Model to b used

(1) SAP-LAP SAP- situation Actors Problem LAP- learning Actions Postulates or proposition (2) Thode se financials, naihai to bna k dalnepadege Financial mein kya kya dalna hai (3) Factors for success, failure Done (4) Thoda background Done (5) Jo kuchh observe kara Done (6) Jo kuchh special dekha Done (7) Strategy done (8) Their view of competitn, their strategy for it Done (9) Family business hai to family k bare me n hw it came into being bhithodasa Done (10) Its position in the retail mkt Done (11) Done (12) Done (13) Done (14) Done Segment it is targeting

Strengths, weaknesses Differentiating factor- ye imp hai Hw it is surviving the threat of organised

Poorekahani banana padegi, kyuki data to hainaijyada .apnemann se kahani. Jo feelhotahaikiyahihotahogawolikhna 2-4 pages are sufficient. Jitney me kahanibnapaoutnelikh dena

Ramesh Kumar Tejumal(owner) +(91)-(512)-2531980, 2548910 7/118 Plot No.ll, Arya Nagar Chauraha, Arya Nagar, Kanpur - 208002

The findings According to a recent survey done under the aegis of Assocham Social Development Foundation, it was found that shoppers in India prefer their local Kirana shops over malls. A country-wide survey that was conducted in 15 major cities along with the metros and was completed in a span of two-months ( March-April 2010) revealed that it is a myth that retail outlets at malls and shopping complexes store quality products as, Kirana shops too offer quality products that too for a negotiable price. The survey of the apex chambers suggests that the shoppers love to hangout and shop from their local traditional stores, more so because of the familiarity with ambiance, ease of access, variety of goods, early opening and late closing times etc., which suit to the local residents. Conveniently located More often than not, these Kirana stores are present in the vicinity. You can just stroll over and get whatever you require, even something as petty as a matchbox. Malls require a bigger space they are mostly located at a secluded place, away from the residential area. Therefore, transportation becomes an issue to consider hypermarkets located at a mall for regular shopping. Buying in bulk is also not feasible due to paucity of storage area in a house. Weather conditions and the tendency to eat and buy fresh also refrain people from making malls as their regular shopping destinations. Money matters The other major factor which makes the kirana stores a favourite is the price factor. The survey by Assocham says, Kirana stores provide for cheaper purchases to an extent of 25 per cent and also offer options for avoidance of payment of duties such as VAT and other local levies on articles sold by them. I havent come across any mall that is cheaper than my local kirana store. I like going to malls but altogether for a different reason and not for shopping says Deeksha, who studies at Delhi University. Anjali Dey, who is a homemaker quips Malls may give some discounts at a particular time but not always. Kirana stores are definitely a lot cheaper. Earlier the MRP wasnt negotiable, now the norm has changed.

The kirana stores also support the credit system. A system that shoppers in India have been following from generations, which has now became an integral part of their shopping habit. A kirana store, offers goods on credit, or has monthly payment schemes etc, which facilitates running a home within a limited budget. We had a slump in sales earlier, but then we started regaining our clients. As we believe in providing convenience to our customers, we provide them with facilities like free home delivery, credit on monthly basis, on the call service in the neighbourhood etc. And we sell the products at the best available price. says Jaiveer Malhotra, who runs a kirana store in Malviya Nagar. Emotional attachment Shopping in India always had an emotional tag attached to it, although this tag has been shedding gradually with growing disposable incomes and people getting out of there shell and exploring new brands and products, but still it has a long way to go. Indians have been following the tradition of relying on traditional retail for grocery and the mindset doesnt seem to elude them for long. The modern stores have just appeared in the scenario while the traditional kirana stores have been there from generations, opines Byas Anand, Head-corporate communications, Dabur. Lala ji (the grocery store owner) has always been considerate and close to all of us. We can't break that relationship. I did go to mall once, but felt lost and like an alien there says Rashmi Bhagwat, who teaches at an MCD primary school. Re-minding business India is the fifth most attractive emerging retail market in the world. The Indian retail sector is estimated to be worth USD 200 billion. Out of which only 3 per cent is organised. The organised retail market is worth USD 6.4 billion. Of late, FMCG companies have realised that a major chunk (almost 80 per cent in some cases) of their business comes from the traditional retail. Considering this, they are lending their support to the kirana store-owners by coaching them and helping them modernise. The malls (hypermarkets) hardly account for 7 per cent of sale for FMCG products. The rest of the market has been captured by the traditional stores, opines Anand. It is basically the ambience that attracts customers to malls. However, when you have to catch your weekly supplies on a busy weekend, air conditioning and ambience are the last thing that you would care for. In a nut-shell, local kirana shops form the backbone of shopping in India, and are here to stay!

Mr. Ramesh Kumar Tejumal is sitting on his arm chair and reading a news article about the FDI in retail. He knows the repercussion of this step of government; the main will be the competition to the local Kirana store like of his own. Although he had faced many competitions earlier also but this time the competition will be directly from the foreign market payers. These players are better equipped both in terms of strategy, which had evolved during the course of their business in foreign market (saturation is more than Indian market), as well as resources. To overcome this situation, Mr. Ramesh has asked all his family member for breakfast table, so that they can discuss the future course of action. The options available are, either they can maintain status quo and wait for the foreign players to make the move and then act accordingly. Another option can be to act proactively and adopt modern techniques to increase footfalls in their shops; this can include relocating their shop, increasing the product line, effective way of display to enhance the point of communication to customers, value added services to increase customer loyalty etc. After having breakfast, all family members are waiting for the discussion to be opened by head of the family, so that future course of action can be decided.

About the company Mr. Ramesh started their business long back in 2002. At that time, the employment scenario of India was not very good. Therefore, Mr. Ramesh and his other family members who were unemployed thought of starting their own business. Kirana store was the most popular way to generate selfemployment as it requires limited investment in land, capital and labour. Also, this business did not require high level of education, experience or exposure, thus creating opportunity for every family member. Hence family welfare has been the most important aim of the company. Another reason behind the start of this business was the efficient management system which in turn can fulfil the needs of customers. Starting its business from Kanpur, Tejumal shop offered a diversified portfolio of products and aimed at making a one stop shop for the items of daily chores. The company started with Mr. Ramesh being the head of the shop, with no family interaction among the companies as group, but only informal consultations among family members. Male family members (women did not join business) start their career with different roles including operation, financial etc. Suppliers were mainly distributors in that zone and pricing model used was cost based pricing in which the goods were sold at the industry margin. Hence the revenue of the shop was driven by the number of SKUs sold. Thus the revenue were mainly driven by loyal customer base and repetitive buyers. Tejumal Kirana Store Tejumal kirana store is somewhat comparable to the mom and pop store of the west. But given the diversity