SECTION – B, GROUP – 10

Presented by-
Vedant Vasnik 18PGP213
Vishal Pawar 18PGP218
Ayushman 18PGP258
Akash Minj 18PGP228
Avinash Topno 18PGP230
Bihwm Brahma 18PGP232
INTRODUCTION

 Established in 1879 by Nowrosjee Wadia

 Flagship company of Wadia Group
 India’s largest producer of Textile
 Wadia Group Businesses
• Britannia Industries
• Bombay Burmah Trading Corporation
• National Peroxide Limited
• Go Air
• Bombay Realty
About Bombay Dyeing

• Current chairman is Nusli Wadia

• One of the largest producers of textile
• 3 Segments:

• Retail/textile unit has
outsourced its manufacturing
operations and is now
rejigging its management,
communication, go-to-market
strategy and employee profile
to reflect the transformation
• Polyester Division is engaged
in manufacture of 100% virgin
Polyester Staple fibre &
Textile grade PET Chips with
NGSSS technology
• Bombay Realty has been
transforming and redefining
the Mumbai skyline with two
mixed use developments in
the center of Mumbai

Real
Textile Polyester
Estate

• Presently, real estate is the only profit-making segment of the company

TIMELINE
1979
1961 1978
1879 A new company under
Entered in an Entered in an
The company was the name P.T. Five Star
agreement with Tootal agreement with
incorporated Industries incorporated
broadhust lee co. ltd. Hercofina, USA
in Indonesia

1999
2000 Called off its proposed 1997 1989
The Company has terry towel joint Introduced 3 new Entered in a contract
closed down its Spinning venture project with the brands of home with 20th Century Foods
unit in Jamnagar, Gujarat US-based Fieldcrest collection Pvt. Ltd.
Cannon.

2005
2016
Nickleodeon, ties up
Bombay Dyeing to
with Bombay Dyeing
enter in to E-
for a merchandising
Commerce.
arrangement
 MERGERS & ACQUISITIONS

 2002 – Acquired 51% shares of Proline India.

 2009 – Acquired 10,000 shares of M/s. White Horse Real Investment Company
Pvt. Ltd.
 2017 – Acquired 4.32% of the equity share capital of Archway Investment
Company Ltd.
 2018 - Signed a term sheet to acquire additional 3,409 shares (representing
52.11% of total paid up capital) in its existing Joint Venture in Indonesia viz. PT.
Five Star Textile Indonesia.
 2018 – Merger between BDML and Scal Services Limited.
COMPANY STRATEGY
 The strategy of Bombay Dyeing can be discussed with respect to the 4Ps
of marketing
 Product – The company has their own in house studios where the products are designed. They are designed
by exclusive Bombay Dyeing designers who help keep the brand customer centric. The company also plans to
provide a service in the form of ‘experience centres’ across the country to showcase its products to potential
customers using 30 existing company owned stores.
 Place – The company reaches its consumer majorly through retail outlets. The company has 5 textile
manufacturing facilities conforming to international standards from which products are supplied to various
outlets. The products reach its consumers directly through through company owned stores and its e-
commerce websites. It aslo takes the help of intermediaries through franchises, authorized retail sellers and
other e-commerce portals.
COMPANY STRATEGY

 Promotion – Currently the company is trying to position itself as ‘Young contemporary and ever-
evolving’ among young consumers. The brand is promoted through a mix of marketing channels
which includes outdoor advertising, TV advertising with a major focus on print ads in newspaper
and magazines. The company also sponsors many events like Gladrags Manhunt and Mega model
contest.

 Price – The company uses a dual pricing strategy in its marketing mix to cater to the low end and
high end of the market. It has products priced for value conscious consumers and for fashion led
premium preferences as well.
ORGANISATIONAL CHART

(Nulsi Wadia)
Chairman of
Board

( Jehangir Wadia
)Managing
Director

(Minnie
(K.M. Elavia) (Anil Hirjee) (Vinesh Jairath) (R. Shah) (Ness Wadia)
Bhodhanwala)
Director Director Director Director Director
Director
SWOT Analysis

Strength
1. Proper Experience.
Weakness
2. Quality Products. 1. Inconsistency.
3. High Class Products. 2. Low Reputation.
3. No Established

Threats Opportunities
1. Stiff Competition. 1. Strong External
2. Price Reduction. Relationships.
3. Market Demand 2. Increasing Market share.
4. Hard to Predict Market 3.Customer Loyalty.
Trends 4. Uncovered market.
 Current Status

Currently has 27 3000 Multi-brand Recently forayed

Manufacturing to
company owned stores, 400 into the apparel
be outsourced
stores franchise stores sector

To set up 100 Eyeing revenue of

Menswear brand Expansion
franchise stores Rs 500 crores by
‘Cezari’ planned
across India 2020
CONCLUSION

 Recently the company sold its Plant and Machinery and has approached to outsource it operation thereby
reducing the cost, since cheap imports from china was impacting the business of the company
 Company also rationalized the number of lender to improve operating efficiency
 The Real Estate projects of the company are delayed due to legal and regulatory hurdles
 The company is expanding its business in apparel and fashion market with the brand ‘Cezari’
 The company should deal with more e commerce platforms to increase and promote its new brand
 Since the Polyester Business is hugely impacted by the imports fro china the company should decrease its
operating cost and overhead cost to stay in the competition
THANK YOU