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A quintessential British brand, Peter England was first launched in India by Madura Fashion &
Lifestyle (formerly known as Madura Garments), a division of Aditya Birla Fashion and Retail
Limited in the mid-price segment in 1997.

From humble beginnings as an honest shirt brand in 1997, the last 20 years have seen the brand
evolve with every passing day, yet staying true to its core value of authenticity. One of the leading
menswear brands in India, Peter England truly understands its consumers and offers a versatile
range catering to every occasion in the young consumer’s multifaceted lifestyle, at an exceptional

Peter England not only has a strong foothold in formal and casual menswear segments, but has
also launched new product lines like Indies: a contemporary take on Men’s Kurtas, Suits and
Blazers: for that special occasion in a consumer’s life, Peter England Elite: a premium formal wear
line, Peter England Denim Collection: staying relevant to today’s youth, Peter England Perform:
a range that promotes and encourages the consumer to lead an active lifestyle, as well as shoes,
bags and sunglasses. Hence, from being considered the first choice for consumer’s first formal
ensemble purchase when they step into the corporate world, the brand has evolved beyond only
formal clothing to being a one-stop shopping destination, staying true to its tag line ‘Be
Everything You Love’.

The brand has a robust and strong distribution network with over 650 exclusive brand outlets,
spread across 150 towns with presence across 2000+ multi brand outlets. Peter England also
owns and runs one of the largest CRM programs, ‘Milestone’, enjoying a base of over 4 million
customers and has been awarded the ‘Best Customer Relationship Program’ at Customer Loyalty
Summit 2017.


The brand's vision is to become the most loved apparel brand of India offering clothes and
accessories of unmatched value, to help young consumers realize their full potential. Its core
values lie in its goal to be its consumers' preferred choice while being the country's most trusted
as well as the most exciting brand to be present in the retail sector.

Peter England is imagined and built on three basic philosophies: sustainability, fusion and fashion.
Peter England sensitizes fashion and evokes an emotion that truly symbolizes the brand as most
exciting as well as most trusted amongst consumers in the readymade apparel category.
In its journey of more than 20 years in India, Peter England has registered many firsts to its credit.
Peter England was the first mid-priced menswear apparel brand in India. The brand was one of
the first to introduce wrinkle-free shirts and trousers with adjustable waistbands. English
Cottons, one of Peter England's first signature collections, made up of premium cotton blends,
found immediate acceptance with consumers.

Figure 1

It is also the only brand in India to have a design patent for one of its own products - Cordeans,
by PE Jeans. Cordeans is a hybrid between corduroy and jeans. This is indeed a 'first' not only to
the brand's credit but a first in the retail industry as a whole. Peter England's innovative Oxygeans
saves 80 litre of water during its production phase and it has several awards and accolades to its
credit. Razor sharp is a hugely popular shirt from the brand's stable. The product is a formal shirt
with extremely sharp and crisp stripes like none other. This sharp nature of stripes is achieved by
a special technique of weaving. Among others, the brand has at quick intervals launched
innovative products for specific occasions, such as Aqua Tech shirts (it keeps the wearer cool and
comfortable due to a unique enzyme wash), Smart Pants (a collection of trousers with smart
features like anti-wrinkle, water resistance and anti-microbial wash among others and N9 finish
on jeans (which keeps the jeans free from odour and microbes)

Figure 2

Peter England was founded in 1889, Londonderry, Ireland to provide British soldiers with fine
Khaki trousers during the Boer War. More than a century later, Peter England made its foray into
the Indian market in 1997.
The brand was acquired by Aditya Birla Group in 2000 and quickly went on to become India’s
Leading Menswear Brand. The brand was listed in top 5 most trusted brands in apparel category
for 7 consecutive years. And keeping in sync with the youth, Peter England offers apparel that
cater to every fashion occasion of a young professional’s life
With a staunch belief in authenticity, Peter England has become one of the most trusted and
responsible international brands, providing unmatched value to young Indian men. With a strong
foothold in formal and causal menswear segments, Peter England also offers innovative
collections in denims, linen, festive wear, Indies kurtas, accessories, and more.

2.1.1 YEAR 1997

The first move came rom Madura garments in 1997, when in launched the ‘Peter England’ range of men’s
ready to wear clothing. Peter England brand targeted the young executives segment between the age of
25-28 years. The brand was launched in the mid price segment in the Rs 345-Rs 445 range for shirts and
Rs 645-Rs 745 for trousers. In when went on to become one of the better known campaigns for branded
shirts in india, Peter England was positioned as an “Honest Shirt”, that offered value for money.

2.1.2 YEAR 1998

The brand was perceived as having an international appearance. Its USP however was its price. To
increase the brand’s reach to the maximum, the company relied on its existing distribution network. Peter
England was sold through Madura Garment’s 800 multi brand outlets, which traditionally sold Louis
Phillipe and Van Heusen brands.

By the end of 1998, Peter England shirts were available in 54 exclusive retail outlets and over 2500 multi-
brand outlets. This was the largest distribution network of its kind in India. In the price sensitive Indian
market, Peter England’s mid pricing approach paid off. Coupled with the distribution and promotional
thrust, Peter England became an instant success.

2.1.3 YEAR 1999

Other companies soon reacted to Peter England’s success and launched their own offerings in the mid-
priced segment. During 1998-1999, Arvind Mills launched, ‘Excalibur’ shirts priced between Rs 450-
Rs650. Excalibur embarked on the strategy of theme-inspired products and introduced shirts in ‘fruit
color’. Another competitor was Mafatlal with its ‘Trendz’ shirts priced at Rs399-Rs599. Pantaloon’s
John Miller also entered the mid-priced segment.

To counter these new players, Peter England launched wrinkle free, non-iron shirts at an introductory
price of Rs 525. Proving Peter England’s distribution-promotion thrust strategy, the brand retained the
crown of being the largest selling brand of menswear in the late 1999. In order to keep pace with the
growing competition, the brand decided to introduce new offerings in the market with the sub brand
named ‘Elements’. Shirts under the Elements range were available in over 70 designs including enzyme
wash, soft touch, peach finish and anti-wrinkle fabrics. The company felt that the main competition for
the brand would come mainly from the products from the unorganized segment.

2.1.4 YEAR 2001

The company decided to extend its shirt brand into the trousers segment after a detailed
market survey. Mr. Kumar said the survey revealed that the market for readymade trousers
had grown in recent years.

When the demand for denim declined in the mid-Nineties, most of the manufacturers turned
to the cotton trouser segment. However, the penetration for readymade trousers was very
low, as consumer still preferred conventional tailor-made trousers.

Peter England launched its brand of trousers in a range of formals and semi-formals in polyester viscose,
polyester cotton, and wrinkle-free. The trousers are available in sizes ranging from 28 to 44 inches and
was priced between Rs 545 and Rs 845. Peter England has launched their trouser aiming to convert
preferences to the readymade trousers in the large mid-priced formals market. Peter England has an
advantage in the highly competitive market by offering a variety of styles and features, designed
essentially for the customer's comfort, which are not evident in regular tailor-made trousers.

 Polyester Viscose available in PV Twill, PV Matt, Mélange and Pic-n-Pic, which have formal styling and
twin pleats
 The Easy Care range that consists of trousers made with Polyester Cotton. These come in styles such
as Flat Fronts or Pleated
 The Wrinkle-Free Trousers that are 100% cotton trousers are styled as Flat Fronts and pleated

2.1.5 YEAR 2003

One of the biggest brands in the Madura Garments stable, its sales declined roughly 27
per cent in the first nine months of the financial year, impacting the company's overall
performance. The brand — pegged as `the honest shirt' — with retail sales close to Rs
100 crore as on March 31, 2002, has been fighting a tough battle on many fronts.

Industry observers say trouble started with the Union Government's decision to slap
excise duty on branded apparel for the first time in 2001-02. Given Peter England's
mass market exposure, the `non-excise paying' local players seized the opportunity to
wean away customers in the sluggish market conditions that has prevailed over the last
18 months. For instance, the price difference between Peter England and the local
brands shot up to Rs 150 from Rs 60-odd in the pre-excise days.

The brand suffered another jolt when large departmental store chains such as
Shoppers' Stop started stocking in-house labels at similar price points. These chains
backed it up with "buy two, take one free" promotions for most part of the year.
"Peter England lost out in many large departmental stores which opened new retail
space for garments but stocked their own labels for the mid-priced customers," industry
observers said.

Madura Garments, which has seen topline drop by 6 per cent in the first half of the
financial year, said it has effected a crucial strategy shift for Peter England which would
benefit the brand in the long run. For the financial year ending March 2002, it had a
sales turnover of Rs 350 crore.

"Some of our brands, especially Peter England, had been running heavily on promotions
which was there in one form or another throughout the year. We decided to cut out
these below-the-line promotions though it brought volume. It was not good for the
company or the trade which shared the promotional expenses," Mr Prakash Nedungadi,
President, Madura Garments, told Business Line.

The market did not take it kindly. "The response was drastic. We lost one in every five
customers or in other words 20-odd per cent of our existing base. But these were fringe
buyers who bought the brand only through promotions. We are looking ahead for
genuine growth with core customers in the days to come," Mr Nedungadi said. It is
learnt that the absence of promotional pull and the shrinking customer base prompted
many smaller retailers to de-stock the brand or liquidate it at extremely low prices.

2.1.6 YEAR 2004

PETER England, a prominent shirt brand from Madura Garments, launched its new range
of readymade suits and blazers. Peter England's new offerings complemented its range
of internationally styled garments. Peter England in a strategic move to increase its range
launched the new products in the mid-priced segment, in line with its apparels.

APPAREL major Madura Garments planned expanding its denim vistas. The company
extended two of its leading brands, Allen Solly and Peter England, into jeanswear.

While Allen Solly positioned `Clean Jeans' as a work-wear option, Peter England under
its casual sub-brand, Elements, offered more of core denim. The jeanswear in Allen
Solly was priced between Rs 1,099 and Rs 1,399, and that of the mass-priced Peter
England between Rs 595 and Rs 895.

2.1.7 YEAR 2007

Peter England, the largest selling shirt brand in the country, announced its foray in the
premium segment. `Peter England Elite' the premium brand seeked to capture a new
Peter England in a strategic move to increase its market share launched `Peter England
Elite' targeted at the young and successful professionals who have achieved success
early in life.
Peter England Elite offers a premium and internationally styled collection with its
exciting range of shirts and trousers designed with the finest quality of fabrics,
contemporary cuts with superb fits and soft and bold colours that brings in freshness.

An exclusive collection of Peter England Elite is targeted at the mid and premium
audience who are the young office goers and the dynamic entrepreneurs who are high
on ambition, attitude and spirit! The Peter England Elite consumer has an assured sense
of self confidence and works with ease and success despite the fact that he is
unassuming and unpretentious. He believes in himself and is proud to be who he is.

The newly launched Peter England Elite is re-engineered to make the wardrobe more
appealing and exciting to the younger audience who prefer the slimmer silhouettes look
as well as a nice snug fit. The contemporary cuts and fits for the shirts and trousers
have been refined to give the consumers not only the comfort but the style that
complements his personality.

The brand has introduced various innovations such as

Detachable collar bones in shirts,

Double fused skin and patch on collar for a clean roll with high end interlining in shirts,
lined waist bands and piped in seams for trousers.

Moreover, the main label on the shirt was now double-folded to avoid harsh edges

Buttons were shanked for ease of buttoning.

The packing of shirts were made more simpler with the exclusion of pins in the

The premium wear shirts' range starts from Rs 995 to Rs 1195, while trousers start
from Rs 1096 to Rs.1395.

2.1.8 YEAR 2009

PETER England Fashions & Retail (PEFR), the mid-priced apparel division of Aditya Birla Nuvo,
Re-strategized its operations as it hit the market with a value retail format. The company has, on
the one hand, broadened the scope of its flagship brand Peter England within the menswear
segment and at the same time is delinking People—the family apparel format—from the mother
brand to stand as a more youth-oriented, streetwear brand.

PEFR’s menswear value format will revive brands Elysee, Byford, SF Jeans and Spin Off to find
relevance with the downtrading customer. These brands had initially operated under Aditya Birla
Nuvo’s branded-apparel company Madura Garments. By design, the format will retail only these
private labels within the Rs 249 and Rs 449 price band.

2.1.9 YEAR 2011

At Peter England, the journey of bringing sustainable clothing to our consumers started in 2011
when we launched a collection called "Oxygeans". Jeans as a product category is probably the
biggest culprit among all textiles that cause harm to the environment. It consumes thousands of
litres of water and kilowatts of energy and generates toxic waste. Our designers developed a
new process that was a combination of innovative jeans washing technique and cutting edge
technology. This new process helped us save 60 to 80 litres of water while making exactly the
same jeans that a conventional process would deliver. Oxygeans was also awarded the
prestigious "design concept of the year" at Images Fashion Awards.


Peter England uses both B2B and B2C selling platforms. The brand has more than 700 exclusive brand
outlets and is present across 3300 multi-brand outlets.









The B2B selling of the Peter England merchandise usually takes place through tradeshows while B2C
take place through EBOs & MBOs.


The clothing industry includes many companies from the spinning to the distribution, which are
involved from the transformation of the fibre until the final garment .Consequently; the creation
of a garment requires a quite long and complex process with many manufacturing steps. The
fashion and ephemeral aspect of the finished products contrasts with this long manufacturing
process. However, the main actor of this network is the distributor downstream of the process.
It makes orders for the upstream companies and supplies the consumer with their products: it is
the driver of the all flows in the process. These different stages with quite long and fluctuated
manufacturing times involve a management based on a push flow strategy, which makes the
supply chain very sensitive to the bullwhip effect.
In this context, sales forecasting emerges as a key success factor of the supply chain management
However, the specificities of sales in the clothing sector make the forecasting process very
complex. Indeed, the long and incompressible manufacturing and shipping lead times required
to be provided with long-term forecasts. Forecasting systems have also to take into account the
particularities of the clothing itself:

• Strong relationships between most garments and the weather make the sales very seasonal.
Seasonal data give general trends but unpredictable variations of weather involve significant
peaks or hollows.

• Sales are disturbed by many exogenous variables such as end-of-season sale, sales promotion,
purchasing power of consumers, etc.

• Fashion trends provide very volatile consumer demands. The design and style should be always
up to date and most of the items are not renewed for the next collection. Consequently, historical
sales are often not available since most of items are ephemeral.

• Product variety is huge. Indeed items are declined in many colour alternatives to meet the
fashion trend, and in various sizes which should match with morphologies of the target
consumers. All these constraints make the sales forecasting for apparel companies very specific
and complex. Therefore the implementation of such forecasting systems requires not only a
strong background in the field of forecasting, but also a full and precise knowledge of the
operations and challenges of the fashion industry and its supply chain.

The purpose of sales forecast is to plan and achieve the forecasted sales in an effective manner.
Sales forecast are used by other functions:

 Manufacturing or production for setting up production capacity and planning

 Finance for raising cash for investment and operations as well as for profit planning
 Purchase function for planning and their purchases
 Human resource management for manpower planning

Thus, sales forecast has a role as a forerunner to all planning activities in an organization.
Accurate sales forecast is important because all functions base their plans on such forecast.

 Benefits of sales forecasting:

 Get a single unified view into achieving revenue goals.
 Manage your team and sales performance.
 Plan cash flow.
 Plan post-sales support.
2.3.1 The Fashion Industry and Its Requirements for Sales Forecasting

Usually, the decision process in the fashion company starts with the definition of budget for the
collection and/or the sourcing. When designers have selected the items which should be included
in the collection, the mix of budget and sales forecasting enables managers to launch the
purchases or the production. In fashion industry, it is commonly known that consumer demands
are very volatile. Indeed, consumers are very unfaithful and generally their selection is first based
on the price of the product. Facing these constraints, companies try to reduce their production
costs by keeping a high service level. Thus, most of manufacturing processes, are performed in
far away and low cost countries. This strategy leads to the increase in the lead time and the lot
size of supplies. Consequently, the supply chain management has to be optimized to avoid delay,
out of stock, unsold and to keep the right inventory level. Therefore, many supply chain
management tools have enabled companies to improve scheduling and synchronizing of material
and information flows. Most of these tools can be customized to the specific constraints of the
clothing retailing, however their efficiency is mostly dependent of the accuracy of sales forecasts.
In order to perform suitable sales forecasting for the supply chain management, it is crucial to
perfectly know the product, the sales features and how the distributor will use the forecasts,
especially in the very specific environment of the fashion industry.
The following subsections describes the main characteristics which should be taken in account to
design a sales forecasting system for the fashion industry.

 Time
 Lifecycle
 Aggregate level
 Seasonality
 Exogenous variables


There could be a number of factors affecting the sales of a particular clothing item. Few of them
are controllable and few are not. It generally emerges that for most companies, based on push
flow supply chain, sales forecasting arises as an important factor for the supply chain

The organization follows a relatively flat organizational structure and the sales organization
structure is majorly based on product specialization.
2.3.4 SALES FORECASTING APPROACHES Top-down or break-down approach:

Top-down sales forecasting begins with combined data on sales of all products, for example all
models or colors in all locations. Then it applies the methods of statistics to predict sales of
individual items at particular locations. Depending on the scope of the business, this means
breaking down the overall sales prediction into multiple brands, products or even SKUs. This
method of forecasting begins with the big picture and breaks it down into the component parts. Advantages of top Down Method:
Top-down forecasting works well when the market forces on various product items or sales
areas are similar. For example, if the markets for baseballs and baseball bats move together, it
makes sense to predict their sales together. Many times, individual products will not generate
sufficient data for forecasters to make meaningful predictions. The larger amount of data on
more items will make patterns easier to see and provide a more accurate forecast. Top-down
forecasting works well for budget and strategy planning because it successfully predicts the big
picture of overall sales. Disadvantage of Top Down Method:
Top-down forecasting predicts sales poorly when the markets and advertising of individual
items are different. Top-down forecasting is thus often less successful than bottom-up
forecasting at the item level. Because all products and regions are lumped together, top-down
forecasting averages out the low and high sales numbers. The resulting average doesn't
properly represent any individual component. For this reason, bottom-up forecasting works
best for planning of manufacturing and distribution.

forecast economic conditions

determine market potential

estimate market share

forecast sales Bottom- up or build-up approach:

In the bottom-up sales forecasting approach, managers and employees at the department level
prepare budgets for their individual departments. A final, organizational budget is prepared by
consolidating all individual, department budgets.

 High deployment coverage in early phases

 Earlier return on investment
 High visibility of organizational changes
 Higher impact to organization
Advantages of bottom-up sales forecasting:
 User and business awareness of the product. Benefits are realized in the early phases.
 You can replace many manual processes with early automation.
 You can implement password management for a large number of users.
 You do not have to develop custom adapters in the early phases.
 Your organization broadens identity management skills and understanding during the
first phase.
Disadvantages of bottom-up sales forecasting:
 The organizational structure you establish might have to be changed in a later roll-out
 Because of the immediate changes to repository owners and the user population, the
roll-out will have a higher impact earlier and require greater cooperation.
 This strategy is driven by the existing infrastructure instead of the business processes.

salesperson sales forecast of individual


combined into area/branch sales forecast

combined into regional/zonal forecast

combined into company's sales forecast

The brand follows a mix of both top down and bottom up approach for its sales forecasting to
ensure accuracy in the forecast.

Peter England applies a mix of both approaches top-down and bottom-up approach. The
company forecasts for the entire business from the overall sales data using the top-down
approach and keeping in the mind all the economic conditions and the market potential and then
uses the bottom-up approach to bring down the forecast down proportionately to the item level.
Bottom-up approach is used in such a way that the salespersons are asked for their suggestions
on what will sell accordingly different styles also come in to the shops. For ex: Hunkemöller does
not makes wire free bra but in India wire free bra are quite popular. This data was shared with
the company by the salespersons of different shops that there was a demand of wire free bra
and this product has a potential to do good in the market. So, the top officials of the company
did a research on this and finally introduced the product in the Indian market. Thus, this involved
using a mix of both approaches bottom-up and top-down approach.

Quantitative forecasting methods are used when there is historical data available. A number of
different models can be used to forecast future events. Quantitative methods rely heavily on data
and are objective.

When historical data are available, the forecasting system has to extract the maximum
information as possible from the past years. For fashion items such as garments, these
information are the traditional trend and seasonality but also the impact of exogenous factors. If
the two firsts should require many attentions and skills, the last one is very difficult to model and
to control and requires advanced techniques. For accurate forecasting based on the historical
data, while also keeping in mind the external factors, the brand use the following two methods:

 Time series analysis

 Use of market research data Qualitative:

Qualitative forecasting methods are used when historical data is not available to carry out
quantitative methods. This method involves the use of opinions to predict future events and are
subjective. Most of fashion items are sold during only one season. Companies have to estimate
the sales without any historical data: the forecasting system should be then designed for new
product sales forecasting. New product forecasting is one of the most difficult forecasting
problem . Indeed, forecasting methods are not suitable. In this context, a two-step methodology
is used by the brand:
1. To cluster and to classify new products to forecast their sales profile (mid-term forecast).
2. To adapt and to readjust this profile according to the first weeks of sales (short-term
If no historical data exists for the considered item, but similar products have already been sold in
previous seasons. Indeed, new products usually replace old ones with almost the same style
and/or functionality, it is thus possible to use historical data of similar products to estimate the
sales profile of the new product. Thus, to forecast the sales profiles of new products such as
garments with clustering and classification techniques, descriptive attributes (price, life span,
sales period, style ) of historical and new products are taken into account. The aim is to model
the relationship between historical data, i.e. between sales and descriptive criteria of related
items, and then to use these relationships to forecast future sales from descriptive criteria of new


Each organization has specific requirements and they need to train their sales people
adequately with respect to their specific needs. In general, you can categorize sales
training in three ways: sales methodology training, sales skill development, and product
training. Most sales training companies offer some combination of sales methodology
training and sales skill development.
At Peter England, the sales training is majorly classified into two types.




The sales methodology and sales skill & grooming training come under soft skills training
and product training is carried out separately.
The sales staff receives eight training annually, which are dispersed to two trainings per
quarter. The eight trainings include four soft skills training & 4 -product training.


The company follows a customer-oriented approach to personal selling. They train their
sales force to identify customer’s need and then to find a solution to it. A good sales
person is known to possess the following characteristics:

 Confidence
 Patience
 Polished and properly groomed
 Improvisation
 Detachment
To make sure that the customer has a delightful experience when he or she visits
the store, the brand follows a 12-step service cycle and all the training programs
are designed around that service cycle.


Sales manager are in charge of personal selling activity and management of the personal
sales force. They are responsible for organizing the sales effort both within and outside
the company. Within the company, the sales manager builds formal and informal
organization structures that ensure effective communication not only inside the sales
department but also in its relations with other departments. Outside the company, the
sales manager serves as a key contact with the customers and is responsible for building
and maintaining an effective distribution network. They participate in decisions on
products, marketing channels and distribution policies, advertising and other
promotion, and pricing. Thus, the sales manager is both an administrator in charge of
personal selling activity and a member of the executive group that makes marketing
decisions of all types.


The assessment of training needs is the most important step in designing a sales training
program, provides the starting point for setting training goals and designing the
program. The company uses the analysis to identify weaknesses in selling skills and then
designs programs to eliminate these weaknesses.
The manager breaks down the broad objective of increasing productivity into spec ific
goals for the individual salesperson, such as improving product knowledge, prospecting
methods, grooming needs and soft skills.
Setting these training objectives:

 Helps the trainer and trainee focus on the purpose of training.

 Guides prioritization and sequencing of training
 Helps deciding the choice of training methods.
 Provides a standard to measure training effectiveness.
As the training program vary depending on the nature of the trainee, the
programs designed for a fresher are more comprehensive than the program
intended to refresh the selling skills of experienced sales person or updating the
sales force on new products.


 The extent of training depends on the training objectives:
 New promotional program- 3-4 hrs.
 New product or service- 3-4 hrs.
 Program to improve the customer orientation-2-3 days
 Program to train a new trainee- 2-3 weeks


1) Who should do the training?
Weekly trainings are conducted by the sales manager and for product and soft
skills training, special trainers are hired by the organization.

2) When should the training take place?

As per the organizational beliefs, the need for training does not end with the
completion of the initial program, they see training as a continual function. It
never ceases, it only changes form. Salespeople periodically need refresher
courses at different stages of their professional development.
3) Where should it be done?
The training program designed by the organization is of 2 t ypes- Centralized
training and Decentralized training.
Centralized training takes place at a central location and are designed specially
for new trainees. It includes one week training conducted at their head office
which is located in Mumbai, Maharashtra.

All the other training programs designed by the organization are decentralized in
nature. The sales manager and the trainers who are hired by the organization (on
job training) usually conduct these trainings.

Decentralized training also included a web based training program- Peter England
Academy, which is a training module designed by Peter England for its stores
4) What should be the content of the training?
The primary purpose of most sales training programs is either to teach people to
sell or to improve their current selling skills. Therefore, a significant amount of
training content is devoted to product knowledge and persuasive communication
skills. Other topics that are focused are trainee’s attitude towards the selling job
and toward training, knowledge of the company, product knowledge and
application, knowledge of competitive products, knowledge of customers,
knowledge of business principles, selling skills, relationship building skills, team
selling skills, time management skills, computer assisted selling skills and
knowledge of the legal constraints on selling. Not every training program should
necessarily cover all of them at one time. Rather the specific content of the
training vary depending on the objectives of that particular tra ining session.

5) What teaching methods should be used?

The various training methods used are the following:
Lectures- The lecture method can allow trainers to present more information in
a shorter time to a group of participants. Selling techniques are best taught by
participation methods, but a limited number of short lectures introducing
trainees to the underlying problems and principles can be extremely helpful in
most sales training programs.
Discussion- Discussion plays a huge role in any sales training program, since it
gives the trainees and opportunity to work through their own problems. It is the
best method for making the experiences of competent salespeople available to
trainees. It is also the best method for letting experiences sales person excha nge
Demonstrations- Demonstrations can be used to great advantage in teaching
both product knowledge and selling techniques. Instead of just telling trainees
about the different types of questions that can be used to probe for information,
for example – A skit to demonstrate the questions in a given context.

Role playing- In role playing the trainee attempts to sell a product to a

hypothetical prospect. Often these role plays are videotaped and critiqued by the
trainer or peers. This type of learning by doing education can be highly effective
in teaching selling techniques, particularly in initial training prgrams.

Web based training- The web based training are introduced to save money or to
reach employees in far flung global locations.

On the job training- This is the most popular form of sales training. The sales
trainees are observed on the shop floor while attending to the customers, by
trainers. Then the trainers and trainee discuss what took place and what could
have done more effectively. This method is used as the final stage of trainee’s
sales education.

During the training evaluation phase, sales executives must assess the
effectiveness of their training programs. Evaluation is necessary to determine the
value of the training and to improve the design of future programs. In evaluation,
executives decide what outcomes should be measure and how these outcomes
will be measured. Outcomes usually fall in the following categories:

 Participation of the trainee

 Learning
 Behavior and Grooming
 On the job performance

Based on the above-mentioned categories, the trainees are given scores out of
hundred based on their performance. These scores are also a part of the factors
that are considered during the appraisal and promotion of any sales trainee.

Another training evaluation method used by the organization is mystery

shopping. Mystery shopping is conducted by third party organizations and each
store witnesses 5-6 mystery shopping in a year. The mystery shopping reports of
each store goes directly to the CEO of the company.

 The hallmark of honest started off with shirts and now comprises of the
entire men’s wardrobe containing the full range of garments.
 It is popular for lifestyle brands. The largest selling shirt brand in the
 Launch phase communication designed to create quick and universal
awareness of the brands USP of quality and price .Build strong brand preference

 Sustain brand loyalty through attractive imagery and constantly reiterating the
 Product benefits.


Why Peter England?
Because it is a good buy.
Why is it a good buy?
Because it is affordable and good quality
Why is affordability and good quality important to you ?
Because I want to look good and at the same time not spend too much


 Increasing disposable  Increasing demand for luxury
incomes of the people brands from the middle class.
 Brand conscious customers  Research and new product
 Availability of cheap finance development can help the
 Growing domestic market companies to move across the
 Increase in number of malls value chain


 Predominance of  Increased competition in the

unorganized sector. domestic markets
 Technological obsolescence  Cheaper imports
in the supply chain.  Changing Government’s policy
on FDI

Peter England’s Competitive

Extensive range of office and casual wear

Good quality label and branding

Contemporary designs, colours and price

Wide distribution, easy availability

High market viability

It pictures itself as Honest Brand

It offers value for customers at affordable price.


 While venturing into “The Ready to wear garment sector, it identified the
shirt segment as its focal entry point.

 Since then it has identified further segments namely trousers and suits with
further sub –segmentation in each segment.
 It identified customer’s need for brand +product imagery.
 Used the demographics and lifestyle to enter the mid price segment. (Rs250-
500) in both formal and casual (elements)
 Test launch in diverse geographies.(like suits &blazer).
 Huge Potential and Good Growth Rate in the price segment.
 Value proposition of quality Via the imported fabric +Affordable Price
Formal,casual,style Incom,occupation,
statement, ambition Age(25-28) , Gender
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
Situational Incom,
price 5th Qtr

Value for price ,

quality, durablity


Substantiality The middle income segment is large,Peter England now

considers high income level segment.
Identifiability The segment is identifiable.
Accessibility The middle and high income groups have access to marketing
mix (televisions, Newspapers, hoardings etc).
Responsiveness The price ranges available are economic, mid-price and

 Targets both middle income and high income men

 It targets only male population of a particular age group

 Young executives segment between age group25-28 years.

 Anyone looking for casual and formal international style at affordable price
points entry into premium segment.

 Followed the selective specialization strategy through shirts

1. Trousers
2. Suits
3. Inner wears
4. Accessories

 Peter England has its unique designs and is made with absolute quality,
which not available in any brand, and this is its unique selling point.

 Attributes: Good Quality
 Functional : Comfort
 Emotional : Simplicity
 Values: Honesty
 Culture: Fashionable
 Personality : Honest
 User: Young Executives
 Word Association: Honesty
 Personifying The Brand: Down to earth

 Peter England brand has been positioned for the masses and is in the mid-
price category. It offers value for consumers at affordable price.
 It is distinctly positioned for different categories as that it is ensured that
Madura Garments brands grow through different target customers rather
than cannibalizing on each other‘s target segment.
 Positioning for Competitive Edge
 Peter England shirt was projected as an ‘honest shirt’
 The image was reinforced by ‘honestly impressive’

 Peter England after analysing launched high-to-low and low-to-high priced
products so that it is affordable to different segments of customers.

 It provides seasonable discounts according to the demand of customers.

 Also it launched ties, statements, belts and essentials other than shirts and
trousers according to the need and demand of the market.

Peter England follows the four Ps of the marketing mix:

 The range comprises regular office wear, special occasion wear and casual
 A string of innovation delivering value introduced across all above
categories starting from English cotton shirts at Rs 375 right up to British
micros at 595
 Trousers range from RS 545 classic formals to wrinkle –free cotton chinos at
 Element polo fees at 299 an instant hit in casuals.
 Quality and price: mid priced to premium range. quality increases with price

 Price grid integrity is maintained by ensuring that 65 %of the brand offering
is below MRP 500 through ‘Core ‘range.
 Peter England aims at maximizing its market share
 Introduces Market Penetration pricing
 Price grid integrity maintained by ensuring 65 per cent of the brand offering
was below MRP 500 through 'Core' range
 At the same time premium products introduced at the top end through
collections like ‘the solids collection’ and ‘the festival collection
 Factor For Price Setting
 The Peter England range available at……
 Peter England (MID PRICED BRAND)
 Shirts range- Rs, 345 – Rs. 445
 Trousers range – Rs. 645- Rs. 745
 Shirts & T-shirts range- Rs, 345 – Rs. 445
 DENIMS– Rs. 645- Rs. 745
 Peter England-Elite(PRIMUM BRAND)
 Shirts range- Rs,1099 – Rs.14445
 Trousers range – Rs.1099- Rs.13999
 Bold usage of vernacular media, press and TV media, Print media , right
brand associations through sponsorships.
 Promotion –TV and print, the main vehicle for PE
 Local support added through hoarding campaigns showcasing product
 Right brand associations built through sponsorships (such as WISDEN
Cricketer Awards 2003 co-sponsor) to build consumer connection


 Peter England has around 160 showrooms, spread across 69 towns. So,
optimum to cater to audience through television..
 Also, communicating through print medium, for expanding retail network.
 To build Peter England’s retail, going for vinyl outdoors –for announcing
the new collection as well as the new locations

 Communication: TV, newspapers, internet, hoardings, vernacular media etc.
 Incentives: discounts , sales ,’Buy One Get One Free Offer’
 Invitation
 Public Relations and Publicity
 The ‘Honest Shirt Campaign’ creates a distinct positioning for itself.
 High Credibility: Six month against guarantee against material, colour,
 Honest to goodness price and quality.
 Ability to Catch Buyers off Guard
 Dramatization
 The distribution strategy is adapted to meet newer demands
 Core range was made available “on tap” so that the retailer could increase
his stock turns through weekly replenishments
 Collections distributed through monthly advance ordering to customizing to
the retailer needs in terms of the design-size-style preference
 Branded shelf route taken in MBOs to showcase the range
 The Peter England exclusive outlet network expanded to 162 across 69
 Distribution Channels
 Most efficient and powerful distribution network
 Loyal and dynamic network of agents & distributors
 Strong retail presence with over 250 dedicated retail outlets(Planet Fashions)
and over 1500 multi brand outlets Fashion