Академический Документы
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Культура Документы
Subject:
MARKETING STRATEGY AND PLAN
Submitted By:
Mr.PradeepSureshSingh
Roll No. 27
M.Com. Part I, Semester - II
UNIVERSITY OF MUMBAI
2014 2015
Thisistocertifythat,Mr.PradeepSinghofM.ComPartI,hassuccessfully
completedtheprojectinMarketingStrategyandPlantitledE- COMMERCE
MARKETING STRATEGY OF FLIPCARTundermyguidancefortheacademic
year201415.Theinformationsubmittedistrueandoriginalaspermyknowledge.
Mr.PrakashMulchandani
(InternalGuide)
Prof.GopiShamnani
(Coordinator,M.Com)
Dr.PadmaV.Deshmukh
(I/CPrincipal)
________________
ExternalExaminer
DECLARATION
_______________
Mr.PradeepSingh
ACKNOWLEDGEMENT
The satisfaction, which accompanies the successful completion of the project, is incomplete
without the mention of a few names. We take this opportunity to acknowledge the efforts of the
many individuals who helped us make this project possible.
We would like to express our sincere gratitude to our Prof. PRAKASHMULCHANDANI
for giving us an opportunity to work under her esteemed guidance which helped us to improve
upon our lacunae during the project research. We are very grateful to her for providing us with
every possible opportunity & freedom to learn and explore. We are deeply indebted to her for her
suggestions, constant inspiration and encouragement.
EXECUTIVE SUMMARY
The concept of e-commerce is downloading at a fairly rapid pace in the psyche of the Indian
consumer. In the metros, shortage of time is a big driver for online shopping. On the other hand,
accessibility to a variety of products makes audiences from smaller towns and cities opt for the
online route. Major retailers face challenges in stocking their stores adequately. Often, customers
are unable to purchase items of their choice, thus prompting them to resort to e-retailers.
Flipkart has accorded a lot of importance in trust building exercise that is why it has a strong
Customer Support Team which helps the customers with the website guidance and resolving
issues.
Flipkart uses its in-house logistics (FKL) as well as third party logistics (3PL) services as the
logistics is one of the most important for a success of any ecommerce venture. Along with the
logistics, reverse logistics of Flipkart is also well developed with a 30 day return policy and
flipkart bearing courier charges for returned products.
Flipkart when it started employed the consignment model of procurement as it was the most risk
free way to operate but then they changed to Inventory model to ensure superior delivery times.
But with foreign direct investment (FDI) favoring the marketplace model in April2013, Flipkart
changed its business model to marketplace model.
WS Retail a pet project of Flipkart now handles the inventory and warehouse management.
Flipkart has continued to fare very well in terms of the delivery time because of their developed
supply chain management and dedicated customer support team to ensure customer delight. This
causes them to build a lot of slack into their existing systems causing higher costs at several
points in the supply chain. How they address this challenge is what will determine their future
success.
INDEX
Sr.N
Particulars
Page
No
Introduction
Funding
Acquisition
Market Overview
Major Competitors
Market Segmentation
Market Positioning
Marketing Strategies
10
Summary
11
Bibliography
12
Thank you
INTRODUCTION
Things are easier said than done! To realize our dreams and that also in such a grand manner is
really a tough task. The founders of Flipkart have probably conquered their dreams with the
amazing success of Flipkart. Flipkart is something which has really opened up the Indian ecommerce market and that also in a big way.
The company started from 2 employees and now has around 4500 employees.
Flipkart started with consignment model as discussed above, since most of the customer issues
like delivery delays etc. result from procurement model, the company started opening its own
warehouses as it started getting more investments. The company opened its first warehouse in
Bangalore and later on opened warehouses in Delhi, Kolkata and Mumbai. Today the company
works with more than 500 suppliers. As on date more than 80% orders of Flipkart are handled
via warehouses which help in quick and efficient service.
A humble beginning from books, Flipkart now has a gamut of products ranging from: Cell
phones, laptops, computers, cameras, games, music, audio players, TV's, healthcare products,
washing machines etc. etc. Still, Flipkart derives around 50% of its revenue from selling books
online. Flipkart is the Indian market leader in selling books both offline and online, it enjoys an
online share of around 80%. The electronic items have a large number of players like Naaptol,
Letsbuy, Indiaplaza, Tradus, Infibeam, Yebhi etc. The electronic market share is distributed
among them in different unknown proportions.
India has around 13.5 crore internet users today where as the number of homes with Cable and
Satellite (C&S) television is 10.5 crore. The expected internet users will reach a figure of 30
crore by 2014 and C&S homes are expected to be 14 crore by 2014. Thus India has a tremendous
internet growth and with the customers getting accustomed to e-commerce, the future of ecommerce sector is definitely rosy. An approximated 25 lac people have transacted online this
year, the number is all set to increase with time.
Also to mention most of the Flipkart customers use internet from PC's/Laptops to order goods.
The use of mobile internet is very less at the moment, but with the advent of smart phones the
use of mobile internet for e-commerce transactions will soar with time. India has 8 crore mobile
net users at the moment, the number is expected to swell to 22.5 crore by 2014.
With close to 11.5 million titles, Flipkart is the largest online book retailer in India with
80 per cent market share.
It has a registered user base of two million customers and ships out as many as 30,000
items a day, clocking daily sales of Rs 2.5 crore.
Flipkart is rapidly expanding its network of warehouses, distribution centers,
procurement operations and 24/7 customer support teams. The company even has its
own delivery network in 27 cities and is set to expand this even further by next year.
FUNDINGS
Flipkart has since then raised two rounds of funding from venture capital funds Accel
India (in 2009) and Tiger Global Management (up to the tune of US$10 million) (in
2010).
Private equity firms Carlyle and General Atlantic are in talks to jointly invest about $150
million to $200 million in Flipkart, according to sources.
In July 2013, Flipkart raised USD 160 million from private equity investors.
In October 2013, it was reported that Flipkart had raised an additional $160 million from
new
investors
Dragoneer
Investment
Group, Morgan
Stanley
Wealth
Management, Sofina SA and Vulcan Inc. with participation from existing investor Tiger
Global.
On 26 May 2014, Flipkart announced that it has raised $210 million from Yuri Milners
DST Global and its existing investors Tiger Global, Naspers and Iconiq Capital.
In early July 2014, it was also highly speculated that Flipkart was in negotiations to raise
at least $500 million, for a likely listing in the US for 2016.
On 29 July 2014, Flipkart announced that it raised $1 billion from Tiger Global
Management LLC, Accel Partners, and Morgan Stanley Investment Management and a
new investor Singapore sovereign-wealth fund GIC.
ACQUISITIONS
2010:
We Read, a social book discovery tool. The stated goal was to give Flipkart a social
recommendation platform for buyers to make informed decisions based on recommendations
from people within their social network.
2011:
Mime360, a digital content platform company.
2011:
Chakpak.com is a Bollywood news site that offers updates, news,
photos and videos. Flipkart acquired the rights to Chakpaks
digital catalogue which includes 40,000 filmographies, 10,000 movies and close to 50,000
ratings. Flipkart has categorically said that it will not be involved with the original site and will
not use the brand name.
2012:
Letbuy.com is Indias second largest E-retailer in electronics. Flipkart
bought the company for an estimated US$ 25 million.
2014:
Acquired Myntra.com in an estimated INR 2,000 crore deal.
MARKET OVERVIEW
India has an internet user base of about 250.2 million as of June 2014. The penetration of ecommerce is low compared to markets like the United States and the United Kingdom but is
Rising standards of living and a burgeoning, upwardly mobile middle class with high
disposable incomes
Availability of much wider product range (including long tail and Direct Imports)
compared to what is available at brick and mortar retailers
Busy lifestyles, urban traffic congestion and lack of time for offline shopping
Lower prices compared to brick and mortar retail driven by disintermediation and
reduced inventory and real estate costs
Increased usage of online classified sites, with more consumer buying and selling secondhand goods
India's retail market is estimated at $470 billion in 2011 and is expected to grow to $675 billion
by 2016 and $850 billion by 2020, estimated CAGR of 7%. According to Forrester, the ecommerce market in India is set to grow the fastest within the Asia-Pacific Region at a CAGR of
over 57% between 201216.
As per "India Goes Digital", a report by Avendus Capital, a leading Indian Investment Bank
specializing in digital media and technology sector, the Indian e-commerce market is estimated at
Rs 28,500 Crore ($6.3 billion) for the year 2011. Online travel constitutes a sizable portion
(87%) of this market today. Online travel market in India is expected to grow at a rate of 22%
over the next 4 years and reach Rs 54,800 Crore ($12.2 billion) in size by 2015. Indian e-tailing
industry is estimated at Rs 3,600 crore (US$800 mn) in 2011 and estimated to grow to Rs 53,000
Crore ($11.8 billion) in 2015.
Overall e-commerce market is expected to reach Rs 1, 07,800 crores (US$24 billion) by the year
2015 with both online travel and e-tailing contributing equally. Another big segment in ecommerce is mobile/DTH recharge with nearly 1 million transactions daily by operator websites.
Strength:
Weakness:
Coordination with suppliers and courier was tough
Price biasing to maintain the margins ( e.g. Low price for the best seller book and more
price for the least wanted)
24/7 customer care, thus even mid night is to delivered within 24 hours
Opportunities:
Already working towards customer delight will obtain customer loyalty gradually
Supplier database interface with flipkart website for JIT procurement
Mobile internet usage is increasing there by chances of increase in sales through mobile
shopping.
Threats:
Small players and emerging competitor
Major players like Amazon
In capabilities to manage certain costs like delivery cost, bank charges
MAJOR COMPETITIORS
Amazon.com
is
an
American
international
electronic
commerce
in
Washington,
Seattle,
world's
largest
internet
Snapdeal.com is an online marketplace, headquartered in New Delhi, India. The company was
started by Kunal Bahl and Rohit Bansal, in February 2010.
HomeShop18 is an online and on-air retail and distribution venture of Network 18 Group, India.
HomeShop18 was launched on 9 April 2008 as India's first 24-hour Home Shopping TV channel.
Yebhi.com is an Indian Online shopping E-commerce portal for Home, Lifestyle & Fashion eretailer, launched in the year 2009.
MARKET SEGMENTATION
The process of defining and subdividing a large homogenous market into clearly identifiable
segments having similar needs, wants, or demand characteristics. Its objective is to design a
marketing mix that precisely matches the expectations of customers in the targeted segment.
Few companies are big enough to supply the needs of an entire market; most must breakdown
the total demand into segments and choose those that the company is best equipped to handle.
The four basic market segmentation-strategies are based on
GEOGRAPHIC SEGMENTATION
DEMOGRAPHIC SEGMENTATION
BEHAVIOURAL SEGMENTATION
PSYCHOGRAPHIC SEGMENTATION
ads online
They target online shoppers and people who dont online shop (thus TVC to encourage
them)
MARKET POSITIONING
Points of parity:
Competitive prices.
Discount on purchases.
Home delivery
Gifting services
Cash on delivery
Availability of liquor
Flipifts
Points of Difference:
Vernacular language
Word of mouth (initial marketing even now they want to satisfy customer so they come
back for more)
Good use of SEO
We DONOT sell old books or used books. All the books listed at Flipkart.com are new
books. The books listed at Flipkart.com are NOT available for free download in ebook or
PDF format
Thus when you search free ebooks or pdf books old or used books flipkart will be
displayed.
Good use of SEM
Ads at proper places and use pay per click to pay for ads
Very easy web interface
Payment convenience
Cash/card on delivery there by encouraging students and people with no credit/debit
card to purchase in flipkart, with mobile internet penetration there is chances of capturing
Product:
Aims most segments except automobiles and groceries.
Website is great, easy to use, easy to browse through theproducts, add products to wishlist
or
to
cart,
get
productreviews
and
opinions,
pre-order
products,
make
Quality level of the products is absolutely fine E.g., If we take thequality of books
available in Crossword and Landmark is sameas the quality of books ordered by
Flipkart.com.
Products are packed in such a way that they are Tamper proof,weather proof and
breakage proof.
30-day replacement guarantee for faulty products. (Video for the same).
Product line is extensive one as discussed earlier. Derives around 50% of its revenue
from selling books online.
E-gift voucher
Flipkart launched a
new Electronic Wallet feature that allows shoppers to purchase credit to their Flipkart
account using creditor debit cards, and can subsequently be utilized to make purchases on
the site, as and when required.
Affiliate
Price
Price of the product taking account of various expenses such as Supplier expenses,
Transportation expenses, Packaging expenses, Shipping expenses, Courier expenses,
inventory maintenance expense, office and stationery expenses, sales and advertisement
expenses, taxes, depreciation, discount allowances and many more expenses.
Roughly about 5-7% profit per book orders which indicates that generation of revenue is
on volume basis.
Differentiated themselves by giving best selections, best services at lowest best possible
prices. (Video for the same)
Place
Channel type: Words of mouth (if we can say that) which has been key driver for their
growth.
When an order is placed they either serve the order from their inventory or procure the
book on demand from various suppliers and then deliver the customer.
As on date more than 80% orders of Flipkart are handled via warehouses which help in
quick and efficient service.
We deliver orders in 1 day in Tier-I cities and 2-3 days in Tier II cities and 3-5 days Tier
III cities
Tie ups with local vendors and courier firms (thereby avoiding octroi charges)
If the courier cant delivery to the location the product is shipped through government
post
Bangalore
Chennai
Delhi
Hyderabad
Mumbai
Noida
Pune
Kolkata
Promotions -
Supply-Chain
Management
and CustomerSupport
are
generating
Having even tie up with Skype for the same on the website for user
delight.
As
internet/web
strategy
used
Ad-words,
blogs,
social
Packaging:
Positioning:
Customers feel Flipkart is cheap, on time delivery, replacement; the online myth is
gradually eradicated
Competitors see Flipkart as the market leader, with the acquisition of letsbuy.com
General public want to try it once for its creative TVC is making people curious to
experience flipkart.
People:
CONCLUSION
A credible rival can do wonders to an enterprise and Flipkart is no different. The entry of
Amazon in India has enabled Flipkart develop a lot of in-house innovation and organically
developed best-practices - that have now become the industry standard.
Flipkart began operations on the consignment model; goods were procured from suppliers on
demand, based on the orders received through the website. Later, the books-to-electronics e-shop
adopted the warehouse model. The company had its own warehouses, and maintained its own
inventory. However in July 2013, Flipkart launched its model of marketplace just one month
after Amazon launched its marketplace in India.
It introduced payments brand PayZippy for online merchants and customers seeking fast, hasslefree and safe payment options. Some 70 per cent of its shipments are done by its own logistics
company and about half of deliveries are on a cash-on-delivery basis.
Flipkart has recently introduced the next day guarantee delivery service and shopping from its
own mobile application. Given the critical mass of transactions Flipkart controls - about 100,000
a day - the company is betting that it has the volumes to lay the foundation of what will be a
profitable business.
Last but not the least; Flipkart has very clearly prioritized customer delight as its chief avenue for
customer acquisition and retention. This causes them to build a lot of slack into their existing
systems causing higher costs at several points in the supply chain. How they address this
challenge is what will determine their future success.
BIBLIOGRAPHY
www.flipkart.com
www.thehindu.com/features/magazine/the-flipkart.../article3290735.ece
http://articles.economictimes.indiatimes.com/2013-10-15/news/43068552_1_marketplacesflipkart-online
http://academic.reportlinker.com/d012905924/The-Indian-E-commerce-Industry.html
www.startupdunia.com/interview-with-flipkart-founder-binny-bansal-776
www.facebook.com/flipkart
www.hindustantimes.com/technology/industrytrend/how-flipkart-broke-indias-online-shoppinginertia/so-article1-780440.aspx