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Kewal Kiran Clothing tweaks processes for profits
17 Nov '09
2 min read
The era of forget 'fat,' but mere profits, is just about 'over' in these recession times, they say!
But there are some like Kewal Kiran Clothing who have shown profiting ways and remained in that range, showing other apparel retail companies how change, innovation and improvisation helps during such trying times.
And Shri Kewalchand P Jain, Chief Managing Director is all smiles as he responds to a question on his company's profit making by stating, “Factors which have contributed towards increased profitability are augmentation in realisation per garment, favourable product and brand mix, lower selling and distribution expenses due to inventory planning, decrease in fabric prices, rent reductions and cost control, in general.”
The retail giant having 133 stores (K-lounge and Exclusive Brand Outlets EBOs) across the country in 17 states and 70 cities) has launched other lifestyle products like fashionable footwear, eyewear, neckwear, innerwear, urban wear, belts and handkerchief as a promotional campaign with a view to provide a complete shopping experience under a single roof.
“At KKCL, our motto is 'Making growth fashionable.' Our Company continuously strives to maintain global standards in quality, technology, marketing and branding at competitive price point. Our all the four brands Killer, integriti, LawmanPg3 and Easies evoke respect, pride and comfort for the consumers.”
Indian apparel retailers have witnessed stiff competition in markets which are now crowded with domestic and foreign labels and brands. Further, the Indian organized sector today stands at 10 percent vis-à-vis rest of the unorganized marketplace.
Given this scenario, notching current year consolidated six months profit close to three times than the corresponding period last year, is no mean achievement! This is partly attributed to increase in income levels of consumers and a gradual shift from unorganised to organised sector, which shall clear the clutter and enhance the market size, according to Mr Jain.
On growth strategies to achieve Rs500 crore turn over for KKCL, Mr Jain sums up, “KKCL has always evaluated risks, designed models to weather any economic upheavals, invest in growth engines and merged with strong fundamentals.
KKCL believes in profitable topline growth. It would inter alia like to penetrate new market, appoint new distributors and franchisee, increasing advertisement and promotion spend for creating demand, adding life style products and accessories as its growth strategy,” rounds off Mr Jain.
But there are some like Kewal Kiran Clothing who have shown profiting ways and remained in that range, showing other apparel retail companies how change, innovation and improvisation helps during such trying times.
And Shri Kewalchand P Jain, Chief Managing Director is all smiles as he responds to a question on his company's profit making by stating, “Factors which have contributed towards increased profitability are augmentation in realisation per garment, favourable product and brand mix, lower selling and distribution expenses due to inventory planning, decrease in fabric prices, rent reductions and cost control, in general.”
The retail giant having 133 stores (K-lounge and Exclusive Brand Outlets EBOs) across the country in 17 states and 70 cities) has launched other lifestyle products like fashionable footwear, eyewear, neckwear, innerwear, urban wear, belts and handkerchief as a promotional campaign with a view to provide a complete shopping experience under a single roof.
“At KKCL, our motto is 'Making growth fashionable.' Our Company continuously strives to maintain global standards in quality, technology, marketing and branding at competitive price point. Our all the four brands Killer, integriti, LawmanPg3 and Easies evoke respect, pride and comfort for the consumers.”
Indian apparel retailers have witnessed stiff competition in markets which are now crowded with domestic and foreign labels and brands. Further, the Indian organized sector today stands at 10 percent vis-à-vis rest of the unorganized marketplace.
Given this scenario, notching current year consolidated six months profit close to three times than the corresponding period last year, is no mean achievement! This is partly attributed to increase in income levels of consumers and a gradual shift from unorganised to organised sector, which shall clear the clutter and enhance the market size, according to Mr Jain.
On growth strategies to achieve Rs500 crore turn over for KKCL, Mr Jain sums up, “KKCL has always evaluated risks, designed models to weather any economic upheavals, invest in growth engines and merged with strong fundamentals.
KKCL believes in profitable topline growth. It would inter alia like to penetrate new market, appoint new distributors and franchisee, increasing advertisement and promotion spend for creating demand, adding life style products and accessories as its growth strategy,” rounds off Mr Jain.
Fibre2fashion News Desk - India
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