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In accordance of its venture into men's readymade clothing line, Siyaram's Monday to Sunday Dressing would include casuals, semi-formals, formals, club wear in the middle and premium segments, targeting the youth. At first the Monday to Sunday Dressing line would be introduced in Southern and Western India, and would be sold through its retail outlets.
The leader in the suiting segment, S. Kumars Nationwide Limited (SKNL) is the newest to join the rat race. It has launched a brand, "Belmonte" the exclusivity of the brand is that it is only brand in the economy section, which brings both fabric and readymade garments under single label. The brand has been targeted towards the young group. The brand offers a wide range style with perfect fitting.
 The other growing strategy major textile players adapted is 'Acquisition'. Many of companies have used this strategy to dive into readymade garment segment. Raymond's acquired ColorpIus to jump in casual-wear, adding brands like Raymond's, Parx and Park Avenue. Opting the similar strategy, Indian Rayon acquired garments division of Madura Coats, "Madura Garments" and entered the luring apparels market with the successful brands like Van Heusen, Allen Solly, Peter England and Louis Philippe. Textile leader, Bombay Dyeing also gets hold of Proline to dive in the sportswear segment, as well as adding Vivaldi range to its formal menswear.
The above initiatives taken by the major brands depicts that the textile players now started opting strategies to mark their presence in the readymade garment segment. Their sheer benefits laze in substantial production capacities, which can launch new products in minimum lead-time, offering high quality.
Despite the smaller players in the unorganized market are in much more advantageous situation, in the long run they might loose out. The following are few problems faced by smaller players:
 . Smaller Market: There few cities and towns that they can concentrate on, since these cities holds about 50 percent of the Sec A&B of population that have a disposable income. As a result, very few opportunities are there for smaller players.
. Limited Capacities: The restriction that these smaller players have is that they cannot emerge beyond a definite level. Additionally, inadequate logistics and improper supply chain managements created huge problems for the smaller players.
. Inadequate Logistic & Strength: For advertising and brand building, these smaller players are forced to extend their reach geographically, which makes supply chain management more complex. To match with increasing demand in competitive markets, stress on producing volumes also increases. To sustain existence these players will have to inject in more investments to their businesses in the areas of designing capabilities, brand making and retailing.
. Insufficient Funds: Funds will be a key restraint for the smaller players. Funds have to be spawned rapidly in a massively capital demanding market that is seeing huge volumes of growth.
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