Executive Summary
Fabindia was founded in 1960 with a mission to provide work and employment to India’s skilled rural artisans and to protect traditional weaving and printing skills.
Change in customer consumption pattern and increased income per capita has given boost to domestic sales of Fabindia. In last five years (2002-06), turnover of Fabindia has increased by 335% and profit by 422%.
Fabindia’s vision is to expand to 200 stores and grow its revenue to Rs 8.6 billion by FY 2011.
Key challenges in achieving target revenue of Rs 8.6 billion are additional capital requirement, shortage of qualified personnel, threat from new retail chains, increasing rental rates, and uncertainty in supply.
This document is intended to analyse different possible alternatives like increasing product line, establishment of new store with external and internal financing options, development of franchisees to achieve target revenue without compromising with vision of organization.
Situation Analysis
Rapid scale-up would require more qualified personnel and formalization in organization. Absence of organized retail sector in India has lead to shortage of qualified personnel.
New retail chains like Pantaloon, Trend Ltd, Shoppers World, ITC have entered in garments sector posing potential threat to Fabindia. 70% of Fabindia’s revenue are generated from garments. Small players like, privately owned Anokhi, Govt. owned Khadi, State Govt owned Phullkari, Rajasthali, Chunari etc have also expanded and opened their shops in major cities of India.
New product lines were introduced and have shown positive results. In last two years organics and body care revenue has seen a growth of 100 times.
Increasing number of shops will require more investments due to increasing rental and property rates. Another major challenge for Fabindia could be capital for expansion. For desired exponential growth Fabindia may require additional external capital.
Supply chain of Fabindia is based on trust with uncertainty of supplies from it’s rural suppliers. Estimate of supply has always problem for Fabindia.
Problem Statement
To grow in terms of revenue to Rs 8.6 billion by FY 2011.
Alternatives and their impact
- Increase efficiency of existing stores
In last five years operational expanses has increased from 21.8 % to 26.04 % of revenue. It has reduced the profitability of organization. An expected saving of Rs 55 million expected. (Source: Exhibit 5)
- Increase Export Activity
After Fabindia’s main UK based customer, Habitat was acquired by larger firm. Fabindia was not able to utilize its export potential and has seen negative growth. In 1965, revenue from export was at Rs 2 million. Currently export revenue has declined to Rs 1.02.
Exploring new market and clients may result in better results. Additional revenue of Rs 2 million can be generated by focusing on exports.
- Collaboration and franchisee model
Franchisee model may have multiple advantages like increased market presence, saving on labor cost, rental cost, and managing cost.
Franchisee model may also tarnish image of Fabindia and franchisee may use Fabindia brand name to promote its own products. A carefully legally bounded agreement may be required.
An additional average revenue of 3 million (10% of average Fabindia store sales) may be expected from each franchisee store.
- Setting up new store (with external investing)
Average rental rates are at Rs 400/sq feet, Fabindia store size is 400 sq feet for small stores and 8000 sq feet for large stores. Currently Fabindia has 49 stores and additional 151 stores of medium size (4000 feet) will make an additional rental cost of Rs 241.6 million per month. (Table 1.1)
A new store on rental may have average Rs 19.2 million rental cost per year with revenue of Rs 30 million per year.
Other costs may include hiring personnel, salary and other maintenance cost.
5 Setting up new store (with internal investing)
Fabindia has reserves and surplus of Rs 338.51 million. Rental cost of new store would be Rs 19.2 million per year
15 stores can be established providing additional revenue of Rs 450 million per year. (assuming average return per store as Rs 30 million)
6 Including more product line
Garment sector is facing competition by organized retail sector.
Including diverse product line like food and personal care can generate new source of revenue while reducing competition. Concept like organic departmental store may be used.
Organics and body care were introduced in 1998, till 2004 revenue from organics were very less. In last two years organics revenue has seen a growth of 100 times contributing Rs 25 million to revenue. Expected growth opportunities and additional revenue could be huge. Assuming moderate growth of 10 times in next two years may result in 250 millions of revenue and 500 million in next 5 years.
7 Increase advertisement and marketing of Fabindia products
Apart from opening of new stores advertisements are not issued. Fabindia is sustaining on its quality and perceived value as spread by word of mouth. Advertisement and spreading awareness could result in 5-10% increase in sales. Expected returns could be 125 millions per year by advertisement budget of Rs 50 million (0.03 of sales revenue) which is far below than industrial norms of 1 to 1.5 percent.
Criterion for evaluation
- Consistency with organizational mission
No compromise with mission.
- Extent of revenue contribution
An activity with higher level of revenue contribution will be selected.
- Profitability
The activity must be profitable when implemented.
- Requirement of additional work force
Activity with minimum additional requirement of workforce will be given preference.
Evaluation of Alternatives
Each alternative is evaluated against each criterion. Our target is to increase revenue of Fabindia, thus each alternative will be judged against the extent of additional revenue it can generate.
Points equal to additional revenue is provided to each alternative. We may choose one for more alternatives to maximize our revenue function as all these activities are mutually exclusive.
Increase efficiency of existing stores
Consistency with organizational mission : Yes
Extent of revenue contribution : Nil
Profitability: Yes (Rs 55 million)
Requirement of additional work force : Nil
External capital requirement : No
Result : zero points awarded to alternative
Increase Export Activity
Consistency with organizational mission : Yes
Extent of revenue contribution : Rs 2 million per year
Profitability: Yes
Requirement of additional work force : little or not required
External capital requirement : little or not required
Result : 2 points awarded
Collaboration and franchisee model
Consistency with organizational mission : Yes
Extent of revenue contribution : Rs 453 million from 151 new stores (Rs 3 million per franchisee)
Profitability: Yes
Requirement of additional work force : little or not required
External capital requirement: little or not required
Result : 453 points awarded (Table 1.2)
Setting up new store (with external investment)
Consistency with organizational mission : Depend new investing partner
Extent of revenue contribution : Rs 4530 million from 151 new stores (Rs 30 million per store)
Profitability: Yes
Requirement of additional work force : large
External capital requirement : yes (approx 2500 million will be required)
Result : rejected as mission can’t be compromised
Setting up new store (with internal investment)
Consistency with organizational mission : Yes
Extent of revenue contribution : Rs 450 million from 15 stores (Rs 30 million per store)
Profitability: Yes
Requirement of additional work force : medium
External capital requirement : No
Result : 450 points awarded
Including more product line
Consistency with organizational mission : Yes
Extent of revenue contribution : Rs 500 million
Profitability: Yes
Requirement of additional work force : little or not required
External capital requirement: little or not required
Result : 500 points awarded
Increase advertisement and marketing of Fabindia
Consistency with organizational mission : Yes
Extent of revenue contribution : Rs 125 million
Profitability: Yes
Requirement of additional work force : little or not required
External capital requirement: little or not required
Result : 125 points awarded
Evaluation result
Increase efficiency of existing stores : zero points
Increase Export Activity :2 points
Collaboration and franchisee model : 453 points (151 stores)
Setting up new store (with external investment): 0 points
Setting up new store (without external investment): 450 points (15 stores)
Including more product line : 500 points
Increase advertisement and marketing of Fabindia : 125 points
Recommendations
With current growth rate of 50% Fabindia could achieve its revenue target of 8.6 billion by FY 2011. Fabindia has to maintain the growth rate of 45% for next 5 years. Following actions may be taken from maintaining growth rate of 45%.
- Fabindia should setup 15 more stores which could generate Rs 450 million. More stores may be opened as and when Fabindia has its own capital.
- Fabindia should look for partners for franchisee and extensively create more franchisees and must increase their number to 150 in next 3 years.
- More product lines in organic should be included and organic products should be boosted.
- Better marketing and advertisement by allocating a budget of Rs 50 million.
Action Plan
Organic and body care
Organic and body care product line should be promoted, as these product line has shown 100 times growth in last 2 years. Fabindia should focus on organics and body care products.
Sales Target for organic and body care products.
| Year | Sales Target |
| 2007 | 100 million |
| 2008 | 250 million |
| 2009 | 350 million |
| 2010 | 450 million |
| 2011 | 500 million |
Franchisee stores
We should first concentrate on franchisee model before opening own stores. This will save our case reserves. Franchisees should be increased to approx 150 numbers in next 3 years.
| Year | No of new franchisee | Total no of additional stores |
| 2007 | 50 | 50 |
| 2008 | 50 | 100 |
| 2009 | 51 | 151 |
Establishing new stores
New store should be set up in three phases starting from year 2009.
| Year | No of new stores | Total no of additional stores |
| 2009 | 5 | 5 |
| 2010 | 5 | 10 |
| 2011 | 5 | 15 |
Revenue targets (source table 1.4)
| Year | Addition Revenue |
| 2007 | 250 million |
| 2008 | 550 million |
| 2009 | 953 million |
| 2010 | 1203 million |
| 2011 | 1403 million |
Appendix A
Table 1.1 Rental Cost calculation
| Store Size | Average Rent | Annual rent |
| Small (500 sq feet) | Rs 400/month | Rs 2.4 million |
| Medium (4000 sq feet) | Rs 400/month | Rs 19.2 million |
| Large (8000 sq feet) | Rs 400/month | Rs 38.4 million |
Table 1.2 Franchisee Stores and expected revenue
| Year | No of new franchisee store | Total no of franchisee | Revenue per store | Total revenue |
| 2007 | 50 | 50 | 3 million | 150 million |
| 2008 | 50 | 100 | 3 million | 300 million |
| 2009 | 51 | 151 | 3 million | 453 million |
Table 1.3 Establishing New Stores
| Year of operation | No of new stores | Total no of additional stores | Revenue per store | Total revenue | Rental charges (@19.2 million per year) |
| 2009 | 5 | 5 | 30 million | 150 million | 96 million |
| 2010 | 5 | 10 | 30 million | 300 million | 192 million |
| 2011 | 5 | 15 | 30 million | 450 million | 288 million |
Table 1.4 Expected additional revenue
| Year | Revenue from organics and body care | Revenue from franchisee stores | Revenue from new stores | Total Revenue |
| 2007 | 100 million | 150 million | | 250 million |
| 2008 | 250 million | 300 million | | 550 million |
| 2009 | 350 million | 453 million | 150 million | 953 million |
| 2010 | 450 million | 453 million | 300 million | 1203 million |
| 2011 | 500 million | 453 million | 450 million | 1403 million |
