PROJECT REPORT

ON
RAYMOND

SUBMITTED TO: Ms.

Riya Sharma
SUBMITTED BY: Vipul
COURSE : BBA (Gen)
 Group Companies
Incorporated in 1925, the Raymond Group is a Rs. 1400 crore plus conglomerate
having businesses in Textiles, Readymade Garments, Engineering Files & Tools,
Prophylactics and Toiletries.
The group is the leader in textiles, apparel, & files & tools in India and enjoys a
pronounced position in the international market. Raymond believes in Excellence,
Quality and Leadership.
RaymondLtd.
Raymond Limited is India’s leading producer of worsted suiting fabric with a 60%
market share.
Raymond Apparel Ltd. has three highly regarded menswear brands in its folio:
Park Avenue, Parx & Manzoni.
J.K. Ansell Ltd. is the manufacturer and marketer of KamaSutra brand of
premium condoms.
J.K. Helene Curtis Ltd. is the marketers of the Park Avenue and Premium brands
of men’s toiletries.
ColorPlusFashionsPvt.Ltd.
Established in 1994 ColorPlus is one of the leading domestic brands for premium
casual wear in the country.

Incorporated in 1925, Raymond Limited has four divisions comprising of

Textiles, Denim, Engineering Files & Tools, Aviation and Designer Wear.
Raymond Textile is India's leading producer of worsted suiting fabric with
over 60% market share. With a capacity of 25 million meters of wool &
wool-blended fabrics, Raymond Textiles is the world’s third largest
integrated manufacturer. The company exports its suitings to more than 50
countries including USA, Canada, Europe, Japan and the Middle East.
Over the years, Raymond Textile has developed strong in-house skills
for research & development, which has resulted in path-breaking new
products. Perceived as pioneer and innovator, Raymond Textile has been
responsible for raising the standard of the Indian textiles industry.
The Denim division has an installed capacity of 16 million meters and
produces high quality ring denims. The company currently ranks among the
top 3 producers in India. The products are exported to over 30 countries in
the world. The Engineering Files & Tools division, J K Files & Tools, is the
world’s largest producer of steel files with 90% market share in India and
about 30% market share in the world. The Designer Wear division, Be: is
an exclusive pret-a-porter range that houses designs by some of the finest
Indian designers. Be: offers an eclectic mix of formal, office and evening
wear for men and women, in western, ethnic and fusion styles with
accessories. The Aviation division, Million Air was launched in 1996 to
provide air charter services. Known for high quality and reliable services,
Million Air has a fleet of three helicopters and one executive jet.

Divisions

Textiles
Produces world-class pure wool, wool blended & polyester viscose fabrics and
blankets and ranks among the top 3 integrated producers in the world. Also
produces a wide range of furnishing fabrics.
Denim
The Denim division produces high quality ring denims and ranks among the top 3
producers in India.
Files&Tools
Files & Tools division manufactures complete range of Engineer's steel files &
drills and is the world’s largest producer of steel files.
Be:
An exclusive prêt-a-porter line of ready-to-wear designer clothing for women and
men in western, ethnic and fusion styles.
Aviation
Million Air was launched in 1996 to provide air charter services and enjoys a
reputation for high quality reliable services.

Textiles
Recognised as the most respected Textile Company of India*, Raymond
Limited is amongst the first three fully integrated manufacturers of Worsted
Suiting in the world. As the flag-bearer of the multi-product, multi-divisional
Raymond Group, it enjoys over 60% share of Indian Worsted Suiting
Market. It produces 25 million metres of high-value pure-wool, wool
blended and premium polyester viscose suiting in addition to half a million
blankets and shawls, all marketed under the flagship brand "Raymond" - a
worldwide trusted name since 1925. It also produces and markets plush-
velvet furnishing fabric in wide array of designs and colours including
carpeting for the niche markets of India and Middle East.
Manufacturing facilities include three world-class fully integrated plants in
India, employing state-of-the-art technology from wool scouring to finishing
stage and modern quality management (ISO 9001) as well as Environment
Control Systems (ISO 14001). All the plants are self-sufficient in terms of
providing educational, housing, recreation and spiritual support system for
the employees and connected townships.
Products are distributed through about 300 exclusive retail shops in India
and surrounding countries, 30,000 multi-brand retail outlets and over 100
wholesale distributors. In addition to Middle East and SAARC countries, its
products are sold to discerning customers in over 60 countries including
premium fashion labels all over the world.
* Award conferred in January 2003 by "Business World"
For further information, please contact us at our Thane Office.
PhoneNo.+912225344181
Email: kdjoshi@raymondindia.com

Denim
At Raymond’s Denim Division, we’re somewhat passionate about denim.
We think of how denim can keep pace with changing fashion and we try to
come up with better ways of making plain blue denim. Call it what you
want: obsession, commitment, and perfectionism. To us, it’s very simple.
We love what we do.

Raymond Denim, set up in 1996 produces 20 million meters of

differentiated Ringspun denim per annum. One of the world’s very few
specialized manufacturers of fancy denims our focus is on quality,
innovation and enhanced creation of niche products that satisfy the needs
of the world’s leading Jeanswear brands. Within a short time, we have also
made our presence felt in the global market.

We have made our presence felt global market. A substantial percentage of

our production is exported to Europe, South East Asia and North America.
Our buyers include trendsetters like Levis, Pepe, Zara, Gap, Tommy
Hilfiger, Lee Cooper and AZDA amongst others.

To ensure world-class quality, our production plant at Yvatamal uses the

best equipment, systems and practices:
1. Tensile and tear strengths are measured by tensorapid equipment.
2. Uster testing controls the evenness of all yarns.
3. Each & every bale of yarn is tested and passed through a double
passage draw for effective quality blending.
4. Marzoli ring spinning frames and open-end spinning are equipped
with auto doffing and auto bobbin transfer systems. Together with
Caipo and Amsler devices we are able to achieve the most creative
character ring yarns available.
5. Indigo and sulphur dyeing is achieved on two slasher dye ranges.
6. Suker Muller & Masters slasher dye ranges support Picanol &
Vamatex high speed looms to produce 20 million metres per
annum.
7. The Denim fabric is finished on the Cibitex range with micro
processing to stabilise shrinkage & skew. The stenter finish stabilises
shrinkage & width for our stretch products.
8. Testing and checking at every stage of the manufacturing process
is routine.
9. Shade standards and consistency is maintained via the system of
wash blankets tested from every roll of fabric.
10. Our water treatment plant purifies and recycles all indigo effluent
using reverse
osmosisystem enabling us to use all our water for land projects. The
entire 105-acre site has been designated as greenbelt status.
 11. Creative denims are developed with specialist finishing, fancy yarn
devices and other equipment necessary to achieve world-class
products.
12. Our onsite laundry facility enables us to experiment with creative
finishing to demonstrate the full potential of each individual denim
fabric.
For further information you may please contact:
Mr. Arvind Gupta
Raymond Limited
Denim Division
Pokhran Road No. 1,
P. O. Jekegram
Thane - 400606 (Maharashtra)
INDIA
E-mail:
arvindgupta@raymondindia.com
denim@raymondindia.com
Phone: +91 22 25337740/ 25337741 / 55972083 / 55972084
Fax no: +91 22 25349958 / 25337761

Files&Tools
J.K. Files & Tools, a division of Raymond Ltd. was started in 1950 with its
plant at Thane in Maharashtra, India. Today this division manufactures a
complete range of Engineer’s steel files besides HSS drills and HSS tool
bits from its three plants located in Maharashtra and one in Madhya
Pradesh.

J.K. Files & Tools is the world's largest manufacturer of steel files with
a predominant market share the world. J.K. Files & Tools is also the
largest producer of HSS Ground Flute Twist Drills in India with HSS Cutting
Tools being manufactured in Chiplun and Pithampur (M.P.) plants. As part
of backward integration, the division also operates a captive Hot Rolling mill
at Pithampur (M.P.) for catering to its raw material needs. All its plants are
IS0 9001 certified and it boasts of an impressive R & D and in-house
machine building facilities.
More than 50% of its production is exported to more than 50 countries,
mainly to developed markets like Europe & USA. For several decades the
division has been regularly receiving the Export Excellence Award.
In its more than 50 years of operations it has built up a strong goodwill and
a wide network of agents and dealers spread throughout the world.
Manufacturing Units:
Thane, Ratnagiri Chiplun in Maharashtra

Pithampur in Madhya Pradesh

Kolkatta in West Bengal
Surabaya in Indonesia
Products:
Files
• Saw Files
• Machinists' Files
• Rasp Files
• Needle Files
• Others
HSS Cutting Tools
• Drills
• Tool Bit
Contact Information For Buyers:

India (Domestic):
jkftsales@raymondindia.com

International (Exports):
jkftexport@raymondindia.com
Contact Information For Sellers:
jkftpurchase@raymondindia.com

For more information please visit www.jkfilesandtools.com

Be:
There was a vision to make couture available to all who dreamt of it but
could not afford it. Raymond was cognisant of the fact that awareness
levels for designer wear was increasing in the country. The rise in demand
for ‘value for money’ products and increasing fashion awareness has seen
the market for ready to wear increasing but it does not fulfill consumer
aspirations of owning the designer wear.

Understanding this need gap in the market an innovative venture was

conceptualised by the inimitable
textile giant, Raymond Limited. It was an ideal marriage of two parties, a
Corporate with strengths in marketing and retailing and the designers gifted
with immense talent. Raymond brought together some of the finest Indian
designers to introduce a radical and an unheard of concept,
‘Corporatisation of Designer Wear ’ with its Pret-a-porter brand Be: . Be:
brings a large collection of designer products to a large audience that is
increasingly becoming aware of designer wear and dreams of possessing
one.

Affordability, Accessibility and Acceptability are the three attributes that

characterise Be:

The first Be: store was inaugurated in New Delhi in July 2001 and today
Be: has a multi city presence with eight stores in India with two stores in
New Delhi, and one each in Ludhiana, Bangalore, Mumbai, Kolkata,
Hyderabad and a shop in Pune. Be: also has an international presence
with a store in Dubai, UAE. The Be: chain will soon spread to all-important
cities in India and abroad.

Range- Be: offers a range of apparel and accessories for both men (32%)
and women (72%). Ladies wear comprises of Ladies Western Wear (60%),
Ladies Ethnic Wear (30%) and Ladies Accessories (8%) while Mens wear
which offers wide range of Mens Westerns is the fastest-growing category.
Be: merchandise is focussed on specific target group making it more
wearable and acceptable to consumers.

The collection is an eclectic mix of formal office and eveningwear. The

fabric ranges from knits to wovens and cottons & linens to silk, with a
spectrum of colours starting from earthy and aqua tones to bright colours.
The price range is equally exciting that starts as low as Rs. 600/- to a
maximum of Rs. 6000/-.

Accessories: Presently the Be: collection consists of designer bags for

women, belts inspired by traditional Indian artistry, designer shoes by
Rinaldi . It also houses exclusive designer jewellery under the Be: in house
label.

Designer Gallery
Product Profile
Be: Stores
Aviation

Raymond diversified into Aviation launching the air taxi service – Million Air
with a fleet of three helicopters and Fixed Wing Aircraft in February 1996. It
was aimed mainly at the Corporate Travel Segment, which at that time was
practically non-existent. Million Air, which completes its eight years of
operation in February 2004, now boasts of a regular clientele of over 421
top companies in India and abroad.
Million Air has the distinction of achieving overall technical reliability of
99%. During this period, it has operated over 10,000 flights and flew over
27,900 passengers covering a distance of approx. 23,25,000 kms. With
Million Air you fly at your convenience, safely in world-class comfort and in
style.
Million Air is also a member of HAI (Helicopter Association International) &
NBAA (National Business Aviation Association, USA and has been
awarded "safety Awards" by both the organizations.
Services Offered:
• Long distance travel (Domestic and International) on Business Jet
Aircraft
• Emergency stretcher services on Helicopters
• Aerial sight seeing tours and Joyrides
• Visits to places of pilgrimage
• Factory visits
• Film shootings
• Flower Dropping
• Aerial photography/survey (with prior permission)
• Electronic News Gathering

Board of Directors
Dr. Vijaypat Singhania: Chairman Emeritus
Dr. Vijaypat Singhania was appointed Chairman and Managing Director of
the company in January 1980, which position he held till June 1999 and
was appointed as Executive Chairman of the Company from July 1999.
Currently he is the Chairman-Emeritus of the Company from September 6,
2000, in a non-executive capacity.
Dr. Singhania has nearly four decades of experience in the management of
several industrial units as the Chief Executive and has been instrumental
for the successful growth and diversification plans of the Company. Dr.
Singhania also serves as Chairman of the group companies.
Dr. Singhania is actively associated with Indian Merchants’ Chamber,
Indian Woollen Mills Federation, and Founder patron of Federation of
Indian Pilots. Dr. Singhania has undergone the Advanced Management
Programme (AMP) in Harvard. Dr. Singhania was a member of the FICCI
trade delegation to Russia and Australia and the delegation of the
Government of India to France.

Mr. Gautam Hari Singhania: Chairman & Managing Director

Mr. Gautam Hari Singhania took over the reins of the company as
Chairman and Managing Director in September 2000. Since then he has
steered the destiny of Raymond Limited with a single-minded focus of
being the best brand in India. He has been responsible for the strategic
decision of the restructuring of the Group, initiating the divestment of the
Synthetics, Steel and Cement division. Post divestment, the Group has
consolidated its position with a better bottom line and more focussed and
market oriented approach.
Mr. Gautam Singhania joined the J. K. Group of Companies (Western
Zone) in the year 1986. He was appointed the Wholetime Director on the
Board of Raymond Ltd. in 1990 and was elevated to the position of
Managing Director in mid-1999, in charge of all companies and subsidiaries
of the Raymond Group in India and abroad. In September 2000 he took
over as Chairman & Managing Director of Raymond Limited.
With a drive for creating new brands, Mr. Singhania has taken active
interest in the launch of new services and products. He was instrumental in
the successful launch of the brand KamaSutra in 1991. In the year 1996,
he launched a new division called Million Air, providing quality charter
services.
It was under his leadership that the hi-fashion casual wear brand Parx and
premium men’s wear brand Manzoni were launched in the year 1999 and
2000 respectively. In the year 2001, Mr. Gautam Singhania, introduced the
concept of corporatisation of designer wear for the very first time in India
with the brand Be:. He also was instrumental in Raymond’s recent
acquisition of ColorPlus, a leading menswear brand.
Mr. Gautam Singhania’s keen foresight and innate business acumen has
enabled the Raymond Group to achieve soaring heights in the Indian and
international markets. His personal vision for the group is to take the
Raymond brand from being the most respected Indian brand to be amongst
the best in the global market.
Mr. Nana Chudasama: Director
Mr. Nana Chudasama joined the Board in 1986. Mr. Chudasama is a well-
known personality in the field of business and social activities. Mr.
Chudasama is a Director of a number of companies including SAN
Engineering & Locomotive Co. Ltd., New Consolidated Construction
Company Ltd., Shivagrico Implements Ltd., Gratex Industries Ltd., and The
Dukes' Retreat Ltd. and Midday Multimedia Ltd.

Mr. U.V. Rao: Director

Mr. U.V. Rao joined the Board in 1994. Mr. Rao, a B.E. (Elec.), has
participated in the Advanced Management Programme (AMP) at Harvard.
Mr. Rao has had over 40 years of experience in business and industry
besides project experience. He was the Chief Executive & Managing
Director of Larsen & Toubro Limited.

Mr. Rao is a Director of numerous companies including Stovac Industries

Limited, John Fowler (India) Ltd., TIL Limited, Usha Martin Ltd., Indfos
Industries Limited, Kirloskar Oil Engines Ltd. and Kirloskar Brothers Ltd
also alternate director in Dickinson Fowler Pvt. Ltd.

Mr.B.V.Bhargava:Director
Mr. Bhargava joined the Board in 1996. A post graduate in commerce and
a law graduate, Mr. Bhargava has had varied and multifaceted experience.
He has had a distinguished career in development banking and project
finance for nearly three decades. His career began with the Tariff
Commission of India, where he was involved with various industries
including sugar, cement, and paper. After joining ICICI Ltd, in 1968, Mr.
Bhargava headed various departments including projects department and
projects appraisal department. He was appointed as Vice Chairman &
Managing Director of ICICI Ltd., which post he held till his retirement in May
1996.

Mr. Bhargava is also on the Board of numerous companies including The

Credit Rating and Information Services of India Limited (CRISIL), Cosmo
Films Ltd., Supreme Industries Ltd., Grasim Industries Ltd., J.K. Corp. Ltd.,
HEG Ltd., ICICI Lombard General Insurance Co. Ltd., Schenectady
Herdillia Ltd., National Commodity &Derivatives Exchanges Ltd, and Excel
Crop Care Ltd.

Mr. B. K. Kedia: Director

Mr. B.K. Kedia, who joined the Board in January 1995 as Senior President
& Wholetime Director, was appointed as Senior President and Joint
Managing Director in November 1998. Presently he is a Non-Executive
Director of the Board from August 2000. Prior to his elevation to the Board,
Mr. Kedia was Senior President and has been associated with the
Company in various capacities for over four decades. Mr. Kedia is also on
the Board of the group companies.

Mr. B.K. Kedia, a post graduate in Arts, has participated in the Advanced
Management Programme (AMP) at Harvard. Mr. Kedia was awarded a
Certificate of Honour by the Indian Woollen Mills' Federation (IWMF) for his
distinguished services to the Indian woollen industry. Mr. Kedia is the
Chairman of the Indian Woollen Mills' Federation, Mumbai and Chairman
Emeritus of the Wool Research Association.

Mr. I.D. Agarwal: Director

Mr. I.D. Agarwal is a Director nominated by Unit Trust of India since
October 2001. Mr. Agarwal, M.Com. D.S.M., C.A.I.I.B., has 37 years of
experience in Banking, Finance and Currency. Mr. Agarwal, Former
Executive Director, Reserve Bank of India, was an Advisor to the United
Nations and has been the Director of Small Industries Development Bank
of India (SIDBI). He is currently the Chairman of OTC Exchange of India,
OTCEI Securities Limited, IKF Finance Ltd., UTI Trustee Co. (P) Ltd., and
Western India Shipyard Ltd.
Mr. Agarwal has undergone professional training with Bank of England
(U.K.), Midland Bank (U.K.), Bundesbank (Germany) and Dresdnerbank
(Germany).

Mr. Nabankur Gupta: Group President & Wholetime Director

Mr. Nabankur Gupta is the Wholetime Director and Group President of the
Company from January 15, 2001 and he joined the Raymond Group as
Group President with effect from August 1, 2000.
Mr. Nabankur Gupta (56 years) graduated from IIT Delhi in 1970 in
Electrical & Electronic Engineering. He started his career with Philips
(India) Ltd. as a Management Trainee and rose to be the marketing head of
the Consumer Electronics.
He joined Videocon International Limited in June 1989 and was Executive
Director on the board till July 2000. He was also on the Board of the five
other Companies of Videocon Group.
He introduced the concept of sub-branding and subsequently multi-
branding in the area of consumer durable for the first time in India. As a
consequence of this successful strategy, he received recognition by the
Advertising Age International, New York, in 1995 with the title of Marketing
Superstar.
Presently, he is the Chairman of the Media Research Users Council
(MRUC) and the President of Alumin Association IIT (D), Bombay Chapter.

Mr. Anant Singhania: Wholetime Director

Mr. Anant Singhania is the Wholetime Director of the Company with effect
from August 1, 2000. Prior to his elevation to the Board, he was the
Commercial Director of the erstwhile Steel Division of the Company in
August 1997 and Executive Director of the Company in July 1999.

Mr P. K. Bhandari: Wholetime Director & Deputy Group President

Shri P.K. Bhandari, aged 46 years, is a commerce and law graduate from
the University of Kolkata and a Fellow Member of the Institute of Chartered
Accountants of India and an Associate Member of the Institute of Company
Secretaries of India and has over 22 years of experience in the field of
finance, industry, business and corporate management. Shri P. K. Bhandari
who joined the company in August 27, 1989 played a key role in
strategizing and implementing the Company's restructuring program which
included hiving off its non-core businesses in steel, cement and synthetics
and consolidating its core - textile, garment and files businesses. Shri
Bhandari currently heads the textile and garment business of the Company
and is a key executive of the top management of the Company.
History
Around the time the Singhania family was building, consolidating and expanding
its various businesses in Kanpur, one Mr. Wadia, was in a similar
manner engaged in fulfilling his dream: he set up a small woollen mill in the area
around Thane creek, 40 kms away from Bombay. This mill was soon acquired by
the Sassoons, a well-known industrialist family of Bombay, who renamed it as The
Raymond Woollen Mills.
When the Singhanias were looking for new regions to establish their presence and
new fields to venture into, they concurred that textiles appeared to hold promise. A
piece of information that a woollen mill was available on the outskirts of Bombay
clinched the issue.
When the grandson of Lala Juggilal, Lala Kailashpat Singhania took over
Raymond in 1944, the mill was primarily making cheap and coarse woollen
blankets, and modest quantities of low priced woollen fabrics.
The vision and foresight of Mr. Kailashpat Singhania helped greatly in establishing
the J.K. Group’s presence in the western region. Under his able stewardship,
Raymond embarked upon a gradual phase of technological upgradation and
modernisation producing woollen fabrics of a far superior quality.
Under Mr. Gopalakrishna Singhania, the mill became a world-class factory and the
Raymond brand became synonymous with fine quality woollen fabrics. At
Raymond,
quality did not rest on its laurels. When Dr. Vijayapat Singhania took over the
reins of the company in 1980, he injected fresh vigour into Raymond, transforming
it into a modern, industrial conglomerate. His son Mr. Gautam Hari Singhania, the
present chairman and managing director has been instrumental in restructuring the
Group. With the divestment of the Synthetics, Steel and Cement divisions he
initiated, the Group has emerged stronger with a better bottom line, more focused
approach, become market oriented and achieved a consolidated position.
Today, the woollen mill by the creek has turned into a Rs. 1400 crores
conglomerate and is India’s leading producer of worsted suiting fabric with 60%
market share. It is also the largest exporter of worsted fabrics and readymade
garments to 54 countries including Australia, Canada, USA, the European Union
and Japan. The Raymond group is also the leader among readymades in India with
a turnover of Rs. 2000 million with its three brands – Park Avenue, Parx and
Manzoni.
In its pursuit of excellence Raymond continues to achieve enhanced customer
satisfaction through ongoing innovation. And happily the growth graph continues
to rise higher…and higher.

It all began with a small but significant order from Fiji for Rs. 7,000 worth of
Raymond fabrics. In the St. Erik’s Fair in Sweden, a sizeable order was
won and executed and ever since exports have never looked back.
Today, Raymond is the largest exporter of worsted fabrics and readymade
garments to over 58 countries including Australia, Canada, USA, the
European Union and Japan. From winning the first ever Government of
India award for outstanding export performances, Raymond has continued
to win a number of export awards. Happily the export graph continues to
rise higher…and higher.
The fact that Raymond makes world-quality fabrics is evident in the global
acceptance the brand has achieved. Internationally renowned menswear
designers today style their latest collections from Raymond- the fabric in
fashion.
WHAT WE EXPORT
FABRICS
All Wool, Wool Rich, Polyester Wool & Polyester Viscose fabrics .Exotic
fabrics like Wool Silk, Wool Cashmere, Cape Wool and Linen blends.
Available in variety of finished and stretch properties both with and without
Lycra.
BLANKETS
All Wool, Wool Rich Blankets & Flannels.
GARMENTS
Trousers, Jackets, Suits, Shirts, Jeans and T – Shirts.
Readymade accessories such as Ties, Socks Handkerchiefs and Leather
Belts

J.K. Ansell has consistently earned the approval of buyers the world over
and is recognised both for high quality condoms and consumer appeal.
At every stage in the process, from sourcing the raw material through the
production process to dispatch, stringent quality parameters are met.
The plant is ISO 9001 certified and accredited for CE Mark from British
Standards Institute, UK. We have elaborate testing facilities in-house. Our
products also conform to various international standards like ISO 4074, BS
3704, ASTM, WHO, SABS and US FDA 510K.
The company exports KamaSutra condoms to more than 50 countries
across the globe.

Asia: Bangladesh, Fiji, Iran, Jordan, Kuwait, Nepal, Saudi Arabia, Sri
Lanka, Syria, UAE, Vietnam and Yemen

Europe: Russia, Azerbaijan, Brunei, Cyprus, Hungary, Kazakhstan, Latvia,

Romania, Turkey, and Ukraine

South America: Chile, Guyana, Panama, Peru, Surinam and West Indies

Africa: Benin, Botswana, Ethiopia, Ivory Coast, Kenya, Mauritius,

Mozambique, Nigeria, Sudan, Tanzania, and Zambia
Branded condoms apart, the company is also involved in institutional
supplies to various countries. It has in the past supplied condoms under
EEC, World Bank UNFPA funded programmes to Bangladesh and Kenya.
The company has also exported bulk products to Ansell International for
the markets of USA, Europe and South Africa.

For Export Enquiries:

PhNo:+91-22-22644033
Fax:+91-22-22620052
Email : lavaishagarwal@raymondindia.com

J.K. Files & Tools enjoys a substantial market share in all parts of the world and is
a strong brand name in Africa, Asia and Latin American markets. It exports more
than 50% of its production to more than 80 countries around the world and enjoys
more than 30% share in the global market.

Since 1972 this division has been regularly receiving the Engineering Export
Promotion Council's excellence award.

Customers all over the world prefer the company's products as it means value for
money in terms of all aspects of the product and services. JKFT supplies files to
Original Equipments Manufacturers (OEMs) in Europe and USA. It also supplies
to Machete manufacturers who complement their product range with the
company's files. JKFT also services to large distributors and wholesalers who deal
in tools and hardware items.

Investor Relations
Registered Office:
Plot No. 156, H No.2, Village Zadgaon, Ratnagiri 415 612,Maharashtra
Phone : 95-2352- 232514; Fax : 95-2352- 232513
Annual General Meeting:
Date and Time : June 30, 2004 at 11.00 A.M.
Venue : Registered Office of the Company at Plot No. 156/
H. No. 2, Village Zadgaon, Ratnagiri 415 612, Maharashtra
Financial Calendar:
Financial reporting for the quarter ending June 30, 2004 : End July 2004
Financial reporting for the half year ending September 30, 2003 : End
October 2004
Financial reporting for the quarter ending December 31, 2004 : End
January 2005
Financial reporting for the year ending March 31, 2005 : End April 2005
Date of Book Closure:
June 16, 2004 to June 30, 2004(both days inclusive).
Dividend Payment Date:
July 2, 2004 onwards.
Listing on Stock Exchanges:
The Equity Shares of the Company are listed on the Stock Exchange at
Mumbai, and National Stock Exchange of India Limited. Annual Listing
Fees as prescribed have been paid to both the Stock Exchanges for the
year 2004-2005.

The Equity Shares of the Company have been delisted from the Stock
Exchanges at Kanpur and Delhi effective September 26, 2003 and October
23, 2003 respectively. The application for delisting of the Company’ shares
on The Calcutta Stock Exchange is pending approval.

The outstanding Debentures are listed on the Wholesale Debt Market

Segment of National Stock Exchange.

Global Depository Receipts are listed on London and Luxembourg Stock

Exchanges. Annual Listing Fees as prescribed have been paid to both the
Stock Exchanges for the calendar year 2004.
Stock Code:
BSE, Mumbai (Physical) - 330
BSE, Mumbai (Demat Segment) - 500330
National Stock Exchange – Raymond EQ
NSDL/CDSL – ISIN – INE301A01014
Stock Market Data:
The monthly high and low quotations and volume of shares traded on BSE
and The National Stock Exchange (NSE) are as follows :
MONTH BSE, MUMBAI NATIONAL STOCK
EXCHANGE
HIGH LOW NO. OF HIGH LOW NO. OF
SHARE SHARES
S TRADED
TRADE
D
APRIL 2003 96.70 83.00 147332 97.80 87.00 212112
MAY 2003 123.35 90.85 1271445123.30 91.10 1309004
JUNE 2003 121.95 108.30 739565 119.80 108.60 1406839
JULY 2003 142.55 112.60 3506438144.00 112.40 5665703
AUGUST 2003 142.20 122.50 2230290142.90 122.55 4158633
SEPTEMBER 156.50 133.80 1671648157.00 129.30 3626191
2003
OCTOBER 173.10 135.50 2665972173.50 135.50 4670185
2003
NOVEMBER 181.00 135.00 8492902181.70 135.00 11613719
2003
DECEMBER 245.00 177.50 5086637244.50 177.00 7546441
2003
JANUARY 241.00 168.20 1446288242.00 168.00 3126158
2004
FEBRUARY 207.00 180.00 732153 207.00 161.00 1421305
2004
MARCH 2004 199.00 164.25 366708 199.90 165.00 870095
Share Transfer
Shareholding
Plant Locations
Investor Correspondence

Trusts
A responsible corporate citizen, the Raymond group has displayed an
innate desire and a missionary zeal to contribute to the welfare and social
upliftment of the community. Raymond has provided the educational,
medical, housing, recreational and spiritual support for its people wherever
it has created industry and employment. It also manages some trusts,
which takes on the company’s social responsibility.
J.K. Trust:
The J. K. Trust provides scholarships and medical aid to not just its
employees but to anyone in need. Applications for the aid are accepted at
the despatch counter at J.K. Building.
J.K. Trust Gram Vikas Yogana:
J.K. Trust Gram Vikas Yogana manages the cattle breed improvement
program through establishment of integrated livestock development
centres. The trust was established with the main objective to transfer the
technology to the grassroots and create a conducive environment for rapid
development in rural areas through extension, training and
entrepreneurship.
The cattle breed improvement programme takes care of a system, to
upgrade the local indigenous low milk yielding cows by crossbreeding them
with use of frozen semen from highly pedigreed exotic Holstein Friesian
and Jersey bulls and buffaloes with frozen semen of superior breeds such
as Murrah and Surti. The resulting crossbred cows/buffaloes being better
milk yielders help in improving the socio-economic status of the farmers.
This led to the concept of establishment of the “Integrated Livestock
Development (ILD) Centre” and the “Gopal”.
The programme operator or the “Gopal” who monitors each centre is a
local educated unemployed youth extensively trained for six months to
carry out artificial insemination in cattle. One centre covers about 10-15
villages falling within a radius of 8-10 kms. catering service to
approximately 2000 animals. The Gopal is provided with a motorbike and
renders services like veterinary first aids, castrations of indigenous bulls,
treatment of animals for infertility, deworming and preventive vaccination
against various diseases at the doorstep of the farmers.
At present, around 180 centres are in operation in eleven districts of
Chattisgarh State, 69 centres in eight districts of Madhya Pradesh and 150
centres in two districts of Andhra Pradesh.
The establishment of the programme of Integrated Livestock Development
Centres which commenced from a small beginning, will be soon 1000
centre strong covering the states of Madhya Pradesh, Andhra Pradesh,
Chattisgarh and other states like Maharashtra, Haryana and Himachal
Pradesh. The Programme is being structured to meet the local conditions
and with the experience so gained, the Trust would soon initiate other
activities, which will induce further vibrance into the lives of rural India. For
J.K. Trust Gram Vikas Yojana, this is just one small step forward in
catalysing rural development.
Smt. Sulochana Devi Singhania School Trust:

The Trust manages Smt. Sulochana Devi Singhania School at Jekegram,

Thane which is a co-educational school from Junior K.G. to XII standard,
affiliated to the Council for ICSE. Set up in 1969, the school campus is
spread in a sprawling 10.6 acres. The 3,800 students of this school have
separate outdoors and indoors sports facilities, five computer labs, each
with 35 state-of-art computers and an open air theatre to express
themselves creatively. In 2002 the school started XI & XII standard in
Science stream offering Indian School Certificate (ISC).
Sitemap
News & Coverage
SUPER 220S - World’s finest fabric by Raymond
Raymond is the leader in the textile and apparel sector in India and one
amongst the top two manufacturers of worsted suitings in the world with the
widest range of suitings.

Raymond has launched the world’s most exquisite and finest fabric –
‘Super 210S’ as a part of its Chairman’s Collection and has plans to
introduce limited editions of Super 220s during this month. It is the only
Company in India, besides perhaps only two others in the world, which has
the technical know-how and the expertise to manufacture Suitings in the
Super 200S Wool category.

The term Super 220S connotes the fineness of the fabric: higher the grade,
finer the fabric. In this case, Super 220S is an elegant and exquisite
fabric made from extremely fine 12.7 microns wool (one micron is one
millionth of a meter).

This wool is not easily available and comes from a special breed of the
Australian Merino Sheep called the Saxony Merino that are maximum
twelve months old and are renowned for their fine fleece. These sheep are
reared in Queensland, where the compatible weather conditions of the
region are conducive for the high quality variety of wool.

Extensive research and development has gone behind the making of the
Super 220S, right from the fibre development stage to the spinning,
weaving and finishing of the product. The combination of luxury wool and
superior weaving technology gives this fabric a soft buttery texture with
great durability and drape.

Across the globe, the production of Super 220S (12.7 microns) wool
plain fleece for the year 2003 has been only 200 Kilograms. Since the
fabric is so rare, priceless and precious, Raymond is creating only limited
Suit Lengths of this fabric. Super 220S will be available at select Raymond
Shops across the country in classic designs of Chalk Stripes, Elegant
stripes and fine Herringbones in three colours Navy, Charcoal & Worsted
Grey.
Perceived to be a pioneer and innovator in the Indian textile industry,
Raymond has had a series of technological breakthroughs to its credit:
First to introduce polyester/Wool and Polyester/Viscose /Wool suiting in
India. 1995: Superfine pure wool collection under the Lineage Line (Super
100S to Super 140S) 1996: The Renaissance Collection made of Merino
wool blended with polyester and speciality fibres (Super 100S to Super
140S) 1999:The Chairman’s Collection of Super 150S made from Merino
Wool and Cashmere followed by Super 160S to Super 190S 2002: Super
200S (13.5 microns) fabric under the Chairman’s Collection 2003:
Applause Wool-rich Home Washable Suiting 2003:Super 210S (13.2
microns) fabric under the Chairman’s Collection 2004:Super 220S (12.7
microns) fabric under the Chairman’s Collection

Financial Express, New Delhi

February 9, 2004
Raymond to Create Shop-in-shop For Manzoni
With the objective of creating separate brand identity within the Raymond
Showroom (TRS), Raymond Apparel Ltd is creating shop –in-shop for its
super premium brand Manzoni. The shop-in-shop for Manzoni will create
the niche within TRS, while also giving distinct identity to Parx and Park
Avenue. Further, the company is looking at the possibility of having
separate flagship stores for its brands to further the aim of brand identity.

Raymond Ltd. Deputy group president Pradeep Bhandari said the aim
behind having shop-in-shop for Manzoni is to give the super premium
brand a better visibility in the TRS. “With the super premium segment
coming up, a separate visibility is needed for Manzoni,” said Mr. Bhandari
When you have so many brands in the shop (TRS), there has to be a
demarcation as far as brands are concerned and that’s the objective behind
the shop-in-shop, he added.

To begin with, the company is looking at having shop-in-shop for Manzoni

in 50 TRS all over the country in the next couple of months. “The aim is to
give a distinct experience to the shoppers of Manzoni and display the depth
the brand offers,” said Mr. Bhandari.

The move to create a distinct identity for Manzoni could come from the fact
that the company is looking to push the brand more prominently in the
minds of the customers. RAL has a total turnover of Rs. 250 crore, of which
Manzoni contributes five to seven percent to the total turnover, while Park
Avenue’s share is 60 to 65 cent with the balance from Parx.

Mr. Bhandari said that the creation of shop-in-shop for Manzoni will pave
the way for a distinct niche for Parx and Park Avenue.

Further the company is contemplating the possibility of having a few

flagship stores to display the brands. Mr. Bhandari said flagship stores for
brands like Parx and Park Avenue, to be set up at shopping malls, is under
consideration. “The flagship stores under consideration will essentially be
an image-building initiative and will be present in locations which give
complete shopping experience like shopping malls,” he said

The Times of India, Mumbai

February 8, 2004
BJP’s feeling good as dil hai Hinglishtani
The Language purists in the BJP may still cringe, but in the brave new
world the party is creating, Hinglish rules the waves.

In the spirit of “Yeh hai right choice, baby”, the BJP’s latest buzzword “ feel
good” has apparently no swadeshi equivalent: A booklet in Hindi at that
explaining the expression. Is entitled “Aam aadmi ke nazariye se ‘yehi hai
pheel good.”

Party sources say the originator of the party’s latest buzzword is deputy
Prime Minister L.K.Advani, who has taken inspiration from the
spindoctoring of the Margaret Thatcher era when “the feel-good factor”
gained currency.

On Friday, Mr. Advani at the BJP’s national council meeting, said he had
understood the meaning of the “feel-good factor” when the met successful
non-resident Indians. Next, he referred to a Raymond’s ad, which shows a
child lightly touching a Raymond’s suit, with the catchline “It feels like
heaven, doesn’t it?’ and said, “We can’t promise you heaven, but we want
to promote ‘If it feels good, it must be India’.”

Mr. Advani did attempt a translation with “khushnuma mahaul”, but the BJP
does not want to provide a swadeshi equivalent. The feel-good factor has a
snappy ring that translations such as “Khushnuma mahaul”- in Urdu no
less-or “Sukhad ahsaad” don’t have.
A Party functionary, when asked what “feel-good” would mean to a villager
said, “It’s better to stick to feel good, rather than have people rendering
translations in different ways and confuse people.” Hence the booklet.

Business World
January 27, 2003
NO. 1 READYMADES & TEXTILES – RAYMOND
You may have noticed the way Raymond has subtly repositioned itself.
Once a prestigious assignment for the country’s top hunks, the Rs. 1,000 –
crore textiles and garment outfit has, in the last one-year or so, started
fielding distinctly Anglo-Saxon models. Group president Nabankur Gupta
calls it the repositioning of the ‘complete man,’ Raymond’s famous tag line.
“We are repositioning the brand to give it dynamism, youthfulness and a
global feel,’ he says.
However, that’s not the only reason why Raymond is on top of the pile in a
category comprising heavy weights such as Grasim Industries, Arvind Mills
and Century Textiles. There are others. Begin with the fact that over the
last year and a half, Raymond has taken some pretty hard decision, like
exiting the steel and cement businesses. “Selling off Rs.1,200 crore of
assets is not easy. Shrinking in size is not easy, especially for an old
business family. But when you start taking tough calls, the industry sits up
and notices you. It may even respect you,” says Raymond chairman
Gautam Singhania, only to add: “It took us 37 months to sell off the steel
business; we finally sold it for a pittance. But it is better sold than in the
system.”
Then, Raymond launched Be:, a line of readymade apparel for women.
And finally, a few months back came the ColorPlus acquisition for Rs 58
crore. The big picture: Raymond seems pretty serious about dominating the
textiles and ready-to-wear industry.
Somewhere through all this, Raymond is altering its image among peers.
That process began with the induction of Gupta as group president. Gupta,
who was earlier with white goods manufacturer Videocon, is known in
industry circles as a pretty savvy marketer.
Gupta’s induction also coincided with the elevation of Singhania to the post
of chairman, an office earlier occupied by his father. “Today, we are trying
to occupy the intellectual high group in our industry, “ says Gupta. “For
example, more of us are attending seminars, discussions, putting forth our
opinion with greater emphasis, etc. the company has become more forward
looking.”
The poll validates all this. In this sector, Raymond has out performed all the
other companies polled. As the numbers show, the difference between
Raymond and No.2 Grasim on all the parameters is far higher than the
difference between any other two ranks.
As markets go, textiles and ready-mades is a pretty ruthless one. It was
one of the few industries that competed fiercely even in the pre-
liberalization era. And in the last few years, things have just become worse.
The readymades part of the industry is totally fragmented. This is due to a
proliferation of players, especially in the last half-a-decade or so.
Consolidation – like the Raymond- Colo Plus deal – is perhaps the only
way out.
However, even that is not yet rampant. So organizations have to stay
content with small markets share. For example, according to consultancy
company KSA-Technopak, in formal wear, Park Avenue (a Raymond label)
did business of around Rs 200 crore in calendar year 2001, followed by
Zodiac (Rs 150 crore) and Louis Philipe (Rs 120 crore). In casuals, it’s
Allen Solly (Rs. 85 crore), followed by Raymond’s Parx (Rs 75 crore) and
ColorPlus (Rs 54 crore).
Raymond is now looking at hastening the pace even further. For example,
Gupta says that shile historically the company opened around 10-12 new
shops every year, from 2003 onwards it plans to open 20-30 shops
annually. Again the company is now looking at taking the Be:label global.
How’s that for complete ambition?

Weekend
June 28, 2002
CUT OF CLASS
He’s a cut above the rest. And he likes to think big, and think ahead. So be
it. Weekend catches up with Indian businessman Gautam Singhania who’s
been drawing media attention for his shrewd business sense.
Up to a little less than three years ago, his industrialist aviator father,
Vijaypat Singhania was in the spotlight, while Gautam caught the attention
of the media not for corporate reasons, but as part of the elite class of
Mumbai. However, when the winds of change blew through the Raymond
Group’s boardroom in September 2000, the ‘scion’ stepped into the father’s
shoes.
Since then, he’s been hitting the headlines with his shrewd business
strategies and path-breaking initiatives. Surprising first, but eventually
winning over the approval of the most conservative business pundits.
WEEKEND meets with Gautam Hari Singhania , the chairman and
managing director of a company that was incorporated on September 10,
1925…
Taking stock as chairman…
GAUTAM HARI SINGHANIA: When the limelight is on you, and the buck
stops with you, it’s different, and it’s hard. You are responsible for the good
and the bad, the entire onus is on you. The last three years have been
tough as well as rewarding for all of us. We’re looking ahead now, and are
poised to face the future. And, with the global economy not really very
healthy, I see a lot of potential challenges that need to be tackled.
Moment of pride as chairman…
Although the decision to restructure the Group needed little deliberation, it
was, nevertheless, a critical strategy. Having done that successfully, and
with the Group firmly on course, I look back at the entire exercise as an
extremely fulfilling one.
Decision to divest…
The group had grown in girth after diversifying into cosmetics, cement,
manufacturing, steel and synthetics. I decided to focus in its core business
– textiles and garments, and sold the steel company to Thyssen Krupp
Stahl of Germany and the cement division to French major Lafarge.
There was no ambiguity about the decision whatsoever. Everybody knew
the merits of the strategy, a simple number game. It was just a question of
pushing and achieving it, and I personally took it upon myself to accomplish
it at any cost. Once you set your mind on doing something, there’s little
probability it may not happen, and with my father backing me 100 per cent,
things couldn’t have been easier for me.
Reinvention Raymond from being a fuddy-duddy brand into a contemporary
one…
I didn’t do it myself, a lot of people worked together to take process
happen. Yes, Raymond is increasingly being perceived as a younger and
youthful brand, and now with the Be: concept, we attention of every
generation.

Focus of our flagship…

We’re focusing on the textile and apparel sector. The apparel sector is
growing at 40 per cent and there will be a big thrust in the area. Retail and
distribution, too, will remain a core focus area.
Competing brands like Reid and Taylor, and Scabal…
None on the other entities have the distribution or infrastructure facilities
that we have. In the apparels sector our business has grown substantially.
Now we have three brands - Park Avenue (office wear and suits), Parx
(casuals), and Manzoni (silk shirts and ties). In the textile field, our market
share is 60 per cent, and in the total readymade segment, we should be 20
per cent.

Hiring an international designer for Parx…

For Parx, Raymond hired the expertise of a Hong Kong-based designer,
Katie Badget, who also designs for Armani and Tommy Hilfiger. We
brought her in to inject some freshness into the brand, and give it an
international look. Our strategy has paid off, because Parx leads the
market, both in terms of volumes and value.

Raymond Group’s turnover…

The group’s turnover is around Rs.1,400 crore ($280million ), and the
textiles turnover would probably constitute 65 per cent of that.

Expected rate of growth in demand of textiles…

Worsted segment it growing at 8-10 per cent a year, and ready-mades at
20 per cent.
Indian consumer vis-à-vis international consumer…
The Indian consumer is becoming very conscious of what he elects to
wear, primarily because of the influence of the electronics media. As for the
young generation, they are more discerning, and selective – this makes our
job even more difficult because in today’s highly competitive market you’ve
got to be that much more receptive of consumers’ tastes to stay ahead in
business.

Market share in Dubai…

We have been here for over a decade, with 11 outlets in the Middle East,
and some more being planned. The chain has, obviously, frown and I
guess that’s sign that it has performed well. Our annual turnover in the
Middle East is around Rs.25 crores ($5million).

T i e – u p s w i t h f o r e i g n companies…
We have some loose arrangements with companies, but no concrete deal
has been struck so far. From our relationships with foreign companies in
the past, we realised they were learning more from us, than we from them.
With no real value addition to our line, we had to withdraw our alliance.

You may be buying Raymond without knowing it…

We are already selling aggressively in 55 countries, including Europe,
Japan, and the US. For all you know, you may walk into a Ralph Lauren
outlet, pick up a suit, and you wouldn’t even guess that the fabric is
Raymond’s. We’d probably have to do a lot more to make our presence felt
better!

Impact of 9 / 11…
It did take us several steps back. Trade stopped across the world, and it
affected everyone. People stopped buying, orders shrunk up, and that did
worry us for some months. Things are, however, looking up now, and we’re
hoping for better times.

The logic of be:…

The concept of Be: is ‘to be what you want to be’. With the array of top-line
designers that have been housed under this line, you shall have the
freedom to choose your mood. You can be sensuous, smart, friendly, or
formal – every attitude is encapsulated under one roof. It’s a shop that will
retail prêt designer wear, anyone can get a brand equity of Ritu Beri or
Rohit Bal, or one of our other top designers at a very affordable cost.

The be: concept…

It’s been nine months since we set up the first Be: shop in India, we have
five stores now including this one in Dubai. Be: is a new concept, I don’t
think there’s anybody in the world who is doing it like this, where over 10
designers have been brought together under one roof, along with our own
in-house line. The launch of Be: also marked Raymond’s entry into the
women’s ready-to-wear market. As for the Dubai outlet, it is a franchisee,
and our investment shall be in terms of advertising, and human capital. We
have a whole lot of people in Raymond, working to make sure this project is
a success.

The philosophy behind Be:

Raymond is a value-for-money company, and believes in taking that
philosophy right up to the customer. Personally, I wanted to corporatise the
Indian fashion industry, and push it forward in the international scene. I
don’t think India has been effectively portrayed as a country that can do
well in the fashion world. I’m alive to the fact that our designers are very
good, they need somebody to help them with the retail, marketing, and
management, and this is where Raymond came in. as leaders in the
industry, we took the lead and said we would provide them with all those
services, while they would do the designing. That’s how Be: was born.

Ambitions for Raymond…

There are new initiatives brewing in my mind, but it’s too premature to talk
about them at this stage. I always like to think big, and think ahead. In that
sense, I would eventually like to mould Raymond into a global brand name,
on the garment section of the business.
Taking Raymond into the international markets will not be a very easy
proposition, because India is still far behind in the readymade garment
industry, probably due to political reasons. People out there, on the
international scene, have been in the market for the past 20 to 50 years,
and they know the customer better than us. Although the scene is
optimistic, we have a lot of catching up to do, and for a start, we need to
get the product absolutely right.

Business Today
October 13, 2002

THE COMPLETE FEELING

WE’RE CONSOLIDATING THIS industry. The big has to get bigger,”
chuckles an upbeat Gautam Hari Singhania, the 37-year-old Chairman &
Managing Director of Raymond Limited, just hours after inking a deal to
acquire 75.1 per cent of ColorPlus for Rs 58 crore. “And ColorPlus, he
adds, “is just the beginnings.”
Make no mistake. It isn’t so much industry consolidation as Raymond’s own
portfolio fortification that’s happening. Here’s why: Even with ColorPlus in
its bag, Raymond will control just about 3 per cent of the Rs 9,000 crore
branded apparel market. But as a ready-to-wear brand, Raymond will
straddle a wider market spectrum (See Power Dressing).
The deal, which Raymond assiduously pursued for nearly 16-months, also
marks a paradigm shift for the company. It’s move away from Raymond’s
historical manufacturing mindset developing and launching its own brands,
to a more market-led strategy that seeks to take advantage of its huge
retail network: 270 exclusive Raymond stores across 120 cities. “The
primary objective (behind ColorPlus’ acquisition) seems to be a need to
contemporaries the Raymond retail brand, which has not been able to
transcend the product brand,” says Vivek Mathur of Bangalore-based
Integrated Retail Management Consulting (IRMC).
That’s partly right. Three years ago, Raymond launched a causal wear
brand, Parx, targeted at a younger consumer. Although Parx fetched more
than Rs 75 crore in revenue last year, it has not been able to provide the
company an image breakthrough in the premium casualwear market. Part
of the reason, some analysts feel, is that Parx was more of a reaction to the
Allen Sollys and Free looks of the apparel world and, therefore, did not
have a clear proposition. Admits Nabankur Gupta, Group President,
Raymond: “Parx is a value-for-money brand that lacks the oomph of
Raymond or Park Avenue’s premium image.”
It didn’t help that Raymond’s two-year-old label of super-premium shirts,
Manzoni, is so niche that its marketing strategy is limited to product or
quality-led innovation. Theat is a challenge even for a vertically-integrated
(read: from fabric to retail) company like Raymond. “The Parx experience
then,” says Hariminder P. Sahni, Associate Director of KSA Technopak,
“could have driven the company to look for an acquisition, rather than fight
with an existing brand to own a segment.”
A Complete Wardrobe
No one is doubting the focus that Gautam Singhania has brought to the
company ever since he took over the mantle of CMD, in September 2000,
from his illustrious father, Vijaypat Singhania. Divestments in unrelated and
often unprofitable businesses like synthetics, cement, and steel, not only
refocused company’s main stay in fabrics and garment, but also made
Raymond hugely cash-rich-part of this cash is being used to fund
acquisitions like colorPlus. The only remaining non-core business is the Rs
37-crore plus JK Files & Tools division. “Since we’re number one in the
world here, there is no buyer,” says Singhania. “Still, it is a investment,
giving us good profits.”
However, Raymond’s biggest challenge, and Singhania admits this, lies in
the integration of it’s new acquisition with its existing businesses. Despite
the obvious synergies that exist between ColorPlus and Raymond’s brand
lines, there are a number of things that can come unstuck. Some belive
that the brand Raymond is all about button-down formal dressing and
ColorPlus stands strongly for smart casuals. Therefore, there may be some
kind of an image clash if both the brands were to retail through the same
stores. “With over Rs 120-crore business now in casuals (between Parx
and ColorPlus), we’re obviously very strong and will explore synergies in
distribution,” defends Gupta.
In that sense, Raymond seems to be following the Madura Garments
strategy of playing the market with multiple brands. But identical or similar
strategies are unlikely to be a problem in the apparel market. That’s be
cause no one brand dominates more than 1 to 2 per cent of the market.
“Ultimately, market success hinges on the strength of your brand and how
you innovate,” points out Prakash Nedungadi, President, Madura
Garments. Perhaps Raymond also realizes this fact, which is why it has
deferred by 42 months the acquisition of the remainder 24.9 per cent of
ColorPlus. Says Sahni of KSA- Technopak: “The company seems to have
tied in a tight contract, since it is so much a product-led brand.” For the
record, of the Rs 58-crore deal, Raymond has coughed up Rs 24 crore for
the ColorPlus brand alone.
Questions abound not so much about the ColorPlus acquisition as
Raymond’s overall ability to service its renewed focus on branded
readymade apparel and retail. Consider: Inspite of good profitability,
Raymond does not get the premium it deserves on Dalal Street, primarily
because the company still seems to be assessing its focus and hasn’t been
very aggressive on acquisitions. Singhania’s defence is that every
company acquired, there’s an other 10 Raymond has looked at.
A renewed focus on denim (Raymond recently upped its capacity from 10
million metres per annum to 15 mm, and eventually that may go up to 20
mm in the next one year), may make the company look at acquisition of a
brand here, though both Park Avenue and Parx do sell branded jeans.
“Raymond sees high potential in targeting the younger consumer
segments,” says Rahul Dhawan, Head of Research at SKP Securities.
“And it seems it is getting its act together in retailing – an act in consonance
with its quest for higher margins business,” he adds. The composition of
the denim market is unique. Even though market trends are clearly driven
by international brands such as Levi’s, Lee or Wrangler, affordability issues
leave a big part of the market open to home grown brands, some of whom
rake in more than the international brands. Kewal Kiran’s Killer and
Maxwell Industries’ Live In are two such brands.
So even as Raymond follows Madura Garments’ strategy of multi-branding,
don’t expect it to target the mass-market in apparel, a la Madura’s Peter
England.
“Ultimately, market success hinges on the strength of your brand and how
you invoate”
PRAKASH NEDUNGADI, PRESIDENT, MADURA GARMENTS
“We’re not cut out for the price-led commodity business. Why, we don’t play
that game even in fabrics,” points out Gupta.
Part of the reason for not playing the mass volumes game could be
Raymond’s historical strength in exclusive retail outlets, which fetch more
than 70 per cent of its apparel sale. That has insulated the company from
the larger “distributor to small retailer” –driven game that has become the
mainstay of the late 1990s brands, both from big players in Madura and
Arvind, and the crop of newcomers such as Acme clothing (Provogue) and
Polki Garments (Freeloook). “Event a not-so-well marketed or positioned
Parx has ridden successfully on the back of Raymond’s exclusive retail,”
says Jigar Shah, Head of Research at brokerage house KR Choksey &
Company.
But the insularity may soon go. That’s because while Raymond’s retail size
indeed huge, its retail identity (in terms of signage, merchandising, staff
training, and systems and processes) leaves much to be desired. Loading
the premium ColorPlus on such a network may not be the best of things to
do. In fact, some of Raymond’s old stores – they make up half of the total
network – may not be good enough to attract the ColorPlus buyer. “We
have a plan for ColorPlus that we have worked out along with the existing
management,” is all that Gupta would say.
Extending The Brand
The company’s year-old ambitious pret label (backed by more than 10
Indian designers including Rohit Bal and Ritu Beri) Be: could be the
springboard for a bigger marketshare of womenswear market. “It is
(womeswear) a different business and our thought is to get into it with the
learning from Be:,” says Singhania.
The Rs 3,500-crore womenwear market is showing the first signs of
organisation. Madura Garments last year extended its Allen Solly brand
into this segment, and ColorPlus did so earlier. Even smaller players like
TCNS Clothing are angling for a slice of the pie. Last fortnight the company
launched a new brand, W, taking on unorganised players who rule the
market. For the company that gets its style-price equation right,
womenswear could well be a goldmine. And Raymond is as well placed as
any other company.
Meanwhile, Singhania must contend with another issue: until recently,
Raymond’s fabric brand had been caught in sort of an image-trap, where it
was increasingly perceived as a brand for the 35- plus. The company has
recently revamped the brand with help from RK Swamy BBDO. But
whether that deepens the customer base remains to be seen. Gupta of
Raymond, however, has no doubt that all’s well with the brand. Says he:
“Even while the market for worsted fabrics haven’t grown in the past year,
we have clocked nearly 25 percent value-growth.”
In fact, the fabric business gives Raymond a tremendous edge over
Madura Garments and Arvind Mills, since 4,000-odd multi-brand retailers
vend it. Organised retailers, in their bid to increase the footfall, are widening
their range of stocks. For instance, Shoppers; Stop has started stocking
sarees, leading some industry analysts to believe that it is just a matter of
time before it – and other – starts stocking even premium fabric. And
Raymond, given its impressive portfolio, will have an edge there. Finally,
the company should be beginning to feel like consumer it clothes:
complete.

Deccan Herald, Bangalore

14/10/02

CORPORATE / Raymond is poised to become a leader in the branded

ready-to-wear men’s garments segment with its latest acquisition of
ColorPlus brand marking its entry into the high-end readymade
casual wear, writes Russell Foulds
THE COMPLETE CONSOLIDATION
In keeping with its philosophy of being ‘The Complete Man’, Raymond
Limited is on t track to consolidating is position as a leading apparel player
in the country. Only a few w weeks back, Raymond acquired the Chennai
based premium branded apparels company ColorPlus Fashions.
Initially taking a 75.1per cent stake in the company’s Rs.49.50crore equity
share capital for Rs.58crore, Raymond would be completing the entire
acquisition within a period of 42 months. Raymond would be revaluing the
business and then the issue of valuation would depend on ColorPlus’
topline growth and its contribution to the bottomline of Raymond after this
period.

Mr.Nabankur Gupta , group president in Raymond Ltd, told Deccan Herald

that the ColorPlus brand has been renowned for introducing new designs in
the market for each season and is known for innovation in quality, colors
and concepts. “In ColorPlus we see a synergy in positioning with Raymond.
Now with the acquisition of a brand like ColorPlus, we must certainly
become leaders in the casual and smart casual segment of ready-to-wear
men’s apparels. Park Avenue is already a leader in the formal men’s wear
segment and Manzoni as a brand is a class aprt. The acquisition will
complement our existing portfolio of brands and is a step towards further
consolidating our position as a leading apparel player.”
Why did Raymond decide on this major acquisition? Raymond introduces
the Park Avenue range of readymades some years ago primarily to cater to
the formal wear market. Parx was launched three years back to cater more
to the ready-to-wear cotton casuals segment in the mid-price range. So
overall, the branding was more towards the top end with the formal wear
and midprice in the casual wear segment. The option for Raymond was
either to float a new brand or to acquire a brand. The fact is there has been
a vacuum for a high-end, casual wear brand and since ColorPlus is a
promising brand, Raymond took a decision to acquire ColorPlus as a major
growth driver for its ready-to-wear division. This acquisition strengthens
Raymond’s presence in the men’s ready-to-wear segment – a thrust area
for the company and a vehicle for future growth.
The acquisition also implies that Raymond is now poised to become a
leader in the branded ready-to-wear men’s segment – Park Avenue in the
premium segment, Parx in the midprice casual wear segment, Manzoni in
the high-end men’s formal wear segment and now ColorPlus in the high-
end casual wear segment. Raymond expects the ColorPlus label to
contribute as much as Rs 100 crore in sales and Raymond itself, with its
strong marketing network, intends to increase volumes in ColorPlus. Its
acquisition of ColorPlus would set the stage for further consolidation in the
domestic garments industry.
Mr. Rajendra Mudaliar, managing director of ColorPlus Fashions, says the
deal brings together significant synergies that exist between a world class
brand like ColorPlus (with its ability to constantly innovate and manufacture
top-quality products) and arguably the best marketing and distribution
network in the country provided by Raymond. Mr. Mudaliar belives that the
vast Raymond distribution reach would enable ColorPlus brand to achieve
its full potential at a quick pace and the company expects a rapid growth
rate over the next few years. ColorPlus Director Kailash Bhatia points out
that a Raymond store is a distinct, premium and exclusive retail format that
would provide ColorPlus with a high visibility platform to sell its products.
“This kind of a retail format will be highly complementary with our vast
product portfolio which we will be further diversifying in the future.”
ColorPlus has acquired a reputation since it was set up in 1993 and has
carved out a high-profile niche for itself. With a mix of high quality cotton
and a gamut of styles and colours, ColorPlus got to be one of the fastest
growing brands in the market and during 2001-2002, the company reported
a pre-tax profit of Rs. 6.5 crore on a turnover of Rs. 50 crore.
Analysts however contend that this acquisition would compel Raymond to
re-orient its brand strategy. Given that the group has thus far been focusing
on its flagship brand “Raymond” with all its advertising
Geared towards building the Raymond corporate image, some change is
likely to take place. Last year, the company spent roughly Rs. 40 crore on
corporate image enhancement and Rs 18 crore on the apparel brands
including Park Avenue, Parx, Manzoni and Be, which come under its
wholly-owned subsidiary Raymond Apparel. At present, these brands
account for 18 per cent of the group’s turnover and 10 per cent of its profits
back in 1999 readymade accounted for 10 per cent of the group’s turnover
and also 10 per cent of its profitability.
By 2005, Raymond’s textiles to apparel ratio could be 55:45 and one way
to achieve this is via acquisitions. Mr. Gupta observes that the group’s
acquisition plan is guided by two key factors namely acquisitions in the core
sector – fabric, readymade garments, files and tools business and secondly
and adequate return up for expansion is Raymond’s prime focus. “We are
open to acquiring both global and Indian brands but at the right price and
on our own terms.” He notes that the ColorPlus label will not disappear.
The brand would have its own strategy and positioning with the brand
name continuing to stay, since it is a strong name in the market.
Raymond’s current management team includes. Mr. Mudaliar and Mr.
Bhatia who would continue to play their role in the operations. And the Rs.
1400 crore group does have the capacity to make substantial acquisitions
considering that it is flush with funds. After undertaking a restructuring
exercise and divesting its non-core businesses like steel and cement, the
group has garnered over Rs. 1,100 crore and it has the strengths to
overcome competition. It has over 900 retail points inclusive of 270 plus
exclusive retail outlets in its strong distribution network.
According to Mr. Gautam Singhania, chairman and managing director of
Raymond Limited, the group expects substantial synergies between the
existing marketing and distribution network of Raymond and the product
portfolio of ColorPlus, which has about 125 retail outlets and another 15-20
franchisee outlets on the cards. ColorPlus would also benefit from
Raymond’s global reach. While the former has just one overseas outlet in
Dubai, Raymond has 14 outlets in the Middle East, Sri Lanka and
Bangladesh.
Mr. Singhania is delighted over the acquisition of ColorPlus and has not
ruled out new acquisitions. As Mr. Gupta points out, winning markets not
about produces alone but include several factors like the product
competition process, supply chain management, consumer interfaces, retail
expansion, building elements design and the capability to link back and
front-office functions. “As part of the learning curve we at Raymond have
synergised all the professional strengths of the group. The acquisition of
ColorPlus is proof of our determination to acquire leading brands having
aspirational value like ColorPlus”
Raymond has a huge advantage over competition namely that of vertical
integration right from manufacturing to ready-to-wear, to distribution. The
company’s understanding of its consumers has helped it in building
elements of design not only in the product but also in the manner in which it
is presented to the consumer, keeping in mind regional and cultural
sensitivities.
Today, Raymond can boast of an extensive network of more than 13,000
retailers covering over 40 towns and cities not only across India but also in
other cities of the world. It perhaps the only corporate house that has been
able to truly corporatise the concept of organized retailing on national scale
and internationally through its retail shops.
In the wake of the ColorPlus acquisition, CRISIL, the prime-rating agency
has reaffirmed Raymond non-convertible debentures and fixed deposit
programmes at AA and FAAA respectively. The agency says the cash
outflow relating to the acquisition would have a marginal impact on the
company’s liquidity position and the ratings would continue investments
and the substantial non-operating income derived thereon.
Alluding to the Indian readymade garments industry. Mr. Gupta says that
the industry did not register the expected growth last year. This year it
hopes to see a growth of 5-10 per cent and Raymond expects to be a part
of this.
Mr. Singhania sums up the outlook for Raymond in the light of this latest
deal: “The acquisition of ColorPlus will complement our existing portfolio of
brands and is a step towards further consolidating our position as a leading
apparel.

Indian Express- Mumbai Newsline

January 01, 2003
SCENT OF A MAN
Let your presence linger on long after you’ve left a room. Well, it’s not
personality that we’re talking about here, but perfume. J.K. Helene Curtis
Ltd has launched its Park Avenue Genuine French Eau de Parfum for men.
And they announce that the fragrance has “a citrus top note, a hint of mint
giving away to a black currant middle note on an amber and woody base”.
Developed by French fragrance house Robertet SA, it comes with a
fragrance retention guarantee certificate, promising to last for four hours.
Offered in a sleek ribbed bottle, it is priced at Rs.125 for 50ml and Rs.200
for 100ml.

The Strategist
February 11, 2003

KAMASUTRA'S CREATIVE FOREPLAY

The condom brand tones down its communication by adding a dash of humour
An attractive woman walks into a clinic. As she waits her turn, she unzips the front
pocket of her tote bag kept on her lap and starts to fiddle around. The man next to
her notices her hand move suggestively. Then follows a male voiceover. “So, what
are you thinking of?” A sly grin spreads across the man’s face. The screen splits
into two as the pack shot of KamaSutra condoms into view.
In another spot, the sight of a woman’s generously-displayed thighs along with a
waiter trying to uncork a wine bottle with a corkscrew sets a guy’s mind racing.
The third spot shows a patient having wicked thoughts as he watches the nurse
play with the pen cap. The sign-offs is the same: “So, what are you thinking of?”
These are the three new 20-second ads for J K Ansell’s Rs 30-crore condom brand,
KamaSutra, for its new campaign which broke in December 2002 (there are also
four print ads).
This recent series of television commercials are a far cry from the original in-your-
face sensual imagery associated with the brand – which was the first in its category
to talk about condoms in the same breath as sex, and not family planning,
according to Aniruddha Deshmukh, executive director, J K Ansell, the new
campaign is “aimed at a particular audience that now responds to a different set of
cues than what they were responding to eight or nine years back.”
But it’s not just about giving the brand new imagery. The company’s move to tone
down the KamaSutra campaign – from sensuality to suggestive humour – stems
from fighting the competition from brands like Durex, which entered India in 1997
and is the world’s leading condom brand. Says Deshmukh, “Our competitors also
started showing couple making love – just like the KamaSutra campaigns. Durex
did that and Kohinoor too totally changed its track in an effort to copy
KamaSutra.”
To distinguish itself from the competition, the brand needed a new identity. Says
Elsie Nanji, vice chairman and chief creative officer of Ambience D’Arcy, the
agency which created the campaign, “A good creative speaks for it self and needs
no explanation. Having said that, one must notice that KamaSutra’s new creative
effectively demonstrates superiority of the product.”
The trouble with the earlier KamaSutra ads was that they kept getting taken off the
air. The brand was debarred from airing ads on Doordarshan, and even on satellite
channels it could telecast ads only during certain hours (post-10pm). The campaign
ran only in Channel (V), Zee TV and Set Max.
Says Deshmukh, “All said and done, it was crucial for us to have a strong mass
media presence. But the dilemma was how to get it across to the people given an
environment where in advertising was a problem. And it’s this dilemma that made
a change in our communication imperative.”
KamaSutra had got into the habit of making news for the wrong reasons. When its
first campaign was launched in the early 90s – starring Pooja Bedi and Marc
Robinson – there was a huge controversy. There were no satellite channels at that
time. So the ad could only be shown on the cable (Siti and IN) network.
The second television commercial, featuring model Viveka Babaji, was launched
in 1998. though the company was able to broadcast it on satellite channels at select
timings, it was not satisfied with the coverage.
This was largely because the company identifies the core target segment for
KamaSutra as being the youth: people below 25 years, which includes unmarried
people, young professional and college-goers.
Says Nanji, “Being serious about sex is treated as passé by today’s youth. For
them, sex is increasingly becoming a casual topic of discussion in their daily
conversations, be it over an SMS or an e-mail. We found a right connect in this for
our brand,” But they had to get it across. For that, humour was best way out
because, as Nanji says, “the product and the category are at such a stage that we
can use humour and yet say what we want to.”
Before zeroing in on the campaign’s tagline: “So, what are you thinking of?”, the
agency had though of one other tagline: “So, what’s on your mind?” But before
ambience D’Arcy could put it to use, that was used by the international beer brand,
Guiness. Says Nanji, “The Guiness campaign bearing that tagline won a Cannes
advertising award. So we could not use the same tagline. However, the current
tagline is colloquial yet suggestive, which blends well with the brand’s new
image.”
The underlying objective, however, was to maintain the brand’s proposition: the
pleasure of making love. It has not deviated to either AIDS awareness or family
planning. Why? “For years, condoms have been sold on the basis of offering
protection. We don’t want to talk about using condoms as either a birth-control
device or a family planning tool or even as a part of the AIDS awareness already
knows all of it,” explains Deshmukh.
The previous campaigns had a blue-tone effect and featured well-known faces; the
new one is colourful and vibrant, and features fresh faces. Says Nanji, “While the
earlier campaigns appealed more to men, the new campaign appeals equally to
both the genders and has a broader spectrum.”
The condom market in India is worth only Rs 110-crore (650 million pieces,
excluding the free packs), and is growing sluggishly at 2 per cent over the last four
years. Is KamaSutra looking at growing the category? “It’s early days to talk about
the impact on sales. And besides, we don’t think well will be able to fundamentally
alter the market dynamics. When the market is static, neither this nor any other
campaign is going to kick start the category growth,” admits Deshmukh. Adds
Nanji, “We want to refresh ourselves into the minds of the audience – we are not
responding to any loss of market share.”
According to ORG-MARG, KamaSutra commands a 26 per cent share (11 percent
of volume share) of the total condom market, while Durex’s share rests at a mere 1
per cent. Kohinoor has a 20 per cent market share (13 per cent in volume).
The market is segregated into categories such as free, which includes Nirodh
(distributed through primary health centres), and subsidized condoms such as
Masti and Zaroor. These fall into the category that is priced at around Re 1 per
piece. Then, there is the popular segment that comprises brands such as Kohinoor
and Moods, priced roughly at Rs 3.00 – Rs 3.50 per pience. KamaSutra belongs to
the premium category which is priced at Rs 4.50 a piece (Rs 14 for a pack of
three). Durex, currently the only international condom brand in India, belongs to
the super premium category and is priced at Rs 20 for a pack of three.
As KamaSutra’s new campaign lets loose its brand of wicked humour, what’s on
the competition’s mind?
Raymond Maharaja Jiwajirao Scindia Gold Cup 2004
Product Profile
Premium Suiting Fabric- for Suits, Jackets, Trousers and Ethnic-wear
* Pure-Wool
From 22.5 to 13.5 micron wool and its combination with speciality fibres like cashmere,
angora, camel hair, alpaca, linen and silk.
* Polyester-Wool
Combination of fine polyester with 24.5 to 15.5 micron wool
and speciality fibres like cashmere, angora, camel hair, linen and silk etc.
* Polyester-Viscose - Tropical Suiting
Combination of fine polyester with viscose, modal linen and silk fibres.
Only Company in the world to offer such a wide spectrum of suiting and trousering
fabric in over 2500 designs and 10,000 colour-ways for all occasions, covering price
points* ranging from Rs.175 to Rs.25000/-.
(*) Maximum Retail Price Per Metre in Indian Rupees.
EXOTIC FABRIC COMPOSITION PRICE RANGE *
Super 200s Pure merino wool * * - to - Super
CHAIRMAN 160s category
12000 - 28000
COLLECTION

THE LINEAGE LINE

Rare Distinction Super 150s merino wool. 8100 - 8400
Super 140s merino wool blended with
Microlite 6610
cashmere.
Laurel Super 140s merino wool. 5555
Super 100s merino wool blended with camel
Camel Hair 2930
Hair.
Solitaire Super 110s merino wool. 2680
Privilege Super 120s merino wool. 3205
Royal Gold Super 100s merino wool. 2345
THE RENAISSANCE COLLECTION
A blend of fine polyester and Super 150s
Le Grande 4600 - 4700
merino wool.
A wool-rich blend of Super 140s merino wool,
Mandate 4100
cashmere and polyester.
A wool-rich blend of Super 120s merino wool,
Objet D'art 3430
cashmere and polyester .
A wool-rich blend of Super 120s merino wool,
Eminence 2975 - 3105
angora and polyester .
Super 120s merino wool and polyester in a
Grandeur 2480
wool-rich blend.
Super 110s merino wool and polyester in a
Passion 2155
wool-rich blend.
A blend of fine polyester and Super 100s
Acclaim 1914 - 1990
merino wool.
* Maximum retail price per meter in Indian Rupees.
** Probably only two other mills in the world offering in 200s wool category.
 PRICE
COLLEC
FABRIC DESCRIPTION RANGE
TION
*
Wool rich Merino Blend of impecable character. Luxurious and soft 1241 -
Applause
yet wears well and Is easy to manitain. Easy care. 2205
Gold Leaf A collection in various blends , each having an unique ' 1685 -
Collection performance plus ' feature. 2490
A plain Super 100s pure new wool world class suiting in a 2153 -
Elation
spectrum of colours . 2202
Avant 1782 -
A blend of superfine polyester and Super 100s merino wool.
Garde 1890
Midas New luxury suiting in a unique blend of silky soft 'optium' fibre with
1865
Touch Super 110s merino wool and polyester.
1405 -
Innova Collection of innovative design specially made for generation next.
1583
Vicenza Peach skin fabric for a soft feel 1285
Silver
Fabric with a gentle sheen of satin . 1583
Leaf
Silver Exclusive designs in blacks and blues with lurex for "special 1500 -
Spark occasions" 1600
Silver 1526 -
Suits for the entrepreneur look
Oak 1549
Gold Leaf Premium jacketing fabric in a unique blend of capes wool,camel 1450 -
Jacketing hair and 100smerino wool. 1550
Premium 1270 -
Range of true jet-blacks.
Black 1309
Royal
Collection of colours & designs in polywool blend. 1220
Classico
1268 -
Ornate A unique range of soft handle fabrics made from capes wool .
1284
1543 -
Sherwani Fabrics that are ideal for ethnic wear.
1659
Royal A rich collection of lightweight poly-wool fabric , exclusively for 1151 -
Safari safaris. 1220
Premium
A Collection of colours for jacketing in All Wool and polywool linen 1115 -
Coat
blend. 1285
Length
1147 -
Celebrity Distinct range for classic business suits.
1153
Ceremoni
The ideal fabric for ceremonial wear. 1097
a
Coronatio 1100 -
Pure wool suits in Super 70s pure merino wool .
n 1200
950 -
Noble Exclusive range for formal wear.
970
Rejoice Unique range of super soft fabrics with fine wool in neutral and 924 -
 957/font
earthy tones .
>
Regganz 920 -
Lightweight tropical poly-wool suiting in classic design.
a 928
Europa ' High performance ' fabrics inspired by European designs and 851 -
Collection colours . 1095
Penta A collection of exclusive trousering designs in a rich 55:45 poly- 973 -
Classic wool blend. 989
Kurta
Lightweight, woolrich fabric for winter shirts, kurtas & draw-strings 936
Cloth
849 -
Mondain Structured fabrics in a wide range of soild colours.
854
809 -
Spectra Superfine poly-wool in a spectum of unconventional colours.
1046
Premium 893 -
Extensive range of fine polywool blends for formal wear.
SL 955
Comfort 779 -
Polywool lycra suiting for real comfort .
Zone 1066
833 -
Diamond A collection of black, white, blue fabrics - ideal for suits .
905
Silver
A ' stain resistant ' fabric - '' Ideal choice for partygoers. " 762
Drop
716 -
Zip Travel friendly, resilient, crispy & soft poly-wool fabrics.
833
830 -
Tesoro An unconventional look that's ideal for the flamboyant dresser.
1031
La 882 -
Range of Black and white classic design in polywool blends
Nouvelle 903
873 -
Toscana Super Premium fabric for smart casual wear all round the year.
1000
Tropical collection developed in Linen and other rich blends in
682 -
Fusion wide array of earthy and contrast colours suitable for safaris and
873
jacketing.
643 -
Lorenzo A new Safari collection in polywool modal blends
797
833 -
Pantaloni Fashionable trousering designs.
878
Alta Vista New jacketing collection in finer merino wool and capes wool- 625 -
Jacketing polyester blemds. 725
Excellenc 609 -
A collection of fabrics for mid-range suits .
e 767
560 -
Eleganza Collection of elegant designs.
750
White 592 -
Collection of premium whites in poly-linen & poly-wool blemds.
Stallion 648
Cool Plus Revolutionary fabric made out of ideal blend of advanced Cool 569 -
 Plus polyester and fine wool to keep you cool in extreme
639
temperatures.
Nova An exclusive jacketing collection available in a wide array of 550 -
Moda patterns and colours. 670
Superfine 530 -
Suits and trousers in lustrous 65:35 poly-wool blend.
Sapphire 698
503 -
Sphinx A wide palette of solids and melange colours for trousers.
581
* Maximum retail price per meter in Indian Rupees.

COLLEC PRICE
FABRIC DESCRIPTION
TION RANGE *
Sapphire Trouser fabric that's ideal to wear around the year. 480 - 520
Dress Linen-blended fabrics in natural colours that are ideal for
468 - 575
Circle safaris .
Spring
Collection of linen & linen look polyester /wool blend 440 - 450
Leaf
Range of fine polywool suiting in solid and melange shades for
Mangus 469 - 630
daily wear.
Giltedge Versatile range of fabric in a vast palette of colours. 450 - 600
Comfort
A collection of polyviscose blends with lycra. 432 - 478
League
Eloquenc
New collection of designs and shades for trousers. 435
e
Springfiel
A collection in various blends for safaris . 468 - 912
d
Dolce'
Extensive range for suits & trousers. 435 - 563
Vita
Terool A collection of mid-range fabrics for trousers . 432 - 450
Vincent Soft touch micro-sanded fabric in triple blend. 421 - 460
Fascinati Collection of polywool viscoise fabrics using finner fibre and
410 - 477
on yarn combinations for improved handle and finish
Cool Series of 100% cotton and polycotton fabrics in pastel shades
361 - 487
Edge for trousers .
Euphoria Ideal range of fabrics for trousers. 405 - 425
Tropique Cool wool range. 400 - 430
Premium poly-viscose collection in plains,structured & micro
Vintage 377 - 429
weaves in a wide range of colours.
Silver Arc Premium white range of fabrics. 387 - 469
Cool Club Range of fine polyviscose fabric in pastel shades. 351 - 380
Cool Fabrics in pastel shades with soft cotton finish & different
351 - 405
Comfort structures.
Triumph Fine polyviscose fabrics in trendy designs and colours. 341 - 373
Fine Polyviscose range in plains & designs suitable for
Advent 351 - 362
trousering.
Savoy Polyviscose fabrics in wide range of designs and colours. 335 - 351
Top line Polyviscose fabrics in wide range of designs and colours. 330 - 341
Sterling Range of lustrous polyviscose fabric for daily wear. 226 - 330
Special soft finish polyviscose trousering in plains, structured
Sensation 316 - 323
and fine checks in a wide range of colours
Wool
Mark Ideal for ' uniform ' blazers. 312
Blazer
Solarium A range of pearly whites 293 - 433
Super
A wide palette of colours in twill , matty and gaberdine. 273 - 307
Trovine
Tropicana A ideal range of lightweight polyviscose fabric for all seasons. 276 - 298
Bonanza New poly-viscose quality for trousering. 221
Trident /
Economically priced trousers in a wide range of colours. 183/194
Trovine
* Maximum retail price per meter in Indian Rupees.
Spring Summer 04 Collection