Rajesh Handa

The AI Gut Check: Why Humans Might Not Always Know Best! 😲 I recently came across an insightful article by Samar Kagalwalla in ET BrandEquity on this topic (https://lnkd.in/gFgn9fD7). While conventional wisdom says human intuition trumps AI. But what if the future proves otherwise? I believe as AI advances, it's poised to surpass human gut feelings. Are we prepared to admit that machines might make better decisions? 🤔 Reflect on this: 1️⃣ Are you overestimating the reliability of your gut feelings? 2️⃣ Can AI's predictive power outperform human instinct? 3️⃣ How will you adapt when AI-driven insights consistently outpace intuition? 💡 Tips for marketers: 👉 Rely on AI for pattern recognition: Leverage AI's computational power to identify intricate patterns, connections, and anomalies, uncovering insights beyond human cognitive capabilities. 👉 Train AI on your gut feelings: Integrate human intuition with AI analysis by feeding machines with decision-makers' experiences, biases, and instincts, refining AI-driven recommendations. 👉 Embrace AI-driven experimentation: Utilize data-driven simulations to test hypotheses, predict outcomes, and optimize decisions, mitigating risks and enhancing strategic decision-making. 👉 Develop AI-augmented critical thinking: Combine human creativity, empathy, and contextual understanding with AI's analytical capabilities, fostering collaborative problem-solving and informed decision-making. 👉 Prepare for AI-driven disruption: Stay adaptable, agile, and open to AI-driven innovation, recognizing AI's potential to revolutionize decision-making processes, business models, and industries. Try these Mindset Shifts: ✅ From "Human intuition is king" to "AI-augmented decision-making." ✅ From "Gut feelings are unpredictable" to "AI-driven predictability." ✅ From "Humans are irreplaceable" to "Humans + AI = Unstoppable." Thanks Hema L for sharing this article. #futureofmarketing #ai #thoughtleadership #thethoughtleaderway

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You may estimate the credibility & the knowledge the book carries, especially given that the respected legends such as Mr. DALIP SEHGAL, CEO of Nexus Select Trust (Malls) has written the Foreword and Mr. Nagesh B S, Chairman of Shoppers Stop and founder of TRRAIN (TRUST FOR RETAILERS & RETAIL ASSOCIATES OF INDIA), has penned the Prologue of the book. Their ratification speaks volumes about the depth of knowledge contained in the book. Furthermore, the endorsement of book by The Middle East Council of Shopping Centres & Retailers (MECS+R), a leading authority of the industry, adds further credibility. The book, "The Mechanics of Malls" serves as an indispensable resource for anyone involved in the Retail or Shopping Mall sector, offering a comprehensive guide to the development and management of Shopping Malls globally. Testimonials for the book have been crafted by industry stalwarts: Abhishek Bansal David Macadam Mukesh Kumar Pushpa Bector Rajneesh Mahajan This Masterclass on Shopping Malls, will stay with you for Life !!! The book is already #1bestseller on Amazon To grab a copy of this book, just click this global link of Amazon https://lnkd.in/dADcDE2y for GCC region click on https://t.ly/tej09   ICSC Shopping Centres Association of India (SCAI) Russian Council of Shopping Centres AECC - Asociación Española de Centros y Parques Comerciales European Council of Shopping Places (ECSP) NORDIC COUNCIL OF SHOPPING CENTERS South African Council of Shopping Centres Shopping Centres Association: Russia Belarus Kazakhstan GCSP German Council of Shopping Places German Council of Shopping Centers E.V. MAPIC India (Formerly IRF) Phygital Retail Convention   #legends #1bestseller #enclyclopaedia #TextBook #ReferenceBook #knowledge #management #growth #mall #malls #IndianMalls #ShoppingMalls #shoppingCentres #MallDevelopment #AssetManagement #MallManagement #retail #retailers #RetailIndustry #CommercialRealEstate #BusinessStrategy #Insights #PropertyDevelopment #RealEstate #RetailDesign #Leadership #MallExperience #TenantMix #business #school #design #architect #lease #fitout #susildungarwal #mallmechanic #book #guide #cyclopedia

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Chor, Chor, Chor! The menace of Theft in retail Via the ET Indian retail is increasingly bedevilled by shrinkage or inventory loss due to customer shoplifting, employee theft, vendor fraud, and supply chain errors. The All India Mobile Retailers Association (AIMRA), which represents cellphone retail stores, said several large and regional retail chains have reported a surge in theft, primarily by employees. While five years back, it used to be around ₹50,000 to ₹1 lakh per month for the retail chains; it's now around ₹5-10 lakh per month." Currently, the % of loss is 0.4% of sales (Globally, it is 1.5%) I was surprised to read this: Theft and leakage disclosures by most Indian retailers—including listed ones—are taboo for them, unlike their Western counterparts. Why the shame? Because it reflects poorly on their security and internal control processes!! Dhandhekibaat question: how can you improve unless you publicly face the facts?! Conclusion: Selling is TOUGH. If you sell online, you have significant returns. If you sell offline, you have to conquer costs and theft. That is why I believe the FIRST 5 years of a Business Career should be spent ONLY on sales! All the rest of the taam dhaam can come later. #Dhandhekibaat If you have retail experience, how do you stop theft? Article link in comments!

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Retail Leaders like KIRANA KING, D-MART, RELIANCE SMART BAZAAR & others have Huge Opportunity to Multiply their Business Volumes without any Investments, but,  by Absorbing Very Small Retailers and Integrating them in their Business Models... Over TWO LACS Micro-Retailers in the Country  have shut down their Businesses with the Ongoing Retail Revolution in the Country >>> Is it not our Social Responsibility to Protect these Poor Families who were once contributing to the Society with their Sincere & Hard Work to Serve their Long Standing Retail Customers ? The Retail Leaders to Explore all Possible Avenues to Positively Engage in Counselling, Caring & Training these Micro-Retailers and to Reshape them to the Present Trends in Retail World as their Partners in Progress >>> The Retail Leaders should take this as the Spirit of Great Business Opportunity and not as any kind of Obligation... Renew the True Entrepreneurial Energies of these Micro-Retailers who are out of Business Now... "Re-Think > Re-Invent > Re-New"

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While scaling offline distribution in GT/MT, founders should never forget the interdependence of demand and supply A brand irrespective of how good it is, won’t sell if consumers don’t find it at their preferred point of purchase And irrespective of how strong its distribution is and how widely available it is, consumers won’t buy it if the product- price-brand proposition isn’t strong enough It takes both demand and supply to fire at the same time to achieve sales There are 2 problems that can happen if brands aren’t able to maintain the balance and why sales don’t scale up a) Poor Distribution : While the product proposition is strong and the brand creates demand, but the product wasn’t available and visible in places where consumers were buying the category. This renders marketing spends useless. Distribution and visibility problems will have to be solved by sales and trade marketing teams b) Poor Demand/Pull: This is the more common and bigger problem for new brands. The products are available and visible in stores, but the product price brand proposition isn’t great (could be lack of PPCMF or brand awareness problem ) and offtakes are low. This triggers a vicious cycle. Retailers hate slow moving items with poor stock turnover. So brands that don’t sell much lose shelf space and even gets delisted from the shop. In this sales, field sales team can’t do much to influence or increase numbers. Demand problems have to be solved by product and brand marketing teams So, any brand looking to scale offline in General Trade or Modern Trade have to balance supply and demand and ensure both grow in tandem. Second chances also don’t come easy here And that is what makes it very difficult. The consumer tech equivalent of this is the difficulty in scaling 2 sided marketplaces

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Consumption slowdown is forcing retailers to scale back & shut shop in unprofitable markets. Companies are focusing on rationalising networks and controlling costs to sustain amid weak demand and external challenges. #indiatetail #retail #consumption #shopperStop #Relianceretail #adityabirlagroup #demand #thirdeyesight #sustaining #productivity #

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I analysed the relative search share for four major retail fashion brands in India over the past six years. Zudio’s search interest is growing sharply, consistently capturing consumer attention, while brands like Reliance Trends, Pantaloons, and Max Fashion India are seeing declines. This can be further explored to assess the brand's search share across specific regions or states. However, search interest alone isn’t enough to build a growth strategy. To get a clear picture, brands need to look at search data alongside other data points: 🟣 Core Revenue & Customer Data: Analysing revenue and customer engagement—online and in-store—reveals insights into brand loyalty and buying behaviour. 🟣 Marketplace Performance vs. Competitors: Comparing the brand’s relative sales on e-commerce platforms relative to competitors highlights gaps in content, pricing, and product variety. 🟣 Geographical Data: Location-based insights reveal customer density, affluence, and interests at catchment level. With this holistic view, brands can pinpoint where consumer interest turns into sales and where it doesn't and work on the following key areas: 🟧 Product Range Expansion: Identify product range gaps and expand offerings to cater to evolving preferences. 🟧 Market Expansion: Spot high-interest regions with limited availability and guide store openings or targeted online efforts. 🟧 Pricing & Promotions: Use price sensitivity insights to refine strategies 🟧 Content & Messaging: Develop impactful product content based on analysis and learnings from competition. 🟧 Targeted Outreach: Engage identified customer segments where the brand has both trending merchandise and availability, but sales are poor. At MAAVRUS , we help B2C businesses achieve profitable OMNI growth, by using Data Insights & AI enabled digital solutions, that span customer loyalty & engagement, product & expansion strategy, and shopping experience. If you are interested in knowing more, please get in touch with us at 𝐬𝐮𝐩𝐩𝐨𝐫𝐭@𝐦𝐚𝐚𝐯𝐫𝐮𝐬.𝐜𝐨𝐦 #RetailInsights #BrandGrowth #DataDrivenStrategy #SearchData #marketplacedata #locationdata #customerdata #internaldata #d2cbrands

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In the fast-paced cities of India, Quick Commerce (Q-commerce) is revolutionizing how we shop by delivering essentials to our doorsteps in minutes. While speed and convenience are game-changers, this new retail trend also faces significant challenges. Let's explore the pros and cons of Q-commerce in the Indian market. 𝗣𝗥𝗢𝗦: 1. Convenience and Speed: ⤷ Q-commerce provides fast delivery, often within 10-30 minutes, catering to the consumer's need for immediate access to products. ⤷ Many Q-commerce services operate round the clock, offering convenience for consumers who need products outside regular business hours. 2. Broad Product Range: ⤷ Q-commerce platforms often stock a wide variety of items, from groceries and daily essentials to electronics and personal care products. ⤷ Some Q-commerce services specialize in fresh produce, dairy, and other perishable items, ensuring consumers receive high-quality products promptly. 3. Urban Appeal: ⤷ Q-commerce is particularly suited for densely populated urban areas where quick delivery is feasible and highly valued by busy professionals and families. 4. Boost to Local Businesses: ⤷ Local stores and businesses can partner with Q-commerce platforms to reach a wider customer base and increase sales without investing in their own delivery infrastructure. 5. Employment Generation: ⤷ The need for rapid delivery services creates employment opportunities for delivery personnel and support staff. 𝗖𝗢𝗡𝗦: 1. Operational Challenges: ⤷ Ensuring timely deliveries in traffic-congested cities can be challenging and requires a robust and efficient logistics network. ⤷ Maintaining a fleet of delivery personnel and managing a vast inventory can be expensive, impacting profitability. 2. Environmental Concerns: ⤷ The rapid delivery often involves frequent, small-scale deliveries, leading to higher vehicle emissions and a larger carbon footprint. ⤷ The need for secure and swift deliveries can result in excessive packaging, contributing to environmental waste. 3. Pressure on Workforce: ⤷ Delivery personnel may face high pressure to meet tight delivery windows, leading to stressful working conditions and potential safety risks. ⤷ Many delivery jobs are gig-based, offering little job security or worker benefits. 4. Economic Sustainability: ⤷ The competitive nature of Q-commerce often forces companies to operate on thin profit margins, which can be unsustainable in the long term. ⤷ Heavy reliance on discounts and promotional offers to attract customers can erode profit margins further. 5. Market Saturation: ⤷ The rapid growth of Q-commerce has led to market saturation in some urban areas, making it difficult for new entrants to establish a foothold. ⤷ High competition makes it challenging to retain customers, who can easily switch to other platforms for better deals. Comment your views on this below. Follow Harsh Patel for more insights like this! #quickcommerce #ecommerce #onlineshopping #business #retail

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Two Rules of Leadership 1. Reprimand in Private Reward in Public 2. Don't forget the first Rule Sanjiv Goenka Forgot both the rules. #retail #sales #distribution #talesofsales #fmcg #d2c #fashion #pharmacy #wellness #leadership #culture #employee #organizationalbehaviour

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I had worked with la opala RG ltd for a long innings and they were the pioneers of opal ware in India and brand leaders still financial year 2023 -24 . What went wrong with such a strong brand recall organisation among Indian consumer ? Team www.chotavyapar.com had analyzed and had the following inputs 1Frequent changes in La Opala's distribution strategy have impacted its market share due to 1.1.Supply chain Disruptions: Frequent shifts in distributors often lead to interruptions in product availability, causing stockouts and delays, which can drive customers to competitors like Cello and Borosil. 1.2.Weakened Retailer Relationships: Changing distributors can strain relationships with retailers who value consistency, potentially leading them to prioritize more reliable brands. 1.3.Brand Visibility and Trust: An inconsistent presence at the retail level diminishes consumer trust and brand recall, reducing the brand’s visibility in competitive segments. 2 Ineffective leadership In La Opala's case, their leadership failed to effectively address these areas, it had allowed more agile competitors like Cello and Borosil to capture market share, especially in emerging markets and among younger consumers. 3 .Sales professionals are now hesitant to join La Opala, a company that was highly attractive a decade ago: 3.1Competitive Pressure and Market Position: With competitors like Borosil and Cello gaining ground, the brand’s declining market share may deter salespeople who prefer companies with growing or stable prospects. 3.2.Earning Potential and Growth: As market share declines, sales targets can become harder to achieve, affecting commission-based income and career growth, making roles at La Opala less appealing. 3.3.Brand Image and Resources: Limited marketing and resources in key regions further hinder sales performance, reducing La Opala’s attractiveness as a sales-driven company. If you are looking to scale up the revenue contact us Delhi /NCR office ; Gautam Dutta ,[email protected] , Ph 8447212219 Pune office : Aparajita Dutta Jaiswal, [email protected],Ph 9873182270 www.chotavyapar.com

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The transition from 3G to 4G was fast and brought about the separation of the wheat from the chaff with the Indian brands taking a big hit and the Chinese brands gaining. What impacted the Indian brands was not just the sales but the very high cost of liquidating their 3G inventory, giving the Chinese brands the space to grow.The same may not hold good for the transition from 4G to 5G devices which has seen a steady growth with most brands aligned. One thing which could create some turmoil in the industry is AI, if one goes by what is happening in the Gulf. Retail prices on PC's are seeing some of the biggest drops in recent times, with discounts extending to 30-40 per cent on even some of the latest models. On some PC brands, there are straight 50 per cent price slashes. While some of the heavy discounting has to do with summer promotions, retailers are also clearing their inventory before the high-profile AI-enabled devices come to market in the second-half of the year. Even smartphones released this year have seen price cuts, of between 10-20 per cent. Well Gulf is a much higher ASP market, based on the same logic there exists a possibility of cuts in the prices of non AI devices in the mid premium, premium and super premium segment devices in India as well. July/August should see more launches and a possible lift in sales after a weak Q2 with new launches and the onset of the festival season. The way smartphone majors are stocking up on new supercharged chips from the likes of Nvidia does indicate a massive launch of new devices that incorporate AI in a big way. Will AI devices lead to a spike in premiumisation with the super premium segment moving to 11-12%? Shouldn't brands in these segments clear their non AI inventory fast? Will Apple's next iPhone define AI demand? With its new iPad, #Apple has provided a taster for what AI devices could be in for in the second-half of the year. The UAE release of the iPad, which is Apple’s first model with an extensive set of AI features, has been met with solid initial demand, according to retailers. This sets up things nicely for the next Apple iPhone. “The #SamsungGalaxyS24Series launched in January has already shown that smartphone users are willing to upgrade to AI,” said a retail sector analyst. “Until recently, the question was what Apple’s plans were for AI. That’s been answered, and the market will see heavy demand for AI-backed devices. A clear beneficiary will be the next iPhone. Can Q3 therefore be the quarter which sees the entry of Apple in the top 5 smartphone brands in India? Well, the possibilities run high.

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The Emergence of Quick Commerce: Blinkit and the Integration of Traditional Brands like FABINDIA LIMITED and Vedant Fashions Limited - Manyavar-Mohey The world of commerce is rapidly evolving, with the rise of quick commerce transforming how consumers shop. Let's explore how these iconic brands are making their way into the world of quick commerce. FABINDIA LIMITED : Bringing Traditional Craft to the Digital Age Fab India, a beloved brand known for its handcrafted, traditional Indian products has joined platforms like Blinkit, Fab India is making its products available to consumers with the same ease and speed that other goods are delivered. This move is not just about adding another sales channel; it's a way for Fab India to meet evolving consumer preferences. Urban consumers, especially younger ones, are increasingly looking for convenience and speed when making purchases. Vedant Fashions Limited - Manyavar-Mohey: Ethnic Wear Meets Quick Commerce Manyavar, one of India’s leading ethnic wear brands, has also joined the quick commerce trend by offering its products on Blinkit. The allure of Manyavar on Blinkit lies in the fusion of convenience with a premium product offering. Whether it's a kurta for an impromptu celebration or a last-minute purchase for a wedding, Blinkit's quick delivery model offers consumers the flexibility to buy ethnic wear at the touch of a button and have it delivered to their doorsteps in minutes. Why Quick Commerce is the Future for Traditional Brands Several key factors are driving traditional brands like Fab India and Manyavar to consider quick commerce as a viable sales channel: 1.   Reaching a Younger Audience Q-commerce platforms are predominantly used by younger, tech-savvy consumers who prioritize convenience and speed. 2.   Convenience and Speed Brands that can deliver on this promise — through q-commerce platforms — are positioning themselves as more consumer-centric, adapting to changing expectations in the retail landscape. 3.   Increased Visibility and Reach Quick commerce platforms provide brands with access to a much wider audience, including those in smaller urban pockets or tier 2 and tier 3 cities where their physical stores might not be present. 4.   Competing in the Digital Age To remain relevant in an increasingly digital-first world, traditional brands must embrace online platforms. As this trend continues, we can expect more traditional brands to join the quick commerce movement, reshaping the future of retail and giving consumers the best of both worlds: tradition at the speed of now. East India Retail Connect

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Point to ponder Data range Q1 2018 to Q2 2024 as per #Counterpoint for the top 5 smartphone brands in India. 1. The highest ever share at which a brand has been No. 1 is 31% by #xiaomi in Q1 2018 and Q1 2020. 2. The lowest share at which a brand has been No. 1 is again Xiaomi at 17% in Q3 2023. 3. The biggest gap between Brand No. 1 and 2 has been 14% (Xiaomi and #Vivo) in Q1 2020. 4. The smallest gap between Brand No. 1 and 2 has been 0 (Xiaomi and #Samsung) in Q2 2018 and Q3 2023 and Vivo and Xiaomi in Q1 2024 5. The highest contribution of the top 5 brands has been 91.6% in Q2 2020. 6. The lowest contribution of the top 5 brands has been 72% in Q4 2018. 7. It took Xiaomi 11 quarters to reach a double digit market share in India. 8. It is not that Xiaomi had a clean run as the No. 1 for 20 quarters as is said. Samsung shared the top slot with them in Q2 2018 and beat them in Q3 2020. 9. The brand with the highest swing in market share has been Xiaomi. 31% as the highest and 16% as lowest. 10. Vivo is the only brand except Xiaomi and Samsung that has crossed 20% market share. 11. Q2 2022 was unique in that the top 4 brands were spaced out by 1% each. Xiaomi at 19%, Samsung at 18%, Vivo at 17% and #REALME at 16%. 12. Q2 2024 was again unique that the top 3 brands were separated by a gap of just o.8%. 18.9% Xiaomi, 18.8% Vivo and 18.1% Samsung. 13. Actually Samsung has not been a clear No. 1 brand as it is assumed in 2023 in all quarters. There was a tie between Vivo and Samsung in Q3 2024, and between Vivo and Xiaomi in Q1 2024. 14. The highest share achieved by #Oppo is 11.4% in Q2 2024. 15. The highest share achieved by #Realme is 16% in Q1 2022. 16. The only brand which went below 10% share is 9% in case of Oppo in Q1 2022. 17. The top 5 brands have remain unchanged for 26 quarters! vivo India Samsung India Xiaomi India realme India OPPO India

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And now for the fourth report on the Indian smartphone market by research agency #IDC for Q2 2024. 1. The market shipped 35 million smartphones, with a growth of 3.2% YoY, the fourth consecutive quarter of YoY shipment growth. The figure is close to some other agencies. 2. India’s 5G smartphone market share increased to 77% or 27 million in 2Q24. This is more or less in line with other agencies. 2. The average selling price of 5G devices declined by 22% to US$293. 3. Point no. 2 and 3 combined brought down the ASP to US$ 248 a decline of 5.6% QoQ. YoY it increased by a mere 2.8% with the impact of premiumisation. 4. #Xiaomi’s Redmi 13C, OPPO’s F25 Pro, #realme’ s 12x, Xiaomi’s Redmi 12 and realme’ s C65, were the highest shipped 5G models. 5. The brandwise share is as attached with only #Samsung and #OnePlus showing a decline YoY. OnePlus is understandable with the boycott they faced but for Samsung it is reason to worry as they have also lost share in the >US$ 600 segment. 6. Overall, #Vivo continued to lead for the second consecutive quarter, with multiple launches across price segments through the Y series, mid-premium V series and flagship X Fold 3 Pro. If one goes by combined share Vivo+#iQoo and Xiaomi+#Poco have the same market share at 19.2% making them both No. 1 in volume shipments. 6. Shipments to online channels grew by 8% YoY, and its share increased to 50% in 2Q24 compared to 47% in 2Q23. I had said this as well 7. #Motorola entered the top five vendor list in the online channel, at the fourth slot, while Vivo climbed to the second slot, led by its T series models. Due to severe heatwave conditions in major parts of India, offline channel shipments declined by 2% YoY in 2Q24. 8. Motorola registered the highest growth backed by the product portfolio across price segments, while #Nothing witnessed the second-highest growth amongst all other brands. 9. Both #Tecno and #Infinix were in the top 10 2 quarters back. Infinix slipped out of the list in the last quarter and now Tecno has been replaced by iQoo. #Transsion as I had mentioned was bound to lose to a resurgent Xiaomi/Poco combination as it tried to move up the price ladder. 10. The premiumization trend in the smartphone market, led by Apple and Samsung, coupled with rising device costs is motivating China-based brands to expand beyond the mass segment. vivo India Samsung India vivo India realme India OPPO India apple India Motorola Mobility India Ltd POCO India OnePlus India OPIndia Transsion India

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Thoroughly enjoyed speaking with Anurag Goyal on his show Sip to Success. He's running a great business in packaging and interviews founders from fmcg, retail and d2c industries. In this podcast, we talk about: 1. My decade long journey in #entrepreneurship, how after 2 failed tech startups, I went #offline and I founded New Shop with Charak Almast and Mani Dev Gyawali as we saw a $40 Billion opportunity in standardising modern convenience retail in India. 2. India is an Entrepreneurship obsessed country and 83% Indians choose to become entrepreneurs as against the global average of 53%. but, 90% of them fail. We know How being a failed #entrepreneur feels like, and that's why we are on a mission to empowering and democratising business ownership in India, by having built a breakthrough #franchising model that's already empowered 100s of #franchiseowners of New Shop. 3. How New Shop's #franchise model works and how we plan to empower 10,000 successful business owners by 2030. 4. The future of franchising, estimated to become a $150B industry by 2028. 5. The future of retail industry is pegged at $2Trillion by 2032, and there will be many players in different types of #modernretail, #ecommerce, and #qcommerce solving for different consumers needs - like how it has happened in evolved consumer markets like USA, China. 6. There will be a consolidation in #traditional retailers, driven by new age consumer demands, infrastructural developments and franchise aspirations. 7. Our experience of working with #d2c brands, and how they can improve to better position for offline retail. https://lnkd.in/gXRp83XH

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🛍️ Unlocking Retail Success: Addressing Challenges in Store Performance For an underserved retail market in India, success hinges on various factors, including local preferences, consumer behavior, and the caliber of store management. While there are too many variables to be on top of, I discovered, an alarming 40% of stores not meeting their targets, in recent conversations. A common pain point among retail clients: a lack of visibility for area heads into product level sales / sales return trends by stores. This deficiency not only impacts store sales but also affects the frontline staff's performance and robs them of their incentives. As an after effect, a significant bandwidth goes into managing staff and their disappointment reducing the ability to increase the span of control (ability to manage more suboirdinates) To tackle this issue effectively, I believe retail organizations should work towards; 1 - Empowering area heads (managing multiple stores in the area) with comprehensive insights into sales trends, empowering them to make informed choices like tweaking incentive plan thresholds, adjust product weightages etc so that store level personnel can cater to local preferences 2 - Additionally, add the ability to simulate overall outflow based on historical sales data that can provide invaluable foresight for sales operations personnel This can help eliminate dissatisfaction on store front level and enable area heads to increase their span of control by adding more stores under their ambit. There are a bunch of solutions out there to help you with this; some standalone while some more comprehensive that come with end to end integrations making the process seamless. How are you addressing similar situations in your retail operations? #Retail #SalesPerformance #IncentiveSolutions #RetailOperations #BusinessInsights

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The Changing Face of Retail: A Call for Adaptation in India’s Small Business Sector The rise of e-commerce and a shift in consumer preferences are transforming the retail landscape in India. A recent article in Dhanam Magazine shared a concerning report from the All India Consumer Products Distributors Federation (A.I.C.P.D.F.): over 200,000 small grocery stores across India have closed within the past year. It’s a wake-up call for everyone involved in the sector. The rapid growth of e-commerce platforms, particularly in metropolitan areas, is reshaping consumer behavior. With convenient online shopping options and attractive discounts, urban consumers are increasingly turning to digital platforms, pushing traditional grocery stores into a tough spot. Unfortunately, small retailers often lack the capital to compete directly with these e-commerce giants. However, it’s not just about market share. One key reason for these closures is a broader issue: the reluctance of many small businesses to adapt to changing consumer expectations. In today’s world, customers value convenience, digital payment options, and even doorstep delivery. Small businesses that stick to traditional methods may be inadvertently limiting their potential reach. By embracing even simple tech upgrades, like digital payment solutions, inventory management tools, or social media presence, small retailers can engage better with modern customers and increase their resilience against market disruptions. The A.I.C.P.D.F. is urging the government to address the impact of e-commerce giants and protect the future of India’s small business sector. But we must also ask: how can small businesses themselves evolve to stay competitive? Let’s use this as an opportunity to discuss how traditional businesses can leverage technology for sustainability and growth. What steps do you think small businesses can take to compete in a digital-first world? [small businesses, retail industry, digital transformation, e-commerce impact, market adaptation, business sustainability, technology adoption]

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