casumo verification process

Furthermore, it said yarn sector will likely benefit from an improved competitive situation with consolidation in the sector because of the liquidity crunch being faced by several small and mid-players.

Bringing Back the Lost Cheer

Since the department store channel has experienced a steady decline in the UK over recent years, Ted Baker should start to decrease its dependence on this channel as quickly as possible, and instead focus on driving sales via its direct-to-consumer avenues, as well as its third-party online partners like Next and ASOS.

The group is also expanding its digitisation in retail and adopting omnichannel approach, however, Singhania said that physical retail would not go down as shopping is still an experience and people would continue to shop outside. He also refuted recent reports that the group is exiting from the FMCG business.

According to Ind-Ra, cotton prices inched up by 2-4 per cent on a month-on-month (MoM) basis and were even higher on a year-on-year (YoY) basis during November 2020.

Cotton Council International (CCI), along with the leadership of

FableStreet, a digitally native, home-grown apparel brand for professional women has appointed Adarsh Sharma as the Chief Revenue Officer. The appointment comes as the brand looks to scale new heights having successfully maneuvered its way through the challenges thrown by the pandemic. The brand is now looking at expanding its product offering across newer segments, channels, and fortifying its online presence. Adarsh will be leading the online business and will also be responsible for driving the strategic initiatives for the next leg of shift and sustainable growth.

As the CEO of Bata India Ltd, Mr. Kataria has helped drive the Company’s consistent growth and profitability. Under his leadership, Bata India doubled its profits driven by double digit topline growth, and sponsored some of the most ingenious campaigns, including ‘Surprisingly Bata’, that revamped Bata’s image as a more vibrant and contemporary brand, targeted at younger consumers.

How Bright Is the Future?

Jivika Goyal showed her ‘Roku’ (Japanese for the number 60) collection is inspired from the philosophy of ‘Itai Doshin’ or ‘one in mind; many in body’, and illustrates how seemingly opposing concepts, like geometry and nature, can stem from the same roots.

Retailers have run their stores in a certain way for a long period of time, however, after the challenges thrown by the pandemic the role of stores is also changing.

“There’s a real opportunity here for brands and retailers to win consumer trust, and that will involve revolutionising how technical knowledge is translated into an understandable consumer language on websites, product tags and labels.

Besides, it cited that domestic cotton yarn production continued to grow on both MoM and YoY basis at 3.3 per cent and 2 per cent, respectively, on back of a high export demand.

Further, this collaboration will also set up footwear ancillary industry in Kosi-Kotwan Industrial Area which will help improve the availability of quality raw materials manufacturers thus replacing imports and increasing exports, as per the company.

“The biggest change that has happened is that there is a very clear demarcation between essential and non-essential categories. There are categories which consumers will want to buy without deal seeking and there are categories which consumers will buy only if they get a great deal out of it. There was a much starker difference three months back and now we see the old trends coming back slowly and steadily. Footwear as a category was struggling earlier but it almost back to pre-COVID numbers. During the festive season, the traditional categories generally do well, however, this year we expect that demand for these categories will be muted and that will force a lot of top brands in those categories to go into discounting just to nudge consumers to buy more. However, any brand that is in the essentials space or categories are seeing natural demand, they do not need to go into that kind of discounting to sell out. We are the only industry in the world, that has the word fast as the prefix and we are probably the slowest. We still have 8-month cycles to the next season, so some of us have to create better value proposition for consumers to consume now either by discounting, free gifts, faster delivery etc but how are we planning to do our future seasons? We can’t have 8 month cycles, we will have to react today and deliver the product in next 3 weeks if we really want to adapt otherwise we will always end up catching with the market doing discounting etc which really is not the right way to build this,” states Sudhakar.

This partnership is facilitated by LicenseWorks, the specialist corporate brand licensing agency.

‘‘Ted Baker’s troublesome performance comes as no surprise, since its specialism in formalwear increased its exposure to the impact of COVID-19, with many consumers shifting their spending towards casualwear or loungewear categories. While the retailer has attempted to adapt to these changing trends, it was too slow to mitigate falling sales in H1 2020/2021, with revenue almost halving by £143.8m to £169.5m. Pressure from competitors led Ted Baker to implement heavy discounting during the period, including a 50% off everything promotion over Black Friday, which as well as drastically denting profit margins, is also likely to have a significant impact on consumers’ perceptions of the brand. Full price sales must be a focus for Ted Baker as it launches its refreshed product ranges as part of its ‘Ted’s Growth Formula’ turnaround plan, or else it will risk devaluing the brand even further.

“Myntra has been one of the curated marketplace and it has always been about all players irrespective of whether they are big or small. We give them a uniform platform to display their products to consumers. There have been a lot of digital-first born or online brands across categories – footwear, apparel, watches. Some brands even do not have a single point of presence offline, but they are actually doing phenomenally well online. A lot of these brands are actually showing the way to smaller brands who want to get into this space. Catalogue quality, the way they represent their products, they make videos for all of their products – all of this comes as naturally to these brands as offline retail comes to a lot of brands who have got a huge presence in the store network. Visual merchandising is a key skill offline, similarly cataloguing is a key skill online. A lot of these brands are showing the way to smaller brands to really adapt and the smaller brands today are able to divert almost 40-50 percent of their business from online, however, now it would be as high as 80-90 percent. This is not because offline is doing badly but because these brands serve very specific consumer needs. A few consumers who were buying these niches offline are looking online for it. A lot of brands have adapted to doing categories which are consumer-first, so have the abilities to grow online faster,” states Sudhakar.

This partnership is facilitated by LicenseWorks, the specialist corporate brand licensing agency.

afloat became a jaw-clenching ride for businesses.

Talking about the experience of putting up a virtual showcase and the level of fresh talent, Diana Marian Murek, Director of Education – Istituto Marangoni, Mumbai said, “I want to congratulate my students and colleagues for creating with me the astonishing beauty of ‘Synchronicity’; it is an honour to be part of this extraordinary team. Everyone involved has invested limitless energy and effort into this exciting project, that fully communicates creativity, adaptability and passion for the arts. The collections of our 2020 2nd-year students are very unique and have been developed and produced while entirely in lockdown, which is per se a tremendous accomplishment. It is even more exciting to observe how much positivity and elevated vibration the collections are expressing, additionally to the authenticity and strong creative identity of every individual talent. Istituto Marangoni’s number one goal is to achieve and guarantee employability and preparing students for real industry needs and assuring their performance on the highest level of excellence. The participation in producing a professional fashion film featuring their original designs is one more step closer to achieving this.”

“We usually get virtual walk requests from our customers who love to shop but still aren’t too comfortable stepping out that often. We try to connect with them via a Zoom or WhatsApp video call and offer a tour as they shortlist their favourites from the other side of the screen, the one-on-one interaction intrigues the customers and helps the store gain its due traction. Post the virtual tours, whatever the customers shortlist is delivered to them to try from the comfort of their homes and thus making their places equivalent to trial rooms, helping them select what suits and fits them the best,” says Manisha Malik, Master Franchisee and India Head, Pazzion.

Focusing on Social Commerce induced through consumer engagement would hold key for a sustainable working. Most retailers are moving away from the price offering which may not be able to hold for long. Rise of subscription model is another business architecture which would see a constant rise in days to come.

“The production of knitted fabrics and PSF or viscose staple fibre remained marginally lower; however, that of woven fabrics improved 15 per cent YoY in September 2020, reflecting a gradual recovery.”

“Retailers need to engage across all channels and the brands those who are able to do it will succeed,” points out Nott.