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Submitted By: ANUJ SEEMAR (PG20125600)


Future Group India was established in 1994 with a vision to provide diverse services in Indian and Global markets. The business areas of Future Group cover BPO (Business Process Outsourcing), New Media, Security Management, and Construction. Through their strategic investment and services, the future of Future Group shows a rising star in the business sky of India. Future Group India was established in 1994 with a vision to provide diverse services in Indian and Global markets. The business areas of Future Group cover BPO (Business Process Outsourcing), New Media, Security Management, and Construction. Through their strategic investment and services, the future of Future Group shows a rising star in the business sky of India. FUTURE RETAIL: The retails businesses of Future Group in India are divided into three main categories: Pantaloon Retail India Limited The leading retail formats under this include: Pantaloons Stores Big Bazaar Central Food Bazaar Home Town E Zone Depot Health & Beauty Malls Online retail through Joint Ventures with International Brands Indus League Clothing that owns leading apparel brands like Indigo Nation, Scullers and Urban Yoga Galaxy Entertainment Limited that operates Bowling Co, Sports Bar, F123 and Brew Bar French retailer ETAM group, US-based stationary products retailer, Staples and UK-based Lee Cooper. Franchisee of international brands like Marks & Spencer, Next, Debenhams and Guess in India Indian Joint Venture Partners Manipal Healthcare Talwalkar's Blue Foods Liberty Shoes.

FUTURE CAPITAL HOLDINGS The financial services of Future Group are taken care by Future Capital Holdings. These include: Asset Management and consumer credit are the prime focus financial services. Around 1 billion USD have been invested in retail real estate and consumer brands outlets and hotels. Future Money - It is a financial supermarket format providing consumer credit Joint venture with Italian insurance major Genaral Insurance for providing general insurance services. Venture Capital Funds and Private Equity Funds through BPO (BUSINESS PROCESS OUTSOURCING) Future Group has made major investments in BPO industry as a venture into the Information Technology Enabled services (ITES) industry. Future Group has subsidiaries offering IT based solutions. These include: Language Services Software Development Content Engineering NEW MEDIA Future Group has invested in digital media and computer technology for creating innovative and interactive multimedia presentations. These include: Multimedia Production Broadcasting Publishing Designing SECURITY MANAGEMENT Future Group is considered as a reliable tailor-made business and security services provider. They develop their own software and machines for security services. These include: Access Control Systems Time Attendance Systems CCTV Alarm Management Systems


Mr. Kishore Biyani, B.Com., PGD is a founder and serves as the Chief Executive Officer of Future Group. Mr. Biyani has been the Managing Director at Pantaloon Retail (India) Limited since April 1, 2005. He has been a Managing Director at Future Ventures India Limited since February 5, 2008. Mr. Biyani serves as a Managing Partner and Chairman of Indivision Capital Fund. He served as the Non-Executive Chairman of Future Capital Holdings Limited until September 28, 2012. He has been Director of Future Ventures India Limited since October 8, 2007. He serves as an Executive Promoter Director of Pantaloon Retail (India) Limited. Mr. Biyani served as Chairman of Pantaloon Retail (India) Limited. He served as a Non-Executive & Non-Independent Director of Galaxy Entertainment Corp., Ltd. until August 11, 2011. He served as an Independent Director of Jagran Prakashan Ltd from November 18, 2005 to January 31, 2013. Mr. Biyani has received several awards including the 'CEO of the Year - 2001', 'Most Admired Retailer of the Year - 2004', 'Retail Face of the Year - Images Retail Awards 2005' and 'E&Y Entrepreneur of the Year - Services - 2006'. He has over 25 years' experience in the field of manufacturing, marketing, and retailing of readymade garments. He serves as a Director of Future Group. Mr. Biyani is a Commerce graduate with a post graduate diploma in Marketing Management.


CISO Award 2012 Future Group was felicitated for using Information security technology in the most effective and innovative manner Golden Spoon Awards 2012 Most Admired Food and Grocery Retailer of the Year for its Private Labels in Big Bazaar Future Group Retail Professional of the Year for innovation in Private Brands- Mr. Devendra Chawla, President Food & FMCG Category Images Fashion Awards (IFA) 2012 Most Admired Private Label Retailer - Pantaloons ET Retail Awards 2012 FedEx Most Trusted Retailer of the Year Award Big Bazaar TRRAIN Retail Employee of the Year Award Mr. Jitendra Kalyani, Big Bazaar Recognition by CMO Council, USA and CMO Asia Master Brand Award - Future Supply Chains

Retail Icon of the Year- Mr. Anshuman Singh, MD & CEO, Future Supply Chains

Bloomberg UTV B-School Excellence Award Best educational institute in Retail- Future InnoversityDesignomics Awards 2011 - Recognising Businesses that build value through Design Winning Designomist at the World Brand Congress 2011 - Future Group Marketing Excellence Awards 2011 held by Indira Group Of Institutes Best Employer Of The Year - Future Supply Chains


Born in a middle class trading family, Kishore Biyani started his career selling stonewash fabric to small shops in Mumbai. Years later, with the launch of Pantaloons, Big Bazaar, Food Bazaar, Central and many more retail formats, he redefined the retailing business in India. Incidentally, Kishore Biyanis objective is to capture every rupee in the wallet of every Indian consumer, wherever they are - an investment banker living in a south Mumbai locality or a farmer in Sangli. As large business houses enter the retail space, Kishore Biyani is not just concentrating on retail but aiming to capture the entire Indian consumption space. From building shopping malls, developing consumer brands to selling insurance, he is getting into every business where a customer spends her money.

Back in 2002 no one took Kishore Biyani seriously. His company, Pantaloon Retail, was seen as a one-man show. Biyani himself was regarded as unpredictable, and not a long-term bet. Complaints from investors Rolling out stores at more money than it could generate -at least not immediately The debt equity ratio sot upto 1.8 which was frightened new investors Financial troubles due to 2008 crisis Biyani has taken some hard-nosed decisions to pull the Future group from under the debt pile. He sold off a majority stake in the Pantaloon clothing retail chain, once his flagship business, to

the Aditya Birla group. Realizing that he need to raise more cash, Biyani has also exited his retail finance venture Future Capital, for which he once had big plans. Selling off businesses that were nurtured over several years is not easy, but so far Biyani has not allowed emotions to cloud his decisions. True, even after these divestments, the debt levels at Future group still remain high and operating cash flows are poor.


Today he has three highly successful retail formats: the Big Bazaar hypermarket; Food Bazaar, that straddles the food and grocery business; and his original Pantaloons apparel stores. The property opening in Bangalore is his fourth model, a mall called Central. By the end of next year, he expects to have 30 Food Bazaars, 22 Big Bazaars, 21 Pantaloons and four Centrals. Right now, he has 13 Food Bazaars, 9 Big Bazaars (the 10th is opening next week in Nashik), 13 Pantaloons and one Central. Between them, Biyani's stores occupy 1.1 million sq. ft of retail space. By the end of next year, they will occupy 3 million sq. ft. Take Pantaloons. This is the brand that started Biyani's transformation into a retailer. Back in 1997, Biyani was manufacturing two brands, John Miller and Bare. Both were struggling. Even though his products were good, and the pricing was competitive, high distribution costs and margins were making the whole business unviable. And so he decided to set up his own stores. That year, the first of these came up in Kolkata. At this stage, the plan was that the company would open another 2-3 such stores, no more. Recalls Kabir Loomba, who worked with Biyani as a chief operating officer (COO) in that period: "When the first store came up, we did not know when the second store would come up." But the Kolkata store was an eye-opener. Biyani had been hoping it would do about Rs 7 crore in its first year. It did Rs 10 crore. Loomba feels this taught Biyani an important lesson: the Indian market was under-retailed. This was when the aggressive retail expansion started. Over the years, Pantaloons has been through a few makeovers. And right now, it is getting another one. Biyani is junking the old positioning of 'India's family store' and is planning to target the youth instead. His consumer insight is, like always, a shade radical: "Within a family, people were thinking and dressing and acting very differently. Which is why I believe studying Indian consumers by demographics and psychographics is a waste of time. We should look at communities: techies, metrosexuals, etc."

So, Pantaloons will now be about affordable fashion. ('Fashion from Pantaloons' is the new adline.) In the next two years, says Biyani, Pantaloons will be the Indian equivalent of Spanish fashion retailer Zara Part of his success is the ability to paint on a blank canvas. Incredibly, when Big Bazaar was conceptualised, he put in place a team of four people, including himself, none of whom understood the hypermarket business. And one of the first insights the team had was that all neighbourhood markets are the same - each of them has a bania, a dry cleaner and a chemist. "We knew we would have to create that same mix of the mandi in whatever new format we evolve." Or take Food Bazaar. "I am going to change the face of food retailing in India," promises Biyani. Right now, he is working on a new focus for Food Bazaar. He calls it 'farm to plate' essentially, a plank to improve freshness in the products. Boasts Chheda, the chief of business development: "The Ahmedabad Food Bazaar has a full-scale dairy set-up in place with a capacity to produce 1,000 litres a day. We make our own paneer and pasteurise milk. The company is also adding spice grinders and atta chakkis (flour mills)." It's an example of how earthy entrepreneurs think differently. Says Biyani: "It is obvious to everyone that what Indians prize most in their food is freshness. That is what I need to give my consumers. But most managers take that as a mandate to set up a cold chain in this country.

But I wonder, why cannot I have a farm next to my store? Managers always complicate things. It is the MBA culture. B-schools teach you how to manage complexity, but I don't think that is necessary. Life is quite simple." Central is a smart concept too. It is a seamless mall. In other words, while there are lots of retailers under one roof, the look and feel is like that of a department store, down to the unified billing centre. And yet, all the stocks are held not by Biyani, but by the partners. By the end of September, Biyani will add two more - a 210,000-sq. ft monster in Hyderabad, and a smaller one in Pune. A fourth one will come up by May next year. The four Centrals will do about Rs 360 crore in turnover in the first year

, Biyani's new strategy for Big Bazaar also centres on fashion, but with a volumes orientation. It will retail what Biyani calls commoditised fashion - blue jeans, white shirts. Biyani is planning to buy these in very large numbers, drive prices down, and sell. Take denim. Recalls Singh: "Pantaloons has jeans from Bare at Rs 695 and above. Newport, priced at Rs 599, was the cheapest pair of jeans in the market. So, we contacted Arvind Mills and asked if they could give us jeans at Rs 299 if we were willing to take 100,000 units a month." That is where Ruf-nTuf came in. The brand had been discontinued when Pantaloon first contacted Arvind. From now on, it will be available only through Big Bazaar. There is a similar deal for T-shirts. This will have to be a lean operation. Pantaloon will carry no stocks. They will lie with the manufacturer and replenished just in time. In businesses where there aren't any large manufacturers, like plastics, leather, food technologies, Pantaloon is trying to engineer its own low prices. For ketchup, it has an in-house label for Rs 38 as opposed to an industry average of Rs 58 for the same size.

And then, there is the format that fascinates and worries Biyani: Food Bazaar. Right now, of the company's topline of about Rs 650 crore, Rs 250 crore has come from Pantaloons, the apparel store, another Rs 230 crore from Big Bazaar and the rest (Rs 160 crore-170 crore) is contributed by Food Bazaar. Biyani worries that Food Bazaar is growing too fast. He says: "I could double the stores I have and still face no problem. But it is important to recognise that it should not be more than 30% of my topline.


LOGICAL-Since his young age he had rational thinking,he would question each and everything and do it if he found some logic behind it A WINNER ALL THE WAY . He was awarded by :Ernst young entrepreneur of the year 2006 in service sector ,Business leader award by prime minister Dr manmohan singh in 2006

VISIONARY- he is true visionary when he started selling ready made garments when no body preferred to wear shirts or t-shirts RISK TAKER- He tried out the different things own his own like ready made garments,textile production, creating brand for before he ventured in retail business of selling garments.he took in doing something new every time

AMBITIOUS-He always had ambition of making it big in business and that he have done SIMPLICITY We will never find him in tie and jacket .he also dont drive expensive cars

He was introvent and shy person at young age He believed in idealogy create and destroy He would observe people judge them and then accordingly associate or disassociate for them A lot of thinking goes behind when he takes any decision

Embracing Indianness to conduct business across various socio-economic and demographic segments Integrating the traditional approach into modern-day retail to identify critical customervalue levers and game-changing trends in Indian retail Thriving in an ecosystem that facilitates collaboration and inclusive growth as a sustainable economic growth model for India Creating fresh employment, impacting livelihoods, empowering local communities and fostering mutual growth Driving innovation with solutions that reconcile the interests of our business, the environment and other stakeholders Leveraging powerful research as a co-creation engine to harness consumption opportunities created by emerging urbanization and lifestyle trends

This project has helped me to learn various aspects of being an entrepreneur, Mr. Biyani vision and mission has helped him to achieve great success in life and become a well known entrepreneur globally. 1. 2. 3. 4. 5. 6. 7. Think big Never give up Go for people satisfaction not for awards Start up with clear vision and strategy Be innovative in your ideas Positive risk taking abilities. Convert the opportunities in success