Refer Exhibit IV).
Madura Garments
Madura Garments was the garments division of Indian Rayon and Industries Ltd, a flagship company of the Aditya Birla Group. Madura
Garments was the market leader in the branded apparel industry in
2004...
|
|
Growth Strategies
As of 2005, Arvind with its formidable set of brands was in a comfortable position. Most of its brands had high recall value and enjoyed a fair share of loyalty. From the perspective of its parent company, Arvind Mills, which produced 110 million metres of denim every year, the garment division, i.e Arvind was the future growth engine...
|
|
Outlook
Most analysts believed that the big brands owned by large textile houses like Arvind treated their ready-to-wear segment as an augmentation of their fabrics business and due to this mindset, lacked fresh ideas and were unable to keep up with market trends.
According to Sahni, "The marketers of big brands were often not willing to experiment and tap smaller towns and cities. They concentrated only on big cities by setting up large exclusive stores and were averse to the idea of placing their products in multi-brand stores... |
Exhibits
Exhibit I: Multi-Fibre Agreement
Exhibit II: Consumer Spend on Jeans in India - Segments Growth
Exhibit III: Comparison of Brands
Exhibit IV: Major Players in the Branded Apparel Industry
|
|
