ITS A UNIQUE CHALLENGE ONE HAS TO LIVE UP TO AND I FAILED IT IN MY FIRST ATTEMPT.

IT TURNED OUT
TO BE A HUMBLING EXPERIENCE AND TAUGHT ME LESSONS THAT SHAPED MY LIFE FROM THEREON

-KISHORE BIYANI.

Presented by: Ekta Mohta.

FAMILY BACKGROUND
In the summer of 1935, Bansal Lal Biyani arrived in the city of Mumbai from Nimbi, Rajasthan. He started a business selling dhotis and saris. As the business started to pick up, he called his six sons to help him. Later on , it was established as a family business. In 1962 the family set up its second business in synthetic furnishing.

THE RETAIL KING

Kishore was born as second son of Shri Laxmi Narayan Biyani on 9th August, 1961. He was brought up in an extremely traditional family. He did his schooling from Manav Mandir High School.

CHILDHOOD DAYS
Right from childhood he was rational and insisted on logical explanation to his question. Even while playing cricket he never gave up and he encouraged his team members to give their best, even if they were about to lose. And he did everything to win it. He strongly believed in himself. Anil Biyani says I still remember, while playing games as a kid he would say, you can be in Rams team I will be in Ravans team.

JACK OF ALL TRADES

He joined H.R. college of Mumbai and did a commerce degree. He learnt typing. Did a course in import and export of garments. Joined a programme in running the silk manufacturers association. Studied advertisements, attended marketing seminars and did a course in marketing.

DANDIYA EVENT

First to introduce disco dandiya in South Mumbai. It tested his organizational skills and gave confidence in his own abilities and ideas. And a good experience in managing crowd.

INITIAL DAYS
He refused to join the family business. He says my family, like many other entrepreneurs, were preservers. I consider myself to be both creator and destroyer. Entered into business by selling stone wash fabric to small shops and garment manufacturers. Then tried his hand in multiple businesses, some failed, some were moderately successful. But these contributed to his understanding of customers and the foundation of the organization.

Launched a brand of fabric for mens trousers named WBB In 1985, started his first retail shop selling ready made trousers, named Pantloon. In 1986, they set up a small fancy-yarn plant at Tarapur, named Dhruv Synthetics. It had to be shut down due to labour problems. Meanwhile he handled the distribution of denims made by Arvind mills.

TURNING POINTS
Advent of denims and acceptance of ready made garments in India. In 1987, Manz Wear Pvt. Ltd was incorporated. This later changed to pantaloon fashion and subsequently to pantaloon retail. Launched their own jeans brand Bare Necessities. In1992, announced an Initial Public Offer (IPO) In 1997, they entered modern retail. In 2001, first three big bazaar outlets were opened.

BUSINESS STRATEGIES
He had strong belief in Indias vast and diverse market He registered his brand with an American name John Miller with a tagline a shirt inspired by America. He was first to introduce exchange offer. Small store format- Goa and large store format Kolkata. He learned the tricks of trade from international business magnates and also from his own mistakes.

Manufacturing apparels either at their own factory or by business partners, this helped in providing goods at lower prices. He designed his outlets to suit the needs of Indian customers. Customers were most important to him. A number of people directly reported to him and he had control over the organization.

CHALLENGES FACED

Complaints from investors. Rolling out retail stores ate more money than it could generate- at least, not immediately. The debt equity ratio shot upto 1.8 which frightened new investors. Financial troubles.

INDIANISING FASHION
DESIGNING
KB was a firm believer in reaching out to the public. Its about touching maximum number of people and making an emotional connection with them. Fashion according to us belong in the streets. Everyone makes a statement in what he or she wears and is evident in their day to day life,whether its bought from a large shop or off the local bazar. And if fashion is for larger public, it has to be inspired from the local context. Rather than following trends set outside our country, fashion needs to flow from within our indigenous culture, customs, and colors.

LEADERSHIP QUALITIES
A keen observer  Choosing right location  Choosing ideal people Has his own vision  Deliver everything, everywhere, to every customers in the most profitable manner.  All under one proof An innovative person  KBS wholesale market  Retail media concept

KISHOREJIS KINGDOM
Pantaloons-40 Big bazaar-7 Food bazaar-90 Brand factory-6 Shoe factory-17 Electronics bazaar-90 Furniture bazzar-85 etc

SUCCESS STORY
2006 Ernst and young entrepreneur of the year award. 2006 Lakshmipat Singhania IIM Lucknow young business leader award. 2006 CNBC first generation entrepreneur of the year award. Pantaloon retail awarded the international retailer 2007 by US based national retail Federation. In the financial year 2008-09 future group got 650 corer profit with highest margin in retail industry.

WHAT WE CAN LEARN FROM KB?

Simplicity in ideas Speed is the essence of everything Learning while EXECUTION Believe in customers Core values of Indian-ness Believe in ourselves Be an optimist Building and nurturing relationship Think in terms of the majority of people Rewrite rules, retain values