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Compact case
Subject category: Marketing
Authors: Sher Singh Bhakar (Prestige Institute of Management, Gwalior); Seema Mehta (Prestige Institute of Management, Gwalior); Anuradha Nagar (Prestige Institute of Management, Gwalior); Vijay Kumar Pandey (Prestige Institute of Management, Gwalior); Nitin Arora (Prestige Institute of Management, Gwalior)
Published in: 2008
Length: 5 pages
Data source: Field research

Abstract

The case deals with the Indian retailing industry, which is carried out in a primitive way, although it enjoys many unique features, is also carried out in a primitive way. More for Less was a retail chain outlet offering 7,777 products, of major Indian brands. More for Less had aimed to provide an international shopping experience to city people who were not exposed to the idea of retail shopping. But after some months Mr Mohan, the Chairman, had seen that the sales figure was much lower than expected. Mr Mohan wanted to know the reasons for the slow growth and Mr Raj, the General Manager (GM), convened a meeting to find out these reasons. The executives discussed with Mr Raj that the customers weren''t responding well to the various schemes. They raised concerns about the lack of specialised retail training of the local employees. They informed him of the problems of retaining customers because of the lack of professionalism shown by employees. The GM reported the issues raised at the meeting to the Chairman, leaving Mr Mohan to take a decision about future expansion.
Industry:
Other setting(s):
December 2006

About

Abstract

The case deals with the Indian retailing industry, which is carried out in a primitive way, although it enjoys many unique features, is also carried out in a primitive way. More for Less was a retail chain outlet offering 7,777 products, of major Indian brands. More for Less had aimed to provide an international shopping experience to city people who were not exposed to the idea of retail shopping. But after some months Mr Mohan, the Chairman, had seen that the sales figure was much lower than expected. Mr Mohan wanted to know the reasons for the slow growth and Mr Raj, the General Manager (GM), convened a meeting to find out these reasons. The executives discussed with Mr Raj that the customers weren''t responding well to the various schemes. They raised concerns about the lack of specialised retail training of the local employees. They informed him of the problems of retaining customers because of the lack of professionalism shown by employees. The GM reported the issues raised at the meeting to the Chairman, leaving Mr Mohan to take a decision about future expansion.

Settings

Industry:
Other setting(s):
December 2006

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