PROJECT REPORT ON

“Marketing of Textile Products with reference to

Mahesh Textiles Pvt. Ltd.”

Project Report Submitted

In Partial Fulfilment for the Award of the Degree of

MASTER OF MANAGEMENT STUDIES

By

SREEKANTH NARSAIAH BASA

(ROLL.NO.1905)

Under Guidance of

Prof.

Department of Marketing

SWAYAM SIDDHI COLLEGE OF MANAGEMENT & RESEARCH

Bhiwandi, Dist-Thane-421305

1
[Approved by AICTE, Affiliated to University of Mumbai & Govt. of Maharashtra DTE Code –
MB 336](An ISO 9001-2000 Certified Institute)

Sonadevi Weight Bridge, Near Octroi Naka, Kalyan Road, Temghar, Bhiwandi, Dist. Thane –
421 302

CERTIFICATE

This is to certify that SREEKANTH NARSAIHA BASA (ROLL NO. 1905) student of First
Year Master of Management Studies (MMS/MBA) of SWAYAM SIDDHI COLLEGE OF
MANAGEMENT & RESEARCH has successfully completed the summer project work titled.
“Marketing of Textile Products with Reference to Mahesh Textiles Pvt. Ltd” In partial
fulfilment for the degree of Master of Management Studies of University of Mumbai.

Date: 10/09/2013

Prof. Dr.S.K.Banerjee

Signature of the project guide Director

 To Whomsoever It May Concern

This is to certify that Mr.Sreekanth Narsaiah Basa of swayam Siddhi College of

Management & Research has successfully completed the following project with

Energy and Technology Update in Mumbai on assigned topic of “Marketing of Textile

Products with Reference to Mahesh Textiles Pvt. Ltd”

From 2nd June2013 to 2nd August 2013

During the course of the project his work has been overwhelming & up to expectations.

We wish him success in his future ventures.

For Mahesh Textiles Pvt. Ltd

Authorized Signatory

Shridar N basa

Director
Mahesh Textiles Pvt. Ltd
 PREFACE

All students learn theoretical subjects in their classroom, but as we are the management students,
apart from theoretical studies we need to get a deeper insight into the practical aspects of those
theories by working as a part of organization during our summer training. Training is a period in
which a student can apply his theoretical knowledge in practical field. So this training has high
importance as to know how both the aspects are applied together.

The study of management acquires most crucial position in the business administration. In order
to be successful, it is necessary to give priority to the management in an organization. But it
cannot be denied that the study of management would be more educational, materialistic and
even more interesting, if it is to be paired with the work in organization as an employee.

The training session helps to get details about the working process in the organization. It helped
me to know about the organizational management and discipline, which has its own importance.
The training is going to be a lifelong experience.

A comprehensive understanding of the principle will increases their decision-making ability and
sharpens their tools for this purpose. During the curriculum of management programmers a
student has to attain a practical exposure of an organization on live project in addition to theory
one studies.

This Project Report has been completed in Partial fulfilment of my management Program in the
company Mahesh Textiles Pvt. Ltd. which is a growing TEXTILE COMPANY. The objective of
my project was to know, how Marketing helps system in increasing its sales.
 ACKNOWLEDGEMENT

At the very outset I would like to extend my sincere gratitude to all those who have provided
their assistance and co-operation during the project work “Marketing of Textile products with
reference to Mahesh Textiles Pvt. Ltd.

I take this opportunity to thank everyone who took concern in the successful completion of
this project. To be more specific, at very outset, I would like to thank Mr. Dara Srinivas
(Distribution Manager), Mahesh Textiles Pvt. Ltd. for guiding me throughout the project. Say
for providing all the necessary information I need regarding the project in time, without which
the completion of this project would be, a Herculean task or almost next to impossibility.

I express my sincere gratitude to the honourable Director Sir Dr. S.K Banerjee of
Swayam Siddhi College of Management & Research for their moral support and guidance, on
the ground of which I have acquired a new field of knowledge.

I am also thankful to Mahesh Textiles Pvt. Ltd. for giving me the opportunity to
undertake the study in their organization. Without the co-operation of the management and
employees this project study would not have materialized.
 DECLARATION

I, Sreekant Basa, student of Swayam Siddhi College of Management & Research, hereby
declare that the projects entitled “Marketing of Textile products with Reference to Mahesh
Textiles Pvt. Ltd.” is a original work carried on by me is submitted in partial fulfilment of the
requirement for Post Graduate in Management under the guidance of

It the original project and I have followed all the guidance and instructions
issued by the Institute as well as from the company from time to time for the preparation of this
project.
Sr.No. CONTENT Page No.

1 INTRODUCTION.

2 MARKETING OF TEXTILE PRODUCTS IN INDIA.

3 MAJOR TEXTILE MARKETS.

4 THE COMPANY PROFILE & PRODUCTS.

5 BUSINESS STRATEGY.

6 MARKETING & SALES DEPT.

PROMOTION AND MARKETING SCHEMES.

7

8 FINDINGS.

9 SUGGESTIONS.

10 MY EXPERIENCE AND LEARNINGS.

11 WORD OF THANKS.

INTRODUCTION
OBJECTIVE OF STUDY

Summer training project goal is to help students become effective managers in today’s
competitive, global environment. The fundamental unit of work in all organizations is processes;
the focus of the project is on the different marketing processes in the field of marketing of the
organization. Emphasis is given on discovering the challenge of both managing and
understanding the relation of activities throughout the organization with, and how the marketing
functions fits into the organization. A project cum training is an essential part of management
curriculum. This study was conducted on “Marketing of Textile Products with reference to
Mahesh Textiles Pvt.Ltd.

Specific Objective:

(1) To determine the factors, which persuade the retailer and agent for sale of our products?

(2) To find out the company’s position in the textile market

(3) To find out the market share of Mahesh textile against its competitors

(4) To get the analysis of current market trend, demand forecast

(5)To study the impact of market activation on consumers and finding out the impact of
marketing activation material in general trade through running various shorts of promos at the
time of any new product launch and scheme.

(6) To study how to launch any new product and scheme in the competitive market.

(7) To understand the consumer behaviour.

(8) To understand the fundamental application of textile industry at the time of promotional
activity of products.
(9) To study the evolution, function, importance and legal frame work of the Indian textile
Industry.
(10) To make sustainable strategy to ensure companies sales growth.
HISTORY OF TEXTILE IN INDIA

The history of textiles in India dates back to the use of mordant dyes and printing blocks around
3000 BC. The diversity of fibres found in India, intricate weaving on its state-of-art manual
looms and its organic dyes attracted buyers from all over the world for centuries. The British
colonization of India and its industrial policies destroyed the innovative eco-system and left it
technologically impoverished. Independent India saw the building up of textile capabilities,
diversification of its product base, and its emergence, once again, as an important global player.
Today, the textile and apparel sector employs 35.0 mn people (and is the 2 nd largest employer),
generates 1/5th of the total export earnings and contributes 4 per cent to the GDP thereby making
it the largest industrial sector of the country. This textile economy is worth US $37 bn and its
share of the global market is about 5.90 per cent. The sector aspires to grow its revenue to US
$85bn, its export value to US $50bn and employment to 12 million by the year 2010 (Texmin
2005).
IMPORTANCE OF STUDY OF TEXTILE

The Indian textile industry is structurally flawed and its efficiency and growth
depends upon the corrective measures and their effectiveness. This process of improving
the structural aspects of the industry was initiated in the 1985 Textile Policy, which for
the first time took a sectoral view of the industry. The government is spelling out the
need for an integrated approach whereby all sectors will be modernised synchronously.
This integrated approach is felt to help the textile industry to achieve a reasonable level
of upgraded production technology and make it strong enough to face the changed
competitive global scenario from the year 2005.

In order to meet the changed competitive conditions due to globalisation and

liberalisation of the economy, there is an urgent need for upgrading the technology levels
currently prevailing in the weaving segment, particularly the YARN & DYED sector. All
these call for the preparation and implementation of proper action plan in which all the
stake- holders i.e., the government, the weavers and the other interest groups get fully
involved. In order to prepare an effective perspective plan spread over 3-5 years of
modernisation for this important sector.
SCOPE OF STUDY

“Marketing is a basic that, it can’t be considered a separate function. It is the whole business
seen from the point of view of its final result, which is the consumer point of view”.

Peter Drucker

The study has aimed at finding out the current status of the Textile (dyed & loom) relation to its
production efficiency and capabilities with a view to speed up modernisation of the textile. In
order to get primary information on the raw material supply as to its quality and availability,
technology level as evidenced from the age/type of textile, their production capacity, technology
category, adaptability to the changing market requirements, this study has covered full-fledged
textile manufacturers as well as job work units.

As the textile industry has got a wider dispersal in

, such primary data collection had representation from most of the cluster centres in the state. In
addition to the data at the level of primary textile units, a representative sample of textile fabric
manufacturers with operational textile units and also without looms located in major
manufacturing centres like Coimbatore, Salem, Erode, Tirupur, Madurai and Chennai have been
covered in order to get the required information on the industry’s perspective and problems
inhibiting modernisation. In addition to the above two segments, additional inputs have been
gathered from local governmental and non-governmental institutions on the issues relating to the
modernisation aspect.
Besides it so far is Indian textile is concern worldwide it is the one of the largest in the world
with a massive raw material and textiles manufacturing base. Our economy is largely dependent
on the textile manufacturing and trade in addition to other major industries. About 27% of the
foreign exchange earnings are on account of export of textiles and clothing alone. The textiles
and clothing sector contributes about 14% to the industrial production and 3% to the gross
domestic product of the country. Around 8% of the total excise revenue collection is contributed
by the textile industry. So much so, the textile industry accounts for as large as 21% of the total
employment generated in the economy. Around 35 million people are directly employed in the
textile manufacturing activities. Indirect employment including the manpower engaged in
agricultural based raw-material production like cotton and related trade and handling could be
stated to be around another 60 million. This industry is poised to meet the increased global
competition in the post 2005 trade regime under WTO. The consequent effects of unleashing a
flood of imported textiles into India and also making the export markets far more competitive are
being felt from now onwards. The textile industry in India has a strong multi-fibre raw material
production base, vast pool of skilled personnel, entrepreneurial talent, good export potential and
low import content. Production systems are flexible, dynamic and vibrant.
NEED FOR STUDY

In the textile industry, the weaving sector has been identified as one of the poorest technological
links in the value chain. What makes the problem more serious is that the decentralised sector,
both the power looms and the handlooms, which are accounting for the production of 76% of our
fabrics needs, is marked by an overabundance. The textile industry can be broadly classified into
two categories, the organised mill sector and the unorganised decentralised sector. Being a
controlled sector, the organised mill sector has a complete information base on the organisational
set-up, machinery installation, production
Pattern, employment etc. However, information-base on the decentralised sector on the above
parameters are inadequate and policy planning has so far been based on hearsay and rough
indirect estimates.

The organised sector of the textile industry represents the mills. It could be a
Spinning mill or a composite mill. Composite mill is one where the spinning, weaving and
processing facilities are carried out under one roof. On the other hand, the decentralized sector
has been found to be engaged mainly in the weaving activity, which makes it heavily dependent
on the organised sector for their yarn requirements.

The Indian textile industry is structurally flawed and its efficiency and growth
Depends upon the corrective measures and their effectiveness. This process of improving the
structural aspects of the industry was initiated in the 1985 Textile Policy, which for the first time
took a sectoral view of the industry. The government is spelling out the need for an integrated
approach whereby all sectors will be modernised synchronously. This integrated approach is felt
to help the textile industry to achieve a reasonable level of upgraded production technology and
make it strong enough to face the changed competitive global scenario from the year 2005.

In order to meet the changed competitive conditions due to globalisation and liberalisation of the
economy, there is an urgent need for upgrading the technology levels currently prevailing in the
weaving segment. All these call for the preparation and implementation of proper action plan in
which all the stake-holders i.e., the government, the weavers and the other interest groups get
fully involved. In order to prepare an effective perspective plan spread over 3-5 years of
modernisation for this important sector.
TEXTILE’S CONTRIBUTION TO INDIAN ECONOMY

With a total market size (2012-13) of US$ 38 billion, the textiles domestic market comprises
US$ 25 billion and exports US$ 13 billion.

The Indian textiles sector has a strong contribution to the Economy

 18 per cent contribution to GDP

 20 per cent contribution to export earnings
 Direct employment to more than 35 million people
 Indirect employment to more than 5 billion people.

The textile industry functions in the form of clusters (roughly 70 in number) across India,
producing 80 per cent of the country’s total textile.

Growth of Textile in INDIA

MARKETING OF TEXTILE PRODUCTS IN INDIA

INTRODUCTION

he world economy has undergone a radical transformation in the last two decades geographical
and cultural distance have shrunk significantly with the improvements in the production,
transformation and communication. These advances have permitted companies to widen
substantially both these markets and their supplier sources.

Marketing is the specialization subject of MBA / PGDM curriculum. When a flood of consumer
products are coming into the market every company needs people specialized in marketing to
promote their product.

“Marketing is to convert social needs into profitable opportunity”.

The 21st century is the era of advertising, marketing and sales production. As it is said
“marketing thinking starts with the human needs and wants”. Apart from the basic necessities
of air, water, shelter and clothing, every person has strong desire for recreation and
entertainment.

India with a population of more than 100 cores is potentially one of the largest consumer markets
in the world. With urbanization and development of economy, taste and interests of the people
changes according to the advance nation.

Marketing is about winning this new environment. It is about understanding what consumer’s
wants a supplying it’s more efficiently and more conveniently.

This consumer market may be identified as the market for product and services that are
purchased by individuals as household for their personal consumption. Textile PRODUCTS (i.e.
salwar, shirts,) are typical consumer product purchased by individual primarily fullfill the need
of look good and glamorous.

In a country like India, where more than 50 % of the total population exists below poverty line,
the consumer cannot afford such high price for wearing branded outfits. As a result the trading
activities of the textile industry are concentrated in and around big cities and town where the
purchasing power of population is considered comparatively high.

As a result the trading activities of the soft drinks industry are concentrated in and around big
cities and town where the purchasing power of population is considered comparatively high.

The textile industries in India has an annual sale of about 14,000 crores, with per capita
consumption of cloth at a low of ½ parcel per annum (1 parcel contains 10-25 ready salwar-suits/
25 shirts-pants ) is due to price factor.

So, marketing is both philosophy and technology. It is technology because it suggests ways and
means for effective production and distribution of goods and service in the market to give
maximum satisfaction to the consumer.

The marketing manager is responsible for both determining and suitability of goods and services
in the market to give maximum satisfaction to the consumer.

The marketing manager is responsible for both determining and suitability of goods and services
presented by the company to the market, and also determining about potential market and make
better relation with retailer.

In this regard the marketing management with have to apply to marketing technology in the
conceptual philosophy of a system. It is the process of system analysis in the marketing
management for effective research and can be defined, “Systematic objective and exhaustive
study of tasks relevant to any problem in the field of marketing”.
The set of 4 P’s “for Mahesh Textiles Pvt. Ltd. Textile’s

Products:-Mahesh Textiles Pvt. Ltd. Textiles contains a wide range of shirting and
women salwar suits, thread etc.

Menes: Cotton, French, leenan, millard,

Women’s: Cotton, French, French jacked, French sequence, French

Multi, Liza, Liza sequence, Liza multi, etc.

Price: - Product price are fixed by MAHESH TEXTILES PVT. LTD.according to

competitor’s product price.

Place: - Mahesh Textiles Pvt. Ltd. has a strong channel of distribution, and intermediaries
command the distribution work.

Factory - Warehouse –Agent- Distributor - Consumer.

By this simple distribution, Mahesh Textiles Pvt. Ltd. is doing well. The company
is trying to reach every remote village area. The company has succeeded to some extent
in reaching its target.

Promotion:- In the specific, sales promotion methods are those sales activities that
supplement both - personal selling and advertising and co-ordinate them and help to
make them effective such as display, shows and exposition and demonstrations and other
recurrent selling efforts not in ordinary route.
MARKETINGIN DAILY PRACTICES
 a) Understanding market opportunities

Marketing planning starts from understanding the market and the opportunities it offers. The
small apparel firms have to regularly watch and assess the market environment either in domestic
or overseas. They have to have a strong sense about the fashion cycle which determines the
demand for any apparel product. This is very important to predict what will happen to the
product in future. A fashion cycle has five distinctive but continuous stages such as introduction,
rise, peak, decline and rejection. The cycle may also recur after certain number of latent years.
Many fashion cycles might behave like a fad and a few cycles would continue as classics. Fads
are fashions that are adopted quickly with great enthusiasm and decline very fast. Classic
fashions always stay in consumer day-to-day life. For example, cotton saree is a classic and boot
cut jeans is a fad. Apart from this, the marketers must be vigilant about the competitors’ activity.
For example, the competitors might come up with innovative new products to serve a niche
market that would be substantial enough to hold interest. Further, they should also look at the
suppliers, distributors and retailers volume of business and profitability to expand the business in
terms of forward or backward integration. For instance, the financial strength gathered over the
years might encourage the small manufacturers to go for forward integration which could be in
the form of retailing.

b) Segmenting the market

All the customers are not the same. Their needs and wants differ. Hence, the marketing efforts
can not be the same for all the customers. But there may be similarities among group of
customers in terms of their needs and wants. Segmenting is nothing but identifying such groups.
For a small apparel manufacturer, it may be in terms of export agents, import agents, retailers
and end consumers. The marketing efforts of the manufacturer should be specifically suited to
the particular segment. The manufacturer can target only one segment or a few segments that
suits its goals and the attractiveness of the segment. It can also have a target plan of which
segment first, second and so on. The segmentation may go to the next level called identifying
very narrow segment which is called as niche. The ultimate level of segmentation is one to one
marketing. In this case, the marketing efforts are suited to the needs and wants of the individual
customer.

c) Positioning and differentiating the offer

MAHESH TEXTILES PVT.LTD.position itself in terms of the quality certificates that it would
have received from respectable certification agency or it may position itself for offering best
value for money or number of years of existence. As the middle manufacturer should think that
how its offer is different from its competitors accordingly, the offer with such difference should
be made available to the customers. Care must be taken to focus on a difference which cannot be
easily copied by the competitors. The firm differentiate its offering in terms of product,
accompanied services, employees, distribution channel and image. The firm can focus on a niche
segment and differentiate its offer from competitors in terms of style and premium platforms. It
can also go for competitive price with better quality as one of the differentiator.

d) Developing marketing mix strategies

Most of the decisions in marketing can be classified into ‘four Ps’: Product, price, place and
promotion. Product means the goods-and-services combination the firm offers to the target
market. It includes decisions related to the quality of the yarn, fabric, dye, stitching, designs of
the fabric as well as apparel, branding, packaging, and accompanied services. Pricing includes
the decisions related to list price, discounts, allowances, and payment-period and credit terms.
Place means the activities of the firm that make the product available to target consumers. It
includes decisions such as distributor network or having own retail shops, transportation,
logistics and factory locations. Promotion means activities that communicate the merits of the
product and persuade target customers to buy it. It includes advertising, sales promotion,
personal selling and public relations decisions. All these decisions can be manipulated for a
strategic purpose of entering, growing and competing in the market. The marketing mix
decisions help the firm to tactically establish a strong positioning in the minds of the target cost.

The Textile Supply Chain

The Textile Supply Chain comprises diverse raw material sectors, ginning facilities, spinning and
extrusion processes, processing sector, weaving and knitting factories and garment (and other
stitched and non-stitched) manufacturing that supply an extensive distribution channel This
supply chain is perhaps one of the most diverse in terms of the raw materials used, technologies
deployed and products produced.

This supply chain supplies about 70 per cent by value of its production to the domestic market.
The distribution channel comprises wholesalers, distributors and a large number of small
retailers selling garments and textiles. It is only recently that large retail formats are emerging
thereby increasing variety as well as volume on display at a single location. Another feature of
the distribution channel is the strong presence of ‘agents’ who secure and consolidate orders for
producers. Exports are traditionally executed through Export Houses or
procurement/commissioning offices of large global apparel retailers.

It is estimated that there exist 65,000 garment units in the organized sector, of which about 88
per cent are for woven cloth while the remaining are for knits. However, only 30–40 units are
large in size (as a result of long years of reservation of non-exporting garment units for the small
scale sectors – a regulation that was removed recently). While these firms are spread all over the
country, there are clusters emerging in the National Capital Region (NCR), Mumbai, Bangalore,
Tirupur/Coimbatore, and Ludhiana employing about 3.5 mn people. According to our estimate,
the total value of production in the garment sector is around Rs.1,050–1,100 bn of which about
81 per cent comes from the domestic market. The value of Indian garments (eg. saree, dhoti,
salwarkurta, etc.) is around Rs.200–250 bn. About 40 per cent of fabric for garment production
is imported – a figure that is expected to rise in coming years.

The weaving and knits sector lies at the heart of the industry. In 2004-05, of the total production
from the weaving sector, about 46 per cent was cotton cloth, 41 per cent was 100% non-cotton
including khadi, wool and silk and 13 per cent was blended cloth. Three distinctive technologies
are used in the sector – handlooms, powerlooms and knitting machines. They also represent very
distinctive supply chains. The handloom sector (including khadi, silk and some wool) serves the
low and the high ends of the value chain – both mass consumption products for use in rural India
as well as niche products for urban & exports markets. It produces, chiefly, textiles with
geographical characterization (e.g., cotton and silk sarees in Pochampally or Varanasi) and in
small batches. Handloom production in 2003-04 was around 5493 mn.sq.meters of which about
82 per cent was using cotton fibre. Handloom production is mostly rural (employing about 10
million, mostly, household weavers) and revolves around master-weavers who provide designs,
raw material and often the loom.

The processing sector, i.e., dyeing, finishing and printing is mostly small in scale. The largest
amongst these would dying and finish about 5000 m/day. The remaining are independent
process houses (or part of composite mills) that use automated large batch or continuous
processing and have an average scale of about 20,000 m of cloth daily. About 82.5 per cent or
10,397 units are hand processors who dye cloth or yarn manually and dry in open sunshine. Of
the remaining (and these use automated and semi-automated equipment), 2076 are independent
process houses.

Cotton remains the most significant raw material for the Indian textile industry. In 2003-04,
3009 mn kg of cotton was grown over 7.785 mn acres. Other fibres produced are silk (15742
tonnes), jute (10985000 bales), wool (50.7 mn kg) and man-made fibres (1100.65 mn kg).
Cotton grows mostly in western and central India, silk in southern India, jute in eastern and wool
in northern India. Significant qualities of cotton, silk and wool fibres are also imported by the
spinning and knitting sectors. (Except for garments, all data in this section was obtained from
OTC 2004 and Texmin 2013.)

Managing such a complex supply chain requires coordination through excellent managerial
practices, technology and facilitating policies.

Competitiveness of Indian Textile Industry

India is one of the few countries that own the complete supply chain in close proximity from
diverse fibres to a large market. It is capable of delivering packaged products to customers
comprising a variety of fibres, diverse count sizes, cloths of different weight and weave, and
panoply of finishes. This permits the supply chain to mix and match variety in different segments
to deliver new products and applications. This advantage is further accentuated by cost based
advantages and diverse traditions in textiles.

Indian strength in spinning is now well established – on unit costs on ring yarn, open-ended (OE)
yarn as well as textured yarn, Indian firms are ahead of their global competitors including China.
Same is true on some woven OE yarn fabric categories (especially grey fabrics) but is not true
for other woven segments. India contributes about 23 per cent of world spindles and 6 per cent of
world rotors (second highest in the world after China). Fifty five per cent of total investment in
technology in the last decade has been made in the spinning sector. Its share in global shuttleless
loom, however, is only about 2.8 per cent of world looms (and is ranked 9 th in the world). The
competitiveness in the weaving sector is adversely affected by low penetration of shuttleless
looms (i.e., 1.69 % of Indian looms), the unorganized nature of the sector (i.e., fragmented, small
and, often, un-registered units, low investment in technology & practices especially in the
powerloom, processing, handloom and knits) and higher power tariffs. There is, however, a
recent trend of investment in setting up hi-tech, stand-alone mid-size weaving companies
focusing on export markets. India also has the highest deployment of handlooms in the world
(handlooms are low on productivity but produce specialized fabric). While production and
export of man-made fibre (and filament yarn) has increased over the years, Indian industry still
lags significantly behind US, China, Europe, Taiwan etc. (Texmin, 2013.)

Indian textile industry has suffered in the past from low productivity at both ends of the supply
chain – low farm yields affecting cotton production and inefficiency in garment sector due to
restriction of size and reservation. Add to this, contamination of cotton with consequent
increase in cost (as it affects quality and requires installation of additional process to clean and
open cotton fibres before carding operations), poor ginning (most equipment dates back to
1940s), high average defect rates in production process (which also leads to increase in effective
labour and power costs), hank yarn requirement, etc. and its competitiveness gets compromised
severely. Similarly, processing technology is primarily manual and small batch oriented with
visual colour matching and sun drying. This leads to inconsistency in conformance quality.
Lead times across the sector continue to be affected by variability in the supply chain – defect
rates average over 5%, average % of orders on time is about 80%, variance in order size across
firms is high (e.g., the coefficient of variability of average order size for spinning firms is about
2.6), and on an average, 16 days of sales as work-in-process inventory (the highest for garment
firms) and an average of 30 days of sales in raw material inventory (the highest for spinning
firms) (Chandra 2013).

Trade data of post-MFA performance reveals some interesting trends – Indian firms registered a
37 per cent growth in exports to US (against China’s 52 per cent) during the Jan-April 20013
time period. Most of this growth has been in textiles while apparels show marginal gains.
Apparels & accessories constituted 78% of global exports to USA (FICCI 2013). (India is still a
relatively small yet growing player in the global apparel market.) It is expected that India will
soon replace Mexico as the second largest apparel supplier to the US.

MAJOR TEXTILE MARKETS

INTRODUCTION

The market is the place which is concern with the area where the dealing of purchase and sales
should be done. The present era of global scenario is made the market not only local but also
worldwide. A person can buy any product from anywhere in the world. This is the time of
consumer’s kingdom.

Earlier there was not the globalisation there was the seller who owns the kingdom. But not now
this time the situation is differ. So in try to maximize the sale of company. Company itself tries
to target a particular area where it locate itself and launch product also.

The textile industry is the single largest foreign exchange earner for India. Currently it accounts
for about 8 % of GDP, 20 % of the industrial production and over 30 % of export earnings of
India and it has only 2-3 % import intensity. About 38 million people are gainfully employed
with the industry making it the second largest employment providing sector after agriculture.

The textile policy of 1985 and the economic policy of 1991 accelerated the economic growth
during 1990s. Textile sector growth has been led by the spinning and the manmade fibre
industry. The number of cotton/ manmade fibre textile mills rose from 1035 in 87-88 to 1741 by
December, 1997. The number of spinning mills number rose to 1461 in December 1997 from
752 in 87-88. Liberalisation led to the installation of open end rotors and setting up of Export
Oriented Units (EOU).
 SURAT TEXTILE INDUSTRIES

Tamilnadu powerloom industry

The global market has become an overwhelming incentive for new investments andthere has
then occurred a veritable explosion of capacity in cotton-based complexes, the most important
being the Tamilnadu clusters. This has been a many sided revolution:
(1) the 1990s have seen phenomenal growth of cotton spinning in Tamilnadu and, thereafter, the
mushrooming of powerlooms manufacturing grey cloth.

(2) Tamilnadu has been in the forefront in the Indian powerloom industry. The state ranks third
only after Maharashtra and Gujarat as regards the number of textile manufacturing units in
organised and decentralised sector of the textile industry.

The powerloom industry in Tamilnadu provides direct and indirect employment to

over 7 lakh workers and is reputed for its powerloom weaving. The state produces large volumes
of powerloom PRODUCTS that find a market in every nook and corner of the country and also
caters to the fabric needs of the export RMG manufacturing units located in Delhi, Mumbai,
Chennai, Bangalore and other centres. Further, the performance of the power loom sector in
Tamilnadu presents a better picture as there are concentration of industrial enterprises
specialising in various stages of textiles manufacture, right from ginning of cotton followed by
spinning to the finishing/ garmenting of the end product.

The structure of powerloom sector in Tamilnadu differs from that observed in other states
like Maharashtra and Gujarat. It varies in respect of the production pattern, size of the units,
concentration of powerloom centres etc. At present, it is estimated that there are 4,37,325 looms
in this sector. The powerlooms in Tamilnadu are mainly concentrated in the three districts of
Salem, Erode and Coimbatore accounting together for 83% of the looms.

Keeping the interest of the powerloom Industry as a whole, an effort has been made to
briefly explain the strengths, weaknesses, opportunities and threats of the present powerloom
industry in Tamilnad
Bangalore

Bangalore is one of the leading fashion concern city in india. So far is bangalore is concern it is
known as the people with high living, brand loyal. So it is the second largest local textile
industry industry in india. It also account for 38% of the country's total exports and is, therefore,
a very important industry. The forecast is that textiles exports will reach USD 35 billion by the
year 2000. The Textiles Committee has taken up a National Campaign to sensitize the SMEs
in Textile and Clothing industry, to the emerging challenges in the area of Quality and
Compliances for Indian textile and clothing industry. As part of this campaign, 25 workshops,
titled “QUALITY AND COMPLIANCES: ROUTE TO GLOBAL COMPETITIVENESS FOT
INDIAN TEXTILE AND CLOTHING INDUSTRY”, covering all major textile centers in the
country are being organized. The focus of the workshops is on sensitization of the industry to
the impact of WTO on textile and clothing industry in India and also to various
concepts/compliances/standards related to Quality, Eco-friendliness, Social Accountability,
Product Innovation, etc., which have bearing on competitiveness of the industry.

The Textiles Bangalore has taken up a National Campaign to sensitize the SMEs in Textile
and Clothing industry, to the emerging challenges in the area of Quality and Compliances for
Indian textile and clothing industry. As part of this campaign, 25 workshops, titled “QUALITY
AND COMPLIANCES: ROUTE TO GLOBAL COMPETITIVENESS FOT INDIAN TEXTILE
AND CLOTHING INDUSTRY”, covering all major textile centers in the country are being
organized. The focus of the workshops is on sensitization of the industry to the impact of WTO
on textile and clothing industry in India and also to various concepts/compliances/standards
related to Quality, Eco-friendliness, Social Accountability, Product Innovation, etc., which have
bearing on competitiveness of the industry
FOREIGN MARKETS

UNITED STATES OF AMERICA

The Indian textile industry is the second largest in the world--second only to China. Indian
textiles also account for 38 percent of the country’s total exports and are, therefore, a very
important industry. The forecast is that textiles exports will reach USD 35 billion by the year
2013.

To sustain this growth, it is imperatives that the textile industry produces goods of high quality at
reasonable prices. This means that the industry must continuously modernize its machinery.
Therefore, the textile machinery industry sector has an integral role to play in the growth of
India's textile exports.

Industry analysts note that textile prices are increasingly competitive worldwide as more and
more developing countries enter the global textile trade. To maintain, if not increase, its global
market share, the Indian textile industry must procure modern, low-cost, textile machinery so
that it can produce high quality textiles and garments for export at competitive prices. It is in this
context that the market for used textile machinery is viewed as very promising. Used textile
machinery permits India to incorporate new technology at low cost.

Here are a few important facts about India's textile:

1. There are approximately 1200 medium to large scale textile mills in India.

2. India has 34 million cotton textile spindles for manufacturing cotton yarn. Cotton yarns
account for 70 percent of India's textile exports. (China has 40 million cotton
spindles.)

3. Of the Indian textile yarn exports, almost 80 percent come from coarser yarns (counts below
40s). Consequently, there is a need to upgrade the technology.

4. For the past two years, there has been a significant slow-down in the cotton spinning segment,
mainly due to the spiralling price of cotton.

5. The domestic knitting industry is characterized by small scale units which lack adequate
facilities for dyeing, processing and finishing. The industry is concentrated in Tirupur
(Tamilnadu) and Ludhiana (Punjab). Tirupur produces 60 percent of the country's total knitwear
exports. Knitted garments account for almost 32 percent of all exported garments. The major
players include Nahar Spinning, Arun Processors and Jersey India.

Status of the Textile Machinery Industry

Approximately 120 companies manufacture the complete range of textile machinery. Gross
receipts for the Industry in 1997 were nearly USD 700 million. The industry employs about
150,000 workers directly and an equal number indirectly. The demand for textile machinery is
mainly from end user in the cotton textiles, manmade fibres and wool units textile sectors. The
industry's major problems are:

1. Inadequate design and engineering capability.

2. The high cost of raw material and components.

3. The high cost of finance.

4. Demand constraints.

5. Competition from foreign countries as a result of the lowering of import duties on textile
machinery.

6. The high quality of imported textile equipment.

Imported textile equipment include: Auto cone winders; open-ended spinning units; single-
cylinder knitting machines; CAD systems; continuous fusing machines; air-jet looms; and
texturizing machines. The major exporters of textile machinery
to India include: Japan; Switzerland; Germany; Korea; the UK; the U.S.; and Italy.

A number of textile projects were established in India between 1993 and 1995 that incorporated
used imported equipment.
JAPAN

Japan is a big importer of indian textile cotton, frenchjackard, dyed, yarn. The
Income percapita our country earns is 14000 million per annum. As INDIA is all set to double
its share in the world market for textiles and clothing in the next five years, minister of state for
industry Ashwani Kumar has said. Japan could play an important role in helping India reach
the target by collaborating in the area of textile design, manufacture and marketing, the
minister said at the opening of the India-Japan friendship year fashion show in Osaka. Japanese
designer Hiroko Koshnoi and her Indian counterpart Manish Arora presented textile collection
from India to Japanese businessmen to showcase the potential Indo-Japanese collaboration
holds in the world of textiles and garments. Mr Kumar pointed out that with growing demand
for Indian textiles, the country was seriously targeting doubling its market share from the
current 3.5% to 7% in 2012. Exports are expected to touch $110 billion from the existing $51
billion in five years time, he said. “Textile is the next big wave in India. We hope to get
Japan’s support in achieving our goals. It can only be a win-win situation,” he said. Ms
Koshnoi is already supplying her designs to India where they are mass produced and exported
to other countries. “I would now like to exclusively produce garments for the Indian market
with Indian fabric. If I get a partner in India, the Indiarange can be both sold in the country and
exported,” Ms Koshnoi said in an exclusive interview with ET. Ms Koshnoi has been in the
fashion industry for 50 years and exports her labelled garments worldover. “We Asians have to
come together to take the lead in the global textile market. The future belongs to India.
THE COMPANY PROFILE & PRODUCTS

MAHESH TEXTILES PVT.LTD.

Mahesh Textiles Pvt. Ltd. is a national company which was established in 1990. Mahesh
Textiles Pvt. Ltd.’s wide product range delivers solutions for every conceivable application. It is
the Bhiwandi textile industries second largest and fastest growing manufacturer of top quality
cloth. With 22% local market share. It has the unique ability to service their customers
anywhere in the world with a globally consistent product, innovative service, creative ideas and
superior technical solutions. Throughout the long history, Mahesh Textiles Pvt. Ltd. people have
established a tradition of landmark innovations in products, colour technology and
manufacturing processes. And many of their innovations have become the global industry
standard.

Mahesh Textiles Pvt. Ltd. has, by far, the most comprehensive product range catering to the
needs of a multitude of industries - cloth, mattress and quilting, automotive, yarn, outdoor and
camping goods.

.
COMPANY PROFILE IN BRIEF

Basic Information

Company Name: MAHESH TEXTILES PVT. LTD.

Business Type: Manufacturer and Trading Company.

Product/Service Finished Fancy dress material  

(We Sell):

Product/Service filament yarn, polyester filament yarn, acrylic yarn, spandex yarn,
(We Buy): melange yarn, PC yarn, PV yarn, viscose spun yarn, all fancy yarns,
Dyed yarn, cotton yarn, polyester yarn (psf), spun yarn, blend yarn 
Number of Employees: 102 People 
Trade & Market: Kerala, Tamilnadu, Karnataka, Hydrabad.

Main Markets: Mumbai, Surat, Kolkatta, Chennai.

COMPANY’S PRODUCTS

INTRODUCTION OF PRODUCT AND STRATEGY

Product life cycle and new product strategy:

To be able to market its product properly, a firm must be aware of the product life cycle of its
product. The standard product life cycle tends to have five phases: Development, Introduction,
Growth, Maturity and Decline. MAHESH TEXTILES PVT. LTD. is currently in the introduction
stage, which is evidenced primarily by the fact that they have a large chances of stable
customers. Furthermore, cost management, product differentiation and marketing have become
more important as growth slows and market share becomes the key determinant of profitability.
In Domestic markets the product life cycle is in more of a growth trend Mahesh Textiles Pvt.
Ltd.'s advantage in this area is mainly due to its establishment strong branding and it is now able
to use this area of stable profitability to subsidize the domestic competition.
Each textile product has a different life cycle. The traditional cotton has existed for many years
and continues to be popular. Its product life cycle is illustrated.

The company’s strategy for introduction during the next decade includes a wide range of
products especially for regional markets.

Fig. 2 - The product life cycle: Coke soft drink

Sales/Profit

Sales

Profit

0
Time
-
Introduction Growth Maturity Decline

The new term described as “short- fashion” inferring that the brands are expected to have shorter
product life cycles which would thereby effect the requirements of marketing. The figure given
below illustrates how the new innovations as compare to traditional textile material depicted.

Fig. 3 - "Short-cycle fashion brands":

New Coca-Cola products
Sales/Profit

Sales

Profit

0
Time
-
The Company will have many products in the introduction and growth stages, but few are likely
to achieve the same success in the lucrative maturity stage as the traditional core brands have.
Therefore, there is a significant risk that profits will be proportionately less over time, in
accordance with the changes in the product life cycles.

Branding and new product strategy:

A brand is "a symbol, design, name, or combination of these that identifies a seller's product and
distinguishes it from the competition" (McColl-Kennedy and Kiel 2000, p. 293). Although
Mahesh Textiles Pvt. Ltd. has essentially the same brand features as the Company, other
products in the product mix have their own individual branding.

In order to launch its new short-cycle products (and new individual brands) in restricted time
periods. Booz-Allen and Hamilton (1982) outline seven key steps in the new product
development process, including:

1. New product strategy;

2. Exploration (idea generation);
3. Screening;
4. Business analysis;
5. Prototype Development;
6. Test marketing; and
7. Commercialisation

BUSINESS STRATEGY

INTRODUCTION

India is one of the few countries that own the complete supply chain in close proximity from
diverse fibres to a large market. It is capable of delivering packaged products to customers
comprising a variety of fibres, diverse count sizes, cloths of different weight and weave, and
panoply of finishes. This permits the supply chain to mix and match variety in different segments
to deliver new products and applications. This advantage is further accentuated by cost based
advantages and diverse traditions in textiles.

PROCESS OF MAKING FINISHED GOODS

The Textile manufacturing Chain comprises diverse raw material sectors, ginning facilities, and
extrusion processes, processing sector, weaving and knitting factories and garment (and other
stitched and non-stitched) manufacturing that supply an extensive distribution channel. This
supply chain is perhaps one of the most diverse in terms of the raw materials used, technologies
deployed and products produced.

The strategy is perhaps one of the most diverse in terms of the raw materials used, technologies
deployed and products produced.

This supply chain supplies about 70 per cent by value of its production to the domestic market.
The distribution channel comprises wholesalers, distributors and a large number of small
retailers selling garments and textiles.

RAW MATERIALS

The process starts from this stage which comprises with the buying of the grey (i.e. raw
material) from market or manufacture grey. So far as the Indian textile concern most of all
concern with purchasing raw materials. The manufacturer has to contact another firms dealing in
grey.

After getting the raw materials the folding process starts which is to ensure the quantity and
quality of our material.

PACKING AND DISTRIBUTING

Distribution (or "Place") is the fourth traditional element of the marketing mix. The other three
are Product, Price and Promotion. After wiving the finished goods get ready the cutting and
packing takes places. And sampling also come with it..
BUSINESS PROCESS

1) VAT (Value Added Tax): VAT works on the principle that when raw materials passes
through various manufacturing stages and manufactured product passes through distribution
stages, tax levied on the ‘Value Added’ at each stage and not on the gross sales price. ‘Value
Added’ means difference between selling price and purchase price.

2) Central Sales Tax (CST):

N.B: Registered Customers are those who has a yearly turnover of more than Rs.5, 00,000 and
unregistered customers are those whose yearly turnover is less than Rs.5, 00,000.

3) Entry Tax: Entry tax is levied on tax free PRODUCTS. Each and every goods are subjected
to tax if it enters from one state to another. This Entry Tax is mainly governed by the Sales Tax
Department. Here, in this company Entry Tax is levied on tax free PRODUCTS like
Interlinings.

4) Provident Fund (P.F) and Employee’s State Insurance (E.S.I):

Provident Fund (P.F):

12% contribution (basic) by employee + 12% from the company.

And out of the employee’s contribution of 12%, 8.33% is meant

for Employee’s Provident Fund and 3.67% is meant for

Employee’s Pension Scheme.

Employee’s State Insura

Employee’s State Insurance is mainly meant for the lower grade

Employees whose basic pay is less than Rs. 10,000.

5) Order Processing and Billing:

1st process- Order is received.

2nd process – Punching of the order is completed. In this process the computer automatically
checks whether goods are available in their godown or not.

3rd process: Picking Slip is issued.

4th process: After that stocks are laid out from the godown and it is being checked and signed by
the Stock In charge.

5th process: Then invoice is made for those goods (3 Copies). One copy is send to the customer,
one to the bank (if it is a Cheque customer) and one is kept by company.

6th process: Goods are then sent to the respective customers.

7th process: Payment is made.

Cash Customer: Payment is directly made in the cash counter of the company.

Cheque Customer:

A copy of the Lorry Receipt (L.R) is kept by the company and the other is sent to the bank along
with the invoice. The customer makes payment to the bank and the bank in return gives the
customer the Lorry Receipt (L.R).

8th process: The customer takes the Lorry Receipt (L.R) either from the company (in case of
cash customer) or from the bank (in case of cheque customer) and releases the goods from the
transporter or courier.
BUSINESS STRATEGY

So far as strategy is concern it is related it is the idea generated by top level management &
marketer in order to manage business with the affiance and ratio of success. It can be co-relate
with the market structure, govt. Policy, consumer demand forecast etc.

When choosing a strategy a marketer must determine what value a channel member adds to the
firm’s products.  Remember to discuss the product decisions; customers assess a product’s value
by looking at many factors including those that surround the product.  Several surrounding
features can be directly influenced by channel members, such as customer service, delivery, and
availability.  Consequently, for the marketer selecting a channel partner involves a value analysis
in the same way customers make purchase decisions.  That is, the marketer must assess the
benefits received from utilizing a channel partner versus the cost incurred for using the services. 

Dependent Channel Arrangement

Under this arrangement a channel member feels tied to one or more members of the distribution
channel.  Sometimes referred to as “vertical marketing systems” this approach makes it more
difficult for an individual member to make changes to how products are distributed.  However,
the dependent approach provides much more stability and consistency since members are united
in their goals.  The dependent channel arrangement can be broken down into three types:

1) Corporate – Under this arrangement a supplier operates its own distribution system in a
manner that produces an integrated channel.  This occurs most frequently in the retail
industry where a supplier operates a chain of reseller stores. It should be mentioned that
industries also distributes their products in other ways.

2) Contractual – Under this arrangement a legal document obligates members to agree on

how a product is distributed.  Often times the agreement specifically spells out which
activities each member is permitted to perform or not perform.  This type of arrangement
can occur in several formats including:
a. Wholesaler-sponsored – where a wholesaler brings together and manages many
independent retailers including having the retailers use the same name
 b. Retailer-sponsored – this format also brings together retailers but the retailers are
responsible for managing the relationship
c. Franchised – where a central organization controls nearly all activities of other
members
3) Administrative – In certain channel arrangements a single member may dominate the
decisions that occur within the channel.  These situations occur when one channel
member has achieved a significant power position.  This most likely occurs if a
manufacturer has significant power due to brands in strong demand by target markets or
if a retailer has significant power due to size and market coverage. In most cases the
arrangement is understood to occur and is not bound by legal or financial arrangements. 

DISTRIBUTION SYSTEM

It is important to plan a distribution system in order to hand over our product to the end users.
There are 2 types of distribution system in practices.

Direct Distribution System

With a direct distribution system the marketer reaches the intended final user of their product by
distributing the product directly to the customer.  That is, there are no other parties involved in
the distribution process that take ownership of the product.  The direct system can be further
divided by the method of communication that takes place when a sale occurs.  These methods
are:

 Direct Marketing Systems – With this system the customer places the order either
through information gained from non-personal contact with the marketer, such as by visiting
the marketer’s website or ordering from the marketer’s catalog, or through personal
communication with a customer representative who is not a salesperson, such as through
toll-free telephone ordering.
 Direct Retail Systems – This type of system exists when a product marketer also operates
their own retail outlets.  As previously discussed, Starbucks would fall into this category.
 Personal Selling Systems – The key to this direct distribution system is that a person
whose main responsibility involves creating and managing sales (e.g., salesperson) is
 involved in the distribution process, generally by persuading the buyer to place an order. 
While the order itself may not be handled by the salesperson (e.g., buyer physically places
the order online or by phone) the salesperson plays a role in generating the sales.
 Assisted Marketing Systems – Under the assisted marketing system, the marketer relies
on others to help communicate the marketer’s products but handles distribution directly to
the customer.  The classic example of assisted marketing systems is eBay which helps bring
buyers and sellers together for a fee.  Other agents and brokers would also fall into this
category.

Indirect Distribution System

With an indirect distribution system the marketer reaches the intended final user with the help of
others. Resellers generally take ownership of the product, though in some cases they may sell
products on a consignment basis. Under this system intermediaries may be expected to assume
many responsibilities to help sell the product.  Mahesh Textiles Pvt. Ltd. Textiles takes these
practices in use.

Indirect methods include:

 Single-Party Selling System - Under this system the marketer engages another party who
then sells and distributes directly to the final customer.  This is most likely to occur when
the product is sold through large store-based retail chains or through online retailers, in
which case it is often referred to as a trade selling system.
 Multiple-Party Selling System – This indirect distribution system has the product passing
through two or more distributors before reaching the final customer.  The most likely
scenario is when a wholesaler purchases from the manufacturer and sells the product to
retailers.
Importance of Distribution Channels

Distribution channels often require the assistance of others in order for the marketer to reach its
target market. 

While on the surface it may seem to make sense for a company to operate its own distribution
channel (i.e., handling all aspects of distribution) there are many factors preventing companies
from doing so.  While companies can do without the assistance of certain channel members, for
many marketers some level of channel partnership is needed.  For example, marketers who are
successful without utilizing resellers to sell their product may still need assistance with certain
parts of the distribution process.

Establishing Channel Relationships

Since channel members must be convinced to handle a marketer’s product it makes sense to
consider channel partner’s needs in the same way the marketer considers the final user’s needs. 
However, the needs of channel members are much different than those of the final customer.
resellers seek products of interest to the reseller’s customers but are also concerned with many
other issues such as:

 Delivery – Resellers want the product delivered on-time and in good condition in order to
meet customer demand and avoid inventory out-of-stocks.
 Profit Margin – Resellers are in business to make money so a key factor in their decision
to handle a product is how much money they will make on each product sold.  They expect
that the difference (i.e., margin) between their cost for acquiring the product from a supplier
and the price they charge to sell the product to their customers will be sufficient to meet
their profit objectives.
 Other Incentives – Besides profit margin, resellers may want other incentives to entice
them especially if they are required to give extra effort selling the product.  These incentives
may be in the form of additional free products or even bonuses for achieving sales goals.
 Packaging – Resellers want to handle products as easily as possible and want their
suppliers to ship and sell products in packages that fit within their system.  For example,
products may need to be a certain size or design in order to fit on a store’s shelf, or the
shipping package must fit within the reseller’s warehouse or receiving dock space.  Also,
many resellers are now requiring marketers to consider adding identification tags to
products (e.g., RFID tags) to allow for easier inventory tracking when the product is
received and also when it is sold.
 Training – Some products require the reseller to have strong knowledge of the product
including demonstrating the product to customers.  Marketers must consider offering
training to resellers to insure the reseller has the knowledge to present the product
accurately.
 Promotional Help – Resellers often seek additional help from the product supplier to
promote the product to customers.  Such help may come in the form of funding for
advertisements, point-of-purchase product materials, or in-store demonstrations.
FACTORS CREATING DISTRIBUTION STRATEGY

Like most marketing decisions, a great deal of research and thought must go into determining
how to carry out distribution activities in a way that meets a marketer’s objectives.  Mahesh
Textiles Pvt. Ltd.consider many factors when establishing a distribution system.  Some factors
are directly related to marketing decisions while others are affected by relationships that exist
with members of the channel.

Mahesh Textiles Pvt. Ltd.’s marketer find the factors into two main categories: marketing
decision issues and channel relationship issues.  In turn, each of these categories contains several
topics of concern to marketers.

Marketing Decision Issues

Distribution strategy can be shaped by how decisions are made in other marketing areas. 

Product Issues
The nature of the product often dictates the distribution options available especially if the
product requires special handling. look for shipping arrangements that are different than those
sought for companies selling extremely tough or durable products.

Promotion Issues
Besides issues related to physical handling of products, distribution decisions are affected by the
type of promotional activities needed to sell the product to customers.

Pricing Issues
The desired price at which a marketer seeks to sell their product can impact how they choose to
distribute.  As previously mentioned, the inclusion of resellers in a marketer’s distribution
strategy may affect a product’s pricing since each member of the channel seeks to make a profit
for their contribution to the sale of the product. 
TARGET MARKET ANALYSIS

Examine in detail the company’s current target market. Obviously to do this section
correctly takes a great deal of customer-focused research.

 Describe the target market approach:

o What general strategy is used to reach targeted customers? Generally approaches
include:
 mass market – aim to sell to a large broad market
 segmentation approach – aim to selectively target one (niche) or more
markets
 Describe demographic/psychographic profile of the market:
o Profile criteria may include:
 Gender, income, age, occupation, education, family life cycle, geographic
region, lifestyle, attitudes, purchasing characteristics, etc.
 Describe the following characteristics of targeted customers:
o Needs/benefits sought by market
o Product usage
 Consider answers to these questions related to customers using the product
such as:
 Who is using the product?
 Why do they use the product?
 When do they use the product?
 How is the product used?
o Product positioning
 Evaluate how customers perceive the product in relation to competitor’s
products or to other solutions they use to solve their problems
o Attitudes
 What is the target market’s attitude regarding the company’s product?
 What is the target market’s attitude regarding the general product
category?
 i.e., exam the general attitude regarding how products from all
companies serve the target market’s needs
 Describe the purchasing process:
o How does the target market make their purchase?
Competitive Analysis

Examine the main competitors serving the same target market. This section may also benefit
from the use of comparison tables.

 Describe direct competitors in terms of:

o Target markets served
o Product attributes
o Pricing
o Promotion
o Distribution including the distributor network
o Services offered
Inventory Management

Inventory Management and Inventory Control must be designed to meet the dictates of the
marketplace and support the company's strategic plan. The many changes in market demand,
new opportunities due to worldwide marketing, global sourcing of materials, and new
manufacturing technology, means many companies need to change their Inventory Management
approach and change the process for Inventory Control.

Despite the many changes that companies go through, the basic principles of Inventory
Management and Inventory Control remain the same. Some of the new approaches and
techniques are wrapped in new terminology, but the underlying principles for accomplishing
good Inventory Management and Inventory activities have not changed.

The Inventory Management system and the Inventory Control Process provides information to
efficiently manage the flow of materials, effectively utilize people and equipment, coordinate
internal activities, and communicate with customers. Inventory Management and the
activities of Inventory Control do not make decisions or manage operations; they provide the
information to Managers who make more accurate and timely decisions to manage their
operations.

The basic building blocks for the Inventory Management system and Inventory Control activities
are:
   Sales Forecasting or Demand Management
   Sales and Operations Planning
   Production Planning
   Material Requirements Planning
   Inventory Reduction

Mahesh Textiles Pvt. Ltd. emphases on each area depending on the demand and how it operates,
and what requirements are placed on it due to market demands. Each of the areas above will
need to be addressed in some form or another to have a successful program of Inventory
Management and Inventory Control. The main practice used to inventory control is given in
detail.
MARKETING & SALES DEPT

INTRODUCTION

Marketing is the complete and unbeatable plan designed specifically for attaining the
marketing objective of the firm. The market objective indicates what the firm indicates, what the
firm wants to achieves. The marketing strategy provides for achieving then.

When Mahesh Textiles Pvt. Ltd. entered in the Textile market, the market was already
prevailed by many big giant players and mills, MAHESH TEXTILES PVT. LTD. tried to
establish in India with a unique marketing policy. MAHESH TEXTILES PVT. LTD. took into
consideration of middle class segment target market.The reason behind choosing bhiwandi as its
area of operation is first the business environment of bhiwandi is very much familiar of business
establishment. The maharashtra Govt. really very much supportive for establishing small & large
scale industries, the availability of good amount of resources which is a plenty there and above
all having a good competitive market situation and secondly the life standard of people specially
women and girls is also full with rich wearing and rich thinking. Through the advertisement at
local and state level Mahesh Textiles Pvt. Ltd. highlighted the style of living of female
generation with different walk of life. Its quality attracted the people and of course increases the
sale. Those plans give a clear picture of the marketing of Mahesh Textiles Pvt. Ltd.  Also, they
show that some accountability has been built into the plan so that the plan is not just fluff but
results in measurable actions.  The best way to provide this information is through a section
devoted to identifying the key strategies and objectives for the product(s).  

This section consists of three major issues:

 Marketing Strategy
 Financial Objectives
 Marketing Objectives

1. Marketing Strategy

In this section we identify the general marketing strategy under which this plan is being
developed.  It is very possible that a product will follow more than one strategy (e.g., sell more
of same product to current customers but also find new customers in new markets).  Marketer
may get some guidance and also rationale for strategy by examining results from the Situational
Analysis.  In particular, planners may look to strategies that are suggested within the scope of
Product/Market Analysis Tools.  Additionally, planners should refer to the Mission Statement in
Step 1 to insure strategies are in line with how the company views itself.
Strategies generally fall under one of the following (or in some cases more than one) ideas:

 Market growth 
o Higher market penetration – It refers with the high rates of market ups & downs.
To cop up with this situation we do listed things below-

- Sell more to same market (i.e., get current customers to buy more or buy more
frequently to enrich their buying capabilities and increase in our sales)
- Also find new customers in new markets with the possibility of having a new
niche market of higher sales volume.

o Find new markets – It refers to sell to markets or market segments not

previously targeted with the possibilities to get more market share and increase
the growth of Mahesh Textiles Pvt. Ltd. demographically.
o Develop new products for existing customers – It refers to new product or
emerging product offering to the present customer to have a variety of products as
changing pattern of people choice.
o Develop new products for new customers – it refers to produce new and
technological things to cater new and emerging customer to meet the demand of
new customers with new trend.
 Cost control
o Techniques to contain costs or operate more effectively
 Mahesh Textiles Pvt. Ltd. generally works in combination with market
growth or market stability and makes a variation according the market
demand.
 Market exit
 2. FINANCIAL OBJECTIVES

Much of this information can be handled within a graphical format, such as tables and graphs,
though a paragraph explanation of each is generally required. Make sure to include total dollar
(or other currency) amounts as well as percentage market share. For more detailed marketing
plans or for plans for seasonal products, providing monthly or even weekly sales figures may be
required. Provide a spreadsheet-style layout showing detailed breakdown of marketing revenues
and expenses.

 Current Sales Analysis

o Overall industry sales and market share (for at least the last year)
 total market sales
 total for company’s product(s)
 total for competition
o By segments/product categories
 total for segments/product categories
 total for company’s product(s)
 total for competition
o By Channels of Distribution
 total for each channel
 total for company’s product(s) by channel
 total for competition by channel
o By Geographic Region
 total for each region
 total for company’s product(s) by region
 total for competition by region
 Profitability Analysis
o Revenues
 For highly detailed plans break out into categories as shown above in the
Current Sales Analysis section.
o Marketing Expenses
 Types:
 Direct – those expenses that can be tied to the product
 Indirect or Proportional – generally administrative or broad
marketing expenses that may be assigned to a product based on some
 established criteria (e.g., a product’s percentage of overall company sales)
Note: not all companies follow this approach
 For highly detailed plans break out into categories as shown above in the
Current Sales Analysis section.

1. Marketing Objectives

Marketing success can be measured on several non-financial market metrics.  These

measure are important since these often shed light on underlying conditions and
circumstances facing the company that are not easily seen within financial measures. . 

Target market objectives

o market share
 total
 by segments
 by channel
o customers
 total
 number/percentage new
 number/percentage retained
o purchases
 rate of purchases
 size/volume of purchases
 Promotional objectives
o level of brand/company awareness
o traffic building 
 (e.g., store traffic, .location traffic)
o product trials
 (e.g. sales promotions, product demonstrations)
o sales force
 (e.g. cycle time, cost per call, closing rate, customer visits, etc.)
 Channel objectives
o dealers
 total
 number/percentage new
 number/percentage retained
o order processing and delivery
 on-time rate
  shrinkage rate
SALES

Small firms often believe that they enjoy sales and profit growths without any marketing
planning or activity and consequently marketing planning deemed to be unnecessary. But this is
far from the truth, says Dr K Abdul Waheed.

SALE CHANNEL OF MAHESH TEXTILES PVT.LTD.

PRODUCTION RETAILER

CUSTOMER

Company follow this distribution channel in cotton, yarn, grey etc. it reduce nearly about 90% of
the cost but this is not easy route. So company also follow other channel.

PRODUCTION GTF DISTRIBUTOR

RETAILER WHOLESELLER

CUSTOMER

During the sale of MAHESH TEXTILES PVT. LTD.product Company Occurred 60% cost in
advertisement and 40% cost in by which product reach to customer and they consume it.

OTHER PRACTICES IN SALE

CREDIT PERIOD- It’s a big practice we use in our regular sale. Mahesh Textiles Pvt. Ltd. gives
its customers at least 1month credit period in dealing. We persue a post dated cheque of amount
of sale and do clear this cheque on the date of its maturity. But it’s a very risky task to perform.
It generally happenes when a regular or known customer is in front of us.

SPEED DELIEVERY- it’s a second big practice we do in our sale. The delivery will be as fast as
the payment will be. But it generally brokers the racking system of inventory management. So
it’s better to deal in above.

KEY STAFF

The key staff of Mahesh Textiles Pvt. Ltd. involve following –

Chairman

Mr.Narsaiha N Basa

Directors

Mr.Mahesh N basa

Mr.MurliSiripuram

President & CEO

Mr.Shridar N basa

Financial Advisor

Mr.Nitin N Katla(CA)
PROMOTION AND MARKETING SCHEMES

Promotion Issues

Describe the decisions related to how the product will be promoted. In general, promotion
consists of four major areas – advertising, sales promotion, public relations and personal selling
– though not all may be used. Timetables for promotion are important since certain types of
promotions (e.g., magazine ads, trade shows) require long lead times. Most information in this
section can be shown in tables and graphs. Each of the four promotion areas is separated out,
however, some planners find it easier to combine the areas. The promotional areas could be
combined within special promotion programs, such as Holiday Promotion Program, Summer
Promotion Program, etc. Brief summary of current promotional decisions for users and
distributors in terms of:

o General description for four promotional areas:

 advertising
 sales promotion
 personal selling
 public relations 
o Message/theme
o Methods used:
 Summarize methods used
 Summarize spending for each method
o Interrelation of four promotional areas
 e.g., explain how advertising supports sales promotion
 Identify planned changes:
o Summarize changes
o Justify changes:
 Due to results
 Due to research
 Due to competition
 Others
  Describe planned changes:
o Identify changes directed to the targeted user market:
 General description for four promotional areas:

MARKETING SCHEMES

This is the heart of the marketing plan. It contains descriptions of detailed tactics to be carried
out to achieve the objectives and goals established. It is typically the longest section of the plan,
often representing 50% or more of total page count.

In this section details and timetables are presented for six key decision areas:

 Target Markets
 Product
 Promotion
 Pricing
 Distribution
 Other Areas

Preferably this section includes a brief summary of current marketing decisions plan can easily
compare what was planned to what is planned.

TARGET MARKET

Target market remains the same as what was identified in the Situational Analysis so identifying
the market will be relatively easy though justification for continuing with this market is required.
For new markets a more detailed discussion is needed. This section also includes the sales
forecast which is the driving force for all financial forecasts. Depending on the depth of detail
sought in the marketing plan, it may be a good idea to include likelihood scenarios, such as best
case, worst case, and probable case, when developing the sales forecast.

 Target market description:

o Brief summary of current target market
o Identify planned changes:
 Summarize changes:
 Describe using profile (e.g., demographic, psychographic,
behavioral, etc. )
 Describe how it will be accomplished
 Justify planned changes:
 Due to results
 Due to research
  Due to competition
 Others
 Describe target market tactics:
 Objectives
 Methods used change target market
 Profile the target marketing

 Product positioning:
o Brief summary of product position
 How does target market view product in relation to competitor’s products?
o Identify planned changes:
 Summarize changes in product positioning
 Justify planned changes:
 Due to results
 Due to research
 Due to competition
 Others 
o Describe tactics to carryout changes
 Objectives
 e.g. what is desired position?
 Methods used to change position
 Sales forecast for each product:
o Brief summary of current sales
o Identify changes
 Summarize changes in forecast
 Justify forecast
o Describe forecast
 Objectives
 Methods used to carry out
 Numerical estimates
 Categories:
 Total
 By segment(s)
 By distribution channel
 Others
 consider likelihood scenario analysis
MARKET DISTRIBUTION

Mahesh Textiles Pvt. Ltd. has been concentrating on three main types of markets:

1. Leading Market: Markets where it is leading, maintenance and consolidation of position

are the key issues.
2. Critical Mass-Market: Where Mahesh Textiles Pvt. Ltd. has maintained & defined its
position against competition.
3. Low Share Market: Markets where Mahesh Textiles Pvt. Ltd. has a low share.

The Marketing Plan is a highly detailed, heavily researched and, hopefully, well written
report that many inside and possibly outside the organization will evaluate. It is an essential
document for both large corporate marketing departments and for start-up
companies.  Essentially the Marketing Plan:

 Forces the marketing personnel to look internally in order to fully understand the results
of past marketing decisions.
 Forces the marketing personnel to look externally in order to fully understand the market
in which they operate.
 Sets future goals and provides direction for future marketing efforts that everyone within
the organization should understand and support.
 Is a key component in obtaining funding to pursue new initiatives?

The Marketing Plan is generally undertaken for one of the following reasons:

1. Needed as part of the yearly planning process within the marketing functional area.
2. Needed for a specialized strategy to introduce something new, such as new product
planning, entering new markets, or trying a new strategy to fix an existing problem.
3. Is a component within an overall business plan, such as a new business proposal to the
financial community?
There are many ways to develop and format a marketing plan. The approach taken here is to
present a 6-Part plan that includes:

1. Purpose and Mission

2. Situational Analysis
3. Marketing Strategy and Objectives
4. Tactical Programs
5. Budgets, Performance Analysis and Implementation
6. Additional Consideration

This plan is aimed at individual products and product lines, however, it can be adapted fairly
easily for use in planning one or more strategic business units (SBU). The page length suggested
for each section represents a single-spaced typed format for a plan focused on a single product.
Obviously for multi-product plans lengths will be somewhat longer.

It is assumed that anyone developing a Marketing Plan possesses a working understanding of

marketing principles. 

1. PRODUCT

A Product is "a symbol, design, name, or combination of these that identifies a seller's output and
distinguishes it from the competition" (McColl-Kennedy and Kiel 2000, p. 293). Although
Mahesh Textiles Pvt. Ltd. has essentially the same brand features as the Company, other
products in the product mix have their own individual branding.

In order to launch its new short-cycle products (and new individual brands) in restricted time
periods. Booz-Allen and Hamilton (1982) outline seven key steps in the new product
development process, including:

1. New product strategy;

2. Exploration (idea generation);
3. Screening;
4. Business analysis;
5. Development;
6. Test marketing; and
7. Commercialisation.

2. PROMOTIONS
 In the specific, sales promotion methods are those sales activities that supplement both -
personal selling and advertising and co-ordinate them and help to make them effective such as
display, shows and exposition and demonstrations and other recurrent selling efforts not in
ordinary route.

Promotions describe the decisions related to how the product will be promoted. In general,
promotion consists of four major areas – advertising, sales promotion, public relations and
personal selling – though not all may be used. Timetables for promotion are important since
certain types of promotions (e.g., magazine ads, trade shows) require long lead times. Most
information in this section can be shown in tables and graphs. Each of the four promotion areas
is separated out, however, some planners find it easier to combine the areas., The promotional
areas could be combined within special promotion programs, such as Holiday Promotion
Program, Summer Promotion Program, etc. Brief summary of current promotional decisions for
users and distributors in terms of:

o General description for four promotional areas:

 advertising
 sales promotion
 personal selling
 public relations 

PROMOTIONAL STRATEGIES

A promotional strategy is an important element of marketing strategy. A key ingredient in

marketing campaigns consists of a diverse collection of incentive tools, mostly short term,
designed to stimulate quicker or greater purchase of particular products or services by consumers
or trade.

Cooperate objective

Marketing objective Marketing strategy Promotion

Production Advertising Sales

Pricing promotion
Distribution Personal Selling
Publicity
Customers

Sales

Methods of promotion

Several of sales promotion is being adopted by modern entrepreneurs now days.

1. Consumer sales promotion method:

Consumer sales promotion methods are those methods which are directed at consumers to
induce them to buy the company’s product they are some consumer sales promotion
devices.
 Free trails
 Samples
 Premium
 Bonus stamps
 Cash refund offer
2. Trade sale force promotion method:
Trade sales promotion is an incentive given to middle man to buy goods in large quaint
form the producer or manufacturer.
The main sales promotion method is such as:
 Discount
 Display and advertising allowance
 Buy-back allowances
 Store demonstration
 Free goods
 Free tours etc.
3. Sales force promotion method:
 Sales promotion methods are those methods which are intended to motivate the sales
force to increase sales. These methods support a sales man to perform his job more
effectively and sincerely.
 Bonus to sales force
 Sales force contests

FINDINGS

METHODOLOGY

I. SECTOR

A. SECTOR– Mahesh Textiles Pvt. Ltd. Textiles

II. SOURCES OF DATA:

For collecting necessary data two sources have been used. They are

Primary data & secondary data.

A. Primary Data:

Face to face discussion with the Area Sales Manager, Territory Sales In-charge,
Owners of Factories and the employees of Mahesh Textiles Pvt. Ltd.

B.Secondary Data:

1. Various Reports of the above mentioned companies

2. Sales Report of the company.

OVER ALL FINDINGS OF Southern MARKET

1) DIFFERENT TYPES OF GARMENTS BEING MADE BY TEXTILE UNITS:

(A) Chennai

TEXTILE Shirts Trousers Sal wars Petticoats Blouses Others

Number of 22 12 1 1 1 16
Units

Percentag 71% 39% 8% 8% 8% 52%

e

Others Include: Uniforms of Schools, College, Security Agencies, Petrol

Pump Depot etc.

ANALYSIS:
From the above representation, it can be said that in Chennai most of the Textile units are
involved in making shirts (72%) and School Uniforms (52%). This means that there is a great
prospect in this area. Although, almost all the Textile units are using Mahesh Textiles Pvt. Ltd.
thread but still a few of them are using non-Mahesh Textiles Pvt. Ltd. threads, only because of
the reason that sometime they don’t get the required shades. It is upon the company to provide
those shades which are in demand but still it has not got any place in the company’s shade cards.
As per as the Mahesh Textiles Pvt. Ltd. Interlinings are concerned, these are not at all in demand
apart from a very few Textile units in Chennai. This is because of the reason that these Textile
units are not at all quality conscious which can be clearly understood when they purchase low
quality as well as cheaper Interlinings of competitive brands. But effort must be taken to
introduce as well as to create a demand of the company’s Interlinings in these Textile units with
the help of various promotional tools like Group Canvassing, Textile manufacturers’ meet etc

(B) Karnataka

TEXTILE Shirts Trousers Salwars Petticoats Blouses Others

Number of
Units
9 0 0 0 0 0

Percentage 100% 0% 0% 0% 0% 0%

Others Include: Uniforms of Schools, College, Security Agencies, Petrol

Pump Depot etc.

ANALYSIS:
From the above graphical representation, it can be said that at Karnataka almost all the TEXTILE
units are involved in making shirts (100%). This means that there is a great prospect in this area.
It has been seen that almost all of the Textile units are very much satisfied with Spade Poly but
still they use non-Mahesh Textiles Pvt. Ltd. thread. This is only because of variety in the range
of shades. The company must always try to make some indent shades depending on the demand
for the products. On the other hand, Mahesh Textiles Pvt. Ltd. Interlinings are not at all in
demand in the Textile units at Karnataka. This is because of the reason that these Textile units
are not at all quality conscious which can be clearly understood, when they purchase low quality
as well as cheaper Interlinings of competitive brands. But effort must be taken to introduce as
well as to create a demand of the company’s Interlinings in these Textile units with the help of
various promotional tools like Group Canvassing, Textile manufacturers’ meet etc. and the
company must try to give some cost benefit to these RMG units in the form of discounts,
schemes etc.

(C) Hydrabad:

Textile Shirts Trousers Salwars Petticoats Blouses Others

Number of
Units
7 2 3 2 2 8

Percentag 41% 12% 18% 12% 12% 4%

e

Others Include: Uniforms of Schools, College, Security Agencies, Petrol

Pump Depot etc.

ANALYSIS:

From the above representation, it can be said that in Hydrabad most of the textile units are
involved in making shirts (41%) and School Uniforms (47%). This means that there is a great
amount of prospect in this area. It has been seen that not even a single Textile unit here is using
non-Mahesh Textiles Pvt. Ltd. products. At Delhi, 15 Textile units are using Ameto out of
which 9 Textile units are also using Moon. So, the company must target these 9 Textile units
and try to make them switch to Ameto completely. As per as the Mahesh Textiles Pvt. Ltd.
Interlinings are concerned, there are only 6 Textile units which are using Coats Interlinings
which is quite better than any other places like above concerned. It can also be suggested that as
15 Textile units are using Mahesh Textiles Pvt. Ltd. high priced , Ameto, it can be expected that,
if not 17, atleast15 of them are capable of using Mahesh Textiles Pvt. Ltd.’ Interlinings which
comes at higher price as compared to that of its competitive brands.

(2) VARIOUS BRANDS OF MAHESH TEXTILES PVT. LTD. BEING USED BY THE
TEXTILE UNITS IN Southern :

(A) Threads

MAHESH TEXTILES PVT. Spade Poly Moon Ameto

LTD.

Brands

(Threads)

Percentage

of Consumption 42.22% 40% 30%

ANALYSIS

From the l representation, it is clear that Mahesh Textiles Pvt.Ltd.s’ product are used by the
Textile units but still Mahesh Textiles Pvt. Ltd. has to go a long to to capture these market
completely. It has been seen that most of the Textile units are involved in making shirts, which
shows that it can target those Textile units with its shirt specialist threads like Spade Poly or
Ameto. It is better to target the small Textile with Spade Poly because they will not use high
priced thread like Ameto because of less profit margin. During winter season some of them
make suits which means that they can be targeted to use Ameto, Suit specialist. But, in Barpeta
the scenario is a little bit different. It has been seen that majority of the Textile use low priced
as well as low quality thread thread of the competitive brand. In this case, the company has no
other option but to reduce the price of their product or else they will have to make a similar kind
of threads for this market.

(B) YARNS:

MAHESH TEXTILES PVT. LTD. TLR MCL

Brands

(Yarns)

Percentage

of Consumption 36.36% 18.88%

ANALYSIS

From the representation, it can be said that textile units only use either TLR or MCL. But
Mahesh Textiles Pvt. Ltd. has also got other various brands of Yarns like MIG and GUN. Even
though there are few number of textile units that manufactures Trousers but still it can be used in
the trousers as well as in the school uniforms which requires a huge amount of yarns. Generally,
it has been seen that textile unit’s uses cheaper range of yarns where Mahesh Textiles Pvt.Ltd.s’
MIG yarns can very well fit in. The only thing that the company must remember is that there
must be good promotion of yarn like Group Canvassing, textile manufacturer’s meet.
SUGGESTIONS

It is seen that MAHESH TEXTILES PVT. LTD.’S main competitor in this field is the local
brands, generally manufactured by the dealers dealing in such goods. These products are
available at a very low price. This can be avoided by making the consumers aware of the various
product range of Mahesh Textiles Pvt.Ltd.Settle their business on cash basis only.

1. Mahesh Textiles Pvt. Ltd. is the market leader of sewing threads but it has not been
possible for the company to explore all the Textile markets in Gujarat. This is only
because of the reason that most of the Textile in Gujarat are small and also they are not
all quality conscious. For this it is very necessary for the company to make these
manufacturers quality conscious.

2. Moon threads must be made available in the range of 90-100 metre (presently comes in
135 metre) because the ideal length to make a shirt is 90-100 metre which will also
reduce the wastage of leftovers.

3. Ameto threads must be made available in the range of 90-100 metre or 180 metre
(presently comes in 150 metre) because the ideal length to make a shirt is 90-100 metre
which will reduce the wastage of threads.
 4. 10,000 metre Cone must be produced in colour shades because it has been seen that it has
got a huge demand in the Vests and Brief industry.

5. Like, Textile manufacturers’ meet must also be conducted from time to time in order to
make them aware of the company’s products, make them quality conscious and in this
way the company will also be able to serve the customers in a better way.

6. The company must also try to target the Fashion and Textile institutes because they
require a huge amount of sewing products and if the company can tap this market then it
will help the company to increase its sales to a huge extent.

“SWOT” ANALYSIS ACCORDING EXPERIENCE

Strengths

 High quality and safe products at affordable prices.

 Strong and well differentiated brands with leading market shares.

 Strong equity with consumers as a Company with “high quality” brands.

 Ongoing product innovation and renovation, to convert consumer insights.

 Well diversified product portfolio.

 Efficient supply chain.

 Distribution structure that allows wide reach and coverage in the target markets.

Weakness:

 Unable to provide goods at a lower price like its competitors.

  Complex supply chain configuration.

 Sometime it cannot meet the demand of the customers in respect of colours of the
threads.

Opportunities:

 Potential for expansion in the smaller towns and other geographies.

 Development of modern retail formats.

 Potential for growth through increased penetration.

Threats:

 Competitive environment with diverse players.

 People attraction and retention.

 Rising prices of commodities and fuels.

 Change in fiscal benefits/ laws.

MY EXPERIENCE AND LEARNINGS

These two months with Mahesh Textiles Pvt. Ltd. are unforgettable for me. The experience, which I
got during these days, was tremendous. I have made good relation with so many people in frontline
division, where I did my project and also in other divisions too. I found everybody within the
company very nice, helpful and co-operative. Really, the experience I have got from my project will
be very helpful to enrich and nourish my career in the near future.

MY LEARNINGS FROM THE PROJECT

It was great opportunity for me to do my Summer Training from Mahesh Textiles Pvt. Ltd. Some of
the things which I learnt from my Summer Training are as follows:-

EFFECTIVE SELLING:

 To plan for the discussion.

 To present the thoughts in correct logical order.
 To put technical content in the presentation.
 To punch the key benefits in terms of consumer motivation.
 To perceive the role quickly those are supposed to play in “every situation” during the
interaction.
 To play upon the customers’ ego, but in a subtle intelligent manner.
 To probe deeply to gain more insight into the customers’ mind.
 To prepare for positive results.
 To plant the brand name by creative use of the samples - technical and promotional material.
 CUSTOMER RELATIONSHIP:

 Be friendly and accessible

 Attend customer calls
 Show personal warmth and empathy
 Be well organized and resourceful
 Be punctual on appointments
 Listen to customers – it helps in discovering his known and unknown requirements.
 Understand -

1) Customer type

2) Product type & value

3) Buying segment

 Solve the customer problems on priority and revert to customers with replies, even it is
negative.
 Listen to objections and complaints
 Stay cool and dispassionate even when a customer criticizes
 Attentively listening to the customer
 Appreciating customer needs & expectations
 Response to customer queries
 Response to customer complaints
 Accommodating to change in customer behaviour
 Understanding the customer’s perspective
 Do a after sale service

WORD OF THANKS

This project report is a result of endless effort & immense degree of toil by many great minds. It
was pleasure to work in Mahesh Textiles Pvt. Ltd.

I would like to thank all those people who graciously helped me by sharing their valuable time,
experience & knowledge. I would like to express heartiest thanks to my guide Mr.DaraSrinivas
(Distribution Manager) in Mahesh Textiles Pvt. Ltd., for his constructive guidance, constant
encouragement and proper criticism with affection.
I thanks to the entire team of Mahesh Textiles Pvt. Ltd. who influenced me to work positively at
each and every step by giving their precious time to discuss and to provide relevant information
and providing me co-operation and cordial environment for making me comfortable during my
stay in company. I would like to dedicate this work to my revered institute SwayamSiddhi
Institute of Management and Research, Bhiwandiwhere I am getting the shape of future
business manager.

I express my sincere gratitude to honourable Dr.S.K. Benarji(Director), SwayamSiddhi

Institute of Management and Research,Bhiwandifor the support and guidance on the
groundof which I have acquired a new field of knowledge.

Towards the end I would like to thank all those who have directly or indirectly helped me to
complete this project successfully.

I would also like to thank all the readers who would study this project.

BIBLOGRAPHY