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SUMMER TRAINING PROJECT REPORT

ON

“Marketing of Textile items with reference to


M/s. Sarita Textiles Pvt. Ltd.”

In the partial fulfillment of requirement of


Post Graduate Diploma in Business Management

(2008-2010)

SUBMITTED TO:-
SUBMITTED BY:-

DIRECTOR (ACADEMICS) Vikas


Heda

IIMT, Greater Noida Enr. No.-


RMR-1026

ISHAN INSTITUTE OF MANAGEMENT &TECHNOLOGY

2,Knowledge Park-1, Greater Noida,Gautam Budh Nagar


1
Uttar Pradesh

Website:www.ishanfamily.com,E-mail: ishan_corporate@yahoo.com

PREFACE

All students learn theoretical subjects in their classroom, but as we are the management
students, apart from theoretical studies we need to get a deeper insight into the practical
aspects of those theories by working as a part of organization during our summer training.
Training is a period in which a student can apply his theoretical knowledge in practical field.
So this training has high importance as to know how both the aspects are applied together.

The study of management acquires most crucial position in the business administration. In
order to be successful, it is necessary to give priority to the management in an organization.
But it cannot be denied that the study of management would be more educational,
materialistic and even more interesting, if it is to be paired with the work in organization as
an employee.

The training session helps to get details about the working process in the organization. It
helped me to know about the organizational management and discipline, which has its own
importance. The training is going to be a lifelong experience.

A comprehensive understanding of the principle will increases their decision-making ability


and sharpens their tools for this purpose. During the curriculum of management
programmers a student has to attain a practical exposure of an organization on live project
in addition to theory one studies.

This Project Report has been completed in Partial fulfillment of my management Program,
Post Graduate Diploma in Retail Management (PGDRM) in the company M/s. SARITA
TEXTILES PVT. LTD. which is a growing TEXTILE COMPANY. The objective of my project was
to know, how Marketing helps system in increasing its sales.

Vikas Heda

PGDRM, 14th Batch

Ishan Institute of Management & Technology


2
ACKNOWLEDGEMENT

At the very outset I would like to extend my sincere gratitude to all those who have
provided their assistance and co-operation during the project work “Marketing of
Textile items with reference to M/s Sarita Textiles Pvt. Ltd.”

I take this opportunity to thank everyone who took concern in the successful
completion of this project. To be more specific, at very outset, I would like to thank
Mr. Akhil Maheshwari (Distribution Manager), M/s. Sarita Textiles Pvt. Ltd.
for guiding me throughout the project. Say for providing all the necessary
information I need regarding the project in time, without which the completion of
this project would be, a Herculean task or almost next to impossibility.

I express my sincere gratitude to the honorable Chairman Sir Dr. D.K.Garg


of Ishan Institute of Management and Technology for their moral support and
guidance, on the ground of which I have acquired a new field of knowledge.

I am also thankful to M/s. Sarita Textiles Pvt. Ltd. for giving me the
opportunity to undertake the study in their organization. Without the co-operation of
the management and employees this project study would not have materialized.

Vikas Heda

Ishan Institute of Management and Technology, Greater


Noida.
2
DECLARATION

I, Vikas Heda, student of Ishan Institute of Management & Technology,


Greater Noida hereby declare that the projects entitled “Marketing of Textile
items with reference to M/s. Sarita Textiles Pvt. Ltd.” is a original work
carried on by me is submitted in partial fulfillment of the requirement for Post
Graduate Diploma in Management under the guidance of Mr. Akhil Maheshwari,
Distribution Manager (M/s. Sarita Textiles Pvt. Ltd, Surat).

It the original project and I have followed all the guidance and
instructions issued by the Institute as well as from the company from time to time
for the preparation of this project.

----------------------------------------------

VIKAS HEDA

Enr No.: RMR-1026

PGDM (RM)

TABLE CONTENTS
2
TITLE
PAGE

PREFACE
2
ACKNOWLEDGEMENT
3
DECLARATION
4

CHAPTER 1: INTRODUCTION
11
► OBJECTIVE OF STUDY
12

• BUILDING THE MANAGERIAL FRAMEWORK


• SPECIFIC OBJECTIVES
► HISTORY OF TEXTILE IN INDIA
14

► IMPORTANCE OF STUDY OF TEXTILE


15

► SCOPE OF STUDY
16

► NEED OF STUDY
18

► LIMITATION OF STUDY
20
2
► SOCIAL CRITERIA OF STUDY
21

► TEXTILE CONTRIBUTION TO INDIAN ECONOMY


22

CHAPTER 2: MARKETING OF TEXTILE ITEMS IN


INDIA 23
► INTRODUCTION
24-26

► TERMS USED IN TEXTILES


27-71
• TEXTILE TERMS
• EMBROIDERY TERMS
► MARKETING STRATEGY
71-72

► THE SET OF CONTROLLABLE TACTICAL TOOLS


72

► THE SET OF 4P’S FOR SARITA


72-73

► MARKETING IN DAILY PRACTICES


74-76

► THE TEXTILE SUPPLY CHAIN


76-80
2
► THE COMPETITIVENESS OF INDIAN TEXTILE
INDUSTRY80-82

CHAPTER 3: MAJOR TEXTILE MARKETS


► INTRODUCTION OF MARKETS
84-85

► SURAT
86-91

• SWOT ANAYALSIS OF SURAT


► TAMILNADU POWERLOOM INDUSTRY
94

► BANGALORE
95-96

► FOREIGN MARKETS
97-99

• USA
• JAPAN

CHAPTER 4: THE COMPANY PROFILE &


PRODUCTS
► NAME
101

► HEAD OFFICE
101
2
► BRANCH OFFICE
101

► DEPOTS
102-03

► ABOUT THE COMPANY


104-10

• SARITA
• GLOBAL OFFER
• GLOBAL RETAILER SERVICES
• COMPANY PROFILE IN BRIEF
• TWO WORDS OF THE CHAIRMAN
► PRODUCTS- INTRODUCTION OF PLC & STRATEGY
111-13

• PRODUCT LIFE CYCLE& NEW PRODUCT STRATEGY


• BRANDING & NEW PRODUCT STRATEGY
► SARITA’S PRODUCTS
114-34
Industrial Products
• THREAD
• WOVEN
• YARN
• FIBRE
• FABRICS
Consumer Products

► SPECIALITY OF SARITA’S PRODUCTS

CHAPTER 5: BUSINESS STRATEGY


138
► INTRODUCTION
139

► PERSONAL POLICIES
140-42
2
► PROCESS OF MAKING FINISHED GOODS
143-44

► BUSINESS PROCESS
145-47

► BUSINESS STRATEGY
148-51

• BENEFITS OF CHOOSING STRATEGY


• THE POWER OF STRATEGY
► DEPENDENT CHANNEL ARANGEMENT
152

► DISTRIBUTION SYSTEM
153-162

• FACTORS CREATING DISTRIBUTION STRATEGY


• TAGRET MARKET ANAYALSIS
• COMPETITIVE ANAYALSIS
• INVENTORY MANAGEMENT
(A)INTROCUTION
(B) RACKING 101
► BASICS OF STRATEGY IN TEXTILE ACCORDING
INDIAN

ECONOMY
163-64

CHAPTER 6: MARKETING & SALES DEPT


► MARKETING INTRODUCTION
166-70

• MARKETING STRATEGY
• FINANCIAL OBJECTIVES
• MARKETING OBJECTIVES
► SALES
171-72
2
► TIE UP WITH MILLS
173-74

► KEY STAFF
175
► MANAGERIAL HIRARCHY
176-77

CHAPTER 7: PROMOTION AND MARKETING


SCHEMES
► PROMOTION ISSUES
179-81

► MARKETING SCHEMES
181-83

► MARKET DISTRIBUTION
183-86

• PRODUCT
• PROMOTION
► PROMOTIONAL STRATEGY
186-189
• SIGNIFICANCE OF PROMOTIONS
• METHODS

CHAPTER 8: FINDINGS
2
► INTRODUCTION
191-92

► AIMS AND OBJECTIVES


192

► MARKETING STRATGIES
193

► METHODOLOGY
193

► OVER ALL FINDINGS OF NORTH BELT


194-98

► VARIOUS BRANDS OF SARITA BEING USED BY

THE TEXTILE IN NORTH BELT

CHAPTER 9: SUGGESTIONS
199-201
• SWOT ANAYALSIS WITH MY EXPERIENCE

CHAPTER 10: MY EXPERIENCE AND LEARNINGS


202-203
• MY EXPERENCE WITH SARITA TEXTILES
• MY LEARNINGS FROM THE PROJECT

WORD OF THANKS…………..
204
2
CHAPTER 1: INTRODUCTION
► OBJECTIVE OF STUDY

• BUILDING THE MANAGERIAL FRAMEWORK


• SPECIFIC OBJECTIVES
► HISTORY OF TEXTILE IN INDIA

► IMPORTANCE OF STUDY OF TEXTILE


2
► SCOPE OF STUDY

► NEED OF STUDY

► LIMITATION OF STUDY

► SOCIAL CRITERIA OF STUDY

► TEXTILE CONTRIBUTION TO INDIAN ECONOMY

OBJECTIVE OF STUDY

Summer training project goal is to help students become effective managers


in today’s competitive, global environment. The fundamental unit of work in
all organizations is processes; the focus of the project is on the different
2
marketing processes in the field of marketing of the organization. Emphasis
is given on discovering the challenge of both managing and understanding
the relation of activities throughout the organization with, and how the
marketing functions fits into the organization. A project cum training is an
essential part of PGDM curriculum. This study was conducted on
“Marketing of Textile items with reference to M/s Sarita Textiles
Pvt. Ltd”.

Building the Managerial framework:

The Marketing of Textile items as Summer Training Program is designed to


facilitate the professional development of young talent and identify talented
culture-fit employees for the company's Management Trainee program. The
Summer Trainee program provides a learning of the vagaries and
complexities of the company’s business 'from the ground up'. With value-
creating live projects, the intern begins appreciating the intricacies of our
functions and the impact that it has on business. The quality and content of
projects provides an opportunity to complement our classroom learning with
hands-on experience. A structured assessment process at some of the
country's premier business schools ensures that the company hires the right
talent to groom them into senior management positions. A structured
assessment process at some of the country's premier business schools
ensures that the company hires the right talent to groom them into senior
management positions. The learning experience is also spiced up with value-
creating projects in the functional stints. Ground learning are further
consolidated with structured classroom sessions from the field managers
themselves and a Community Development stint helps the leaders of
tomorrow to relate to their environment with the company’s commitment to
the communities that we work in.

Specific Objective:

(1) To determine the factors, which persuade the retailer and agent for
sale of our products
2
(2) To find out the company’s position in the textile market

(3) To find out the market share of sarita textile against its competitors

(4)To get the analysis of current market trend, demand forecast

(5)To study the impact of market activation on consumers and finding out
the impact of marketing activation material in general trade through running
various shorts of promos at the time of any new product launch and scheme.

(6)To study how to launch any new product and scheme in the competitive
market.

(7)To understand the consumer behavior.


(8)To understand the fundamental application of textile industry at the time
of promotional activity of products.
(9)To study the evolution, function, importance and legal frame work of the
Indian textile Industry.
(10)To make sustainable strategy to ensure companies sales growth.

2
HISTORY OF TEXTILE IN INDIA

The history of textiles in India dates back to the use of mordant dyes and
printing blocks around 3000 BC. The diversity of fibres found in India,
intricate weaving on its state-of-art manual looms and its organic dyes
attracted buyers from all over the world for centuries. The British
colonization of India and its industrial policies destroyed the innovative eco-
system and left it technologically impoverished. Independent India saw the
building up of textile capabilities, diversification of its product base, and its
emergence, once again, as an important global player. Today, the textile
and apparel sector employs 35.0 mn people (and is the 2 nd largest
employer), generates 1/5th of the total export earnings and contributes 4 per
cent to the GDP thereby making it the largest industrial sector of the
country. This textile economy is worth US $37 bn and its share of the global
market is about 5.90 per cent. The sector aspires to grow its revenue to US
$85bn, its export value to US $50bn and employment to 12 million by the
year 2010 (Texmin 2005).

2
IMPORTANCE OF STUDY OF TEXTILE

The Indian textile industry is structurally flawed and its efficiency and
growth
depends upon the corrective measures and their effectiveness. This process
of improving the structural aspects of the industry was initiated in the 1985
Textile Policy, which for the first time took a sectoral view of the industry.
The government is spelling out the need for an integrated approach whereby
all sectors will be modernised synchronously. This integrated approach is felt
to help the textile industry to achieve a reasonable level of upgraded
production technology and make it strong enough to face the changed
competitive global scenario from the year 2005.

In order to meet the changed competitive conditions due to globalisation


and
liberalisation of the economy, there is an urgent need for upgrading the
technology levels currently prevailing in the weaving segment, particularly
the YARN & DYED sector. All these call for the preparation and
implementation of proper action plan in which all the stake- holders i.e., the
government, the weavers and the other interest groups get fully involved.In
order to prepare an effective perspective plan spread over 3-5 years of
modernisation for
this important sector, this study on the status of the powerloom sector in
GUJARAT with focus on modernisation has been carried out during August-
December 2002.

2
SCOPE OF STUDY

“Marketing is a basic that, it can’t be considered a separate function. It is the


whole business seen from the point of view of its final result, which is the
consumer point of view”.

Peter Drucker

The study has aimed at finding out the current status of the Textile (dyed &
loom) sector in Surat (Gujarat) in relation to its production efficiency and
capabilities with a view to speed up modernisation of the textile. In order to
get primary information on the raw material supply as to its quality and
availability, technology level as evidenced from the age/type of textile, their
production capacity, technology category, adaptability to the changing
market requirements, this study has covered full-fledged textile
manufacturers as well as job work units.

As the textile industry has got a wider dispersal in surat, such primary data
collection had representation from most of the cluster centres in the state. In
addition to the data at the level of primary textile units, a representative
sample of textile fabric manufacturers with operational textile units and also
without looms located in major manufacturing centres like Coimbatore,
Salem, Erode, Tirupur, Madurai and Chennai have been covered in order to
get the required information on the industry’s perspective and problems
inhibiting modernisation. In addition to the above two segments, additional
inputs have been gathered from local governmental and non-governmental
institutions on the issues relating to the modernisation aspect.

Besides it so far is Indian textile is concern worldwide it is the one of the


largest in the world with a massive raw material and textiles manufacturing
2
base. Our economy is largely dependent on the textile manufacturing and
trade in addition to other major industries. About 27% of the foreign
exchange earnings are on account of export of textiles and clothing alone.
The textiles and clothing sector contributes about 14% to the industrial
production and 3% to the gross domestic product of the country. Around 8%
of the total excise revenue collection is contributed by the textile industry.
So much so, the textile industry accounts for as large as 21% of the total
employment generated in the economy. Around 35 million people are
directly employed in the textile manufacturing activities. Indirect
employment including the manpower engaged in agricultural based raw-
material production like cotton and related trade and handling could be
stated to be around another 60 million. This industry is poised to meet the
increased global competition in the post 2005 trade regime under WTO. The
consequent effects of unleashing a flood of imported textiles into India and
also making the export markets far more competitive are being felt from now
onwards. The textile industry in India has a strong multi-fibre raw material
production base, vast pool of skilled personnel, entrepreneurial talent, good
export potential and low import content. Production systems are flexible,
dynamic and vibrant. However, the industry’s above strengths get
substantially diluted on account of production process disadvantages in
certain areas in terms of technology and supply-chain management
deficiencies. It is high time that adequate corrective measures were taken to
prepare a technology savvy industry to meet the challenges ahead.

The ongoing globalisation process is replete with threats from our


competitors,
particularly the export-led economies like China to de-stabilise our export
and local markets. At the same time, one should also realise that it offers
unlimited opportunities. In order to withstand the competition both in
international and domestic markets and accelerate our export growth, it is
imperative to identify the strengths and weaknesses of the textile industry
hindering its growth. Considering the inherent strengths of this industry in
terms of a strong raw material base, skilled manpower and low wage costs,
this industry has immense potential in the globalised textile economy.

However, given the nature and extent of the fragmentation and technology
obsolescence in the decentralised sector, it calls for a focused action plan
and programmes to accelerate and sustain the growth level of the different
segments of the industry. In the above background, the Government of India
as well as the important state governments having a significant presence of
the textile industry reviewed the whole spectrum of textile industry. Based
on the above review and discussions, appropriate road-maps have been
drawn up for the development and promotion of all the sectors of the textile
industry from cotton to finished products. The National Textile Policy 2000
2
has envisaged a foreign exchange earning to the tune of US $ 50 billion by

the year 2010.

Besides, many important measures have been spelt out in the policy
document. Before formulating the textile policy, the Government of India had
set up a Committee under the chairmanship of Mr. Sathyam to examine and
draw up action points on various sectors of the textile industry. Accordingly,
the committee in its report had outlined critical issues for development and
growth.

NEED FOR STUDY

In the textile industry, the weaving sector has been identified as one of the
poorest technological links in the value chain. What makes the problem more
serious is that the decentralised sector, both the powerlooms and the
handlooms, which are accounting for the production of 76% of our fabrics
needs, is marked by an overabundance. The textile industry can be broadly
classified into two categories, the organised mill sector and the unorganised
decentralised sector. Being a controlled sector, the organised mill sector has
a complete information base on the organisational set-up, machinery
installation, production
pattern, employment etc. However, information-base on the decentralised
sector on the above parameters are inadequate and policy planning has so
far been based on hearsay and rough indirect estimates.

The organised sector of the textile industry represents the mills. It could be
a
spinning mill or a composite mill. Composite mill is one where the spinning,
weaving and processing facilities are carried out under one roof. On the
other hand, the decentralized sector has been found to be engaged mainly in
the weaving activity, which makes it heavily dependent on the organised
sector for their yarn requirements.
2
The Indian textile industry is structurally flawed and its efficiency and growth
depends upon the corrective measures and their effectiveness. This process
of improving the structural aspects of the industry was initiated in the 1985
Textile Policy, which for the first time took a sectoral view of the industry.
The government is spelling out the need for an integrated approach whereby
all sectors will be modernised synchronously. This integrated approach is felt
to help the textile industry to achieve a reasonable level of upgraded
production technology and make it strong enough to face the changed
competitive global scenario from the year 2005.

In order to meet the changed competitive conditions due to globalisation


and liberalisation of the economy, there is an urgent need for upgrading the
technology levels currently prevailing in the weaving segment, particularly
the YARN & DYED sector. All these call for the preparation and
implementation of proper action plan in which all the stake-holders i.e., the
government, the weavers and the other interest groups get fully involved. In
order to prepare an effective perspective plan spread over 3-5 years of
modernisation for this important sector, this study on the status of the
TEXTILE sector in Surat with focus on modernisation has been carried out
during August- December 2002

2
LIMITATION OF STUDY

The Indian textile is a grooming, most raw material consuming sector in


present. The foremost the scope and opportunities have made its limitation
in very crunched. It prized the gap between the govt. Policies and
undertaking business activities.
So far as the limitation is concern it is in this row:-

• The finding of the study may not be applicable to other places except
Gujarat.

• The respondents were too busy to give exact answer to all questions.

• There is chance of under estimation of sales and income as it is the


nature of human beings.

• This study analysis is opinion of retailers only.

• The results may not hold good in the long run as taste and preference
of human beings are subject to change over a period of time.

• There are chances of sampling error.

• Chances of biased data collections to respondents.


2
SOCIAL CRITERIA OF STUDY

India is a brand using country where a large percentage of the


population is in the younger age brackets and they are indulge in
wearing brands. We believe that these young people shall be the
backbone of the nation in the coming years. It is therefore our intention
to focus on socially underprivileged children in order to provide them
with a chance to have a better life tomorrow.

We shall dedicate resources commensurate with our business


requirements to community activities that work towards improving the
future of socially underprivileged children. We shall also use our assets
and our expertise in the retail business to further the cause of such
communities.

Were it not for the active participation of our customers, our social
policy might never have been activated. We are truly grateful for their
generosity in supporting our socially conscious endeavours.

Lend a hand

Funds collected will be donated to NGOs to help bringing smiles to the


faces of underprivileged children.

Angels Tree – Purchase a “Silver Star” or a “Gold Star” during our


2
Christmas Promotion, and decorate our Angels Tree. The money
collected will be donated to various NGOs across the country working
with underprivileged children.

2
TEXTILE’S CONTRIBUTION TO INDIAN
ECONOMY

With a total market size (2004-05) of US$ 38 billion, the textiles domestic
market comprises US$ 25 billion and exports US$ 13 billion.

The Indian textiles sector has a strong contribution to the Economy

• 14 per cent contribution to industrial production


• 4 per cent contribution to GDP
• 16 per cent contribution to export earnings
• Direct employment to more than 35 million people

The textile industry functions in the form of clusters (roughly 70 in number)


across India, producing 80 per cent of the country’s total textile.

Growth of Textile in INDIA

39824
37381
35072

30200
26960 28134
25528

57

1967 -68 1974 -75 1980 -81 1986 -87 1992 -93 1998 -99 2004 -05 2008 -09
2
CHAPTER 2: MARKETING OF TEXTILE ITEMS IN
INDIA
► INTRODUCTION

► TERMS USED IN TEXTILES

• TEXTILE TERMS
• EMBROIDERY TERMS
► MARKETING STRATEGY

► THE SET OF CONTROLLABLE TACTICAL TOOLS

► THE SET OF 4P’S FOR SARITA

► MARKETING IN DAILY PRACTICES

► THE TEXTILE SUPPLY CHAIN

► THE COMPETITIVENESS OF INDIAN TEXTILE


INDUSTRY

2
MARKETING OF TEXTILE ITEMS IN INDIA

INTRODUCTION

The world economy has undergone a radical transformation in the last two
decades geographical and cultural distance have shrunk significantly with
the improvements in the production, transformation and communication.
These advances have permitted companies to widen substantially both these
markets and their supplier sources.

Marketing is the specialization subject of MBA / PGDM curriculum. When a


flood of consumer products are coming into the market every company
needs people specialized in marketing to promote their product.

“Marketing is to convert social needs into profitable opportunity”.


2
The 21st century is the era of advertising, marketing and sales production. As
it is said “marketing thinking starts with the human needs and
wants”. Apart from the basic necessities of air, water, shelter and clothing,
every person has strong desire for recreation and entertainment.

India with a population of more than 100 crores is potentially one of the
largest consumer markets in the world. With urbanization and development
of economy, taste and interests of the people changes according to the
advance nation.

Marketing is about winning this new environment. It is about understanding


what consumer’s wants a supplying it’s more efficiently and more
conveniently.

This consumer market may be identified as the market for product and
services that are purchased by individuals as household for their personal
consumption. Textile items (i.e. salwar, shirts,) are typical consumer product
purchased by individual primarily fullfill the need of look good and
glammourous.

In a country like India, where more than 50 % of the total population exists
below poverty line, the consumer cannot afford such high price for wearing
branded outfits. As a result the trading activities of the textile industry are
concentrated in and around big cities and town where the purchasing power
of population is considered comparatively high.

As a result the trading activities of the soft drinks industry are concentrated
in and around big cities and town where the purchasing power of population
is considered comparatively high.

The textile industries in India has an annual sale of about 14,000 crores,
with per capita consumption of cloth at a low of ½ parcel per annum (1
parcel contains 10-25 ready salwar-suits/ 25 shirts-pants ) is due to price
factor.

So, marketing is both philosophy and technology. It is technology because it


suggests ways and means for effective production and distribution of goods
and service in the market to give maximum satisfaction to the consumer.
2
The marketing manager is responsible for both determining and suitability of
goods and services in the market to give maximum satisfaction to the
consumer.

The marketing manager is responsible for both determining and suitability of


goods and services presented by the company to the market, and also
determining about potential market and make better relation with retailer.

In this regard the marketing management with have to apply to marketing


technology in the conceptual philosophy of a system. It is the process of
system analysis in the marketing management for effective research and
can be defined, “Systematic objective and exhaustive study of tasks relevant
to any problem in the field of marketing”.

Textile industry is one of the fast growing industries in India. It can be


divided into two sections i.e. organised & unorganised. The organised sector
of the textile industry represents the mills. It could be a spinning mill or a
composite mill. Composite mill is one where the spinning, weaving and
processing facilities are carried out under one roof. On the other hand, the
decentralized sector has been found to be engaged mainly in the weaving
activity, which makes it heavily dependent on the organised sector for their
yarn requirements. The organised are those brand players who are indulge
to open their industries at various places and try to maximize their sales but
there are unorganised industries also they try to operate their business
indirectly to end users through commission agent, and local retailers.
Besides some unorganised textile industries have tie up with the brand
players to full fill the requirement of their sales.

Marketing includes all the activities like promotion, distribution, advertising


etc. to fulfil the demands of all segments of consumers. Marketing is also
convert social needs into profitable opportunities. So this topic provides all
the essentials to the theoretical knowledge with practical knowledge and to
inculcate the efficiency. It is also a requirement for the company to improve
its service and product quality to achieve the ultimate goal.
2
So, marketing is both philosophy and technology. It is technology because it
suggests ways and means for effective production and distribution of goods
and services in the market to give maximum satisfaction to the consumer.

In this regard the marketing management with have to apply to marketing


technology in the conceptual philosophy of a system. It is the process of
system analysis in the marketing management for effective research and
can be defined, “systematic objective and exhaustive study of tasks relevant
to any problem in the field of marketing “.

TERMS USED IN TEXTILE INDUSTRY:

To work in a textile industry it is very important to know the meaning of


various terms that are being used by the company in their day to day
business.

(A) TEXTILE TERMS:

Abrasion:

The act or result of rubbing during laundering or normal wear. Generally


synthetic threads have superior abrasion resistance than cellulosic threads.
Poly core yarns have good abrasion resistance needed in many pre-washed
garments.
2
Aesthetics:

Refers to the appearance of the thread in the finished seam and can be
affected by: Contrast stitching Color matching Sheen of the thread Size of
the thread.

AFIS:

Advanced Fiber Information System made by Uster. This instrument is used


for measuring fiber length and diameter, short fiber content, and neps per
gram. Used to monitor the incoming raw materials, opening and carding
equipment efficiencies of removing short fiber and fiber imperfections.

Air Splice:

A means of joining ends of thread with high pressure air. Produces a union
not as thick as weavers knot so a better quality product is produced.

Anti - stat:

A chemical used to reduce the static electric charges produced in a thread.


The finish is usually required on synthetic threads.

Anti - wicking:

Usually refers to finish put on the thread to prevent liquid from migrating
through the thread. This finish is sometimes put on cotton threads used in
tents, awnings, and tea bags.

Bartack:

A pattern of stitches sewn on a cycle machine used to re - enforce seams,


attach belt loops etc. Bartackers are available to make either a lockstitch or
a single - thread tack. The most common single thread bartacker is a Reece
S - 2 machine.
2
Basting:

Refers to temporary stitch used in tailored garments to hold garment pieces


together until another operation is performed. Most manufacturers use 100%
cotton thread which is later pulled and thrown away.

Blindhemming:

Refers to a 103 Efc - 1 hemming operation. Many manufacturers use either a


spun or a textured polyester thread for this operation.

Bobbin:

A bobbin is a yarn package in which single yarn is wound in a textile mill.

Bobbin thread:

A small round source of thread used as the bottom thread in a lock stitch
machine. It does not go back and forth like the needle swing thread does.
Also called bottom thread in lock stitch machine or looper thread on a
chasinstitch or overedge machine.

Bonded finish:

Refers to the finish applied to continuous filament synthetic threads which


coat the fibers giving the thread better ply security and abrasion resistance.

Bottom weights:

They are heavy weight fabrics used for jeans, overalls, jackets etc. These
fabrics require heavy thread size with good needle resistance.
2
Bound seam:

A seam where a binding or a piping is sewn on the edge of the seam usually
with the assistance of a folder on a sewing machine .

Breakage(thread):

Thread breakage can be caused due to a number of variables viz. Weak


thread or wrong thread for operation Thread defects including knot slubs etc.
Thread with too much stretch or elongation Mal adjusted sewing machine
Operator handling.

Busted seam construction:

Seams that are pressed flat after the panels have been serged and then
sewn. Used on tailored garments like coats, slacks, dresses etc.

Buttonsewing:

Is usually sewn either a single thread or a lock stitch cycle machine set up to
attach the buttons. Usually a 100% cotton thread is recommended on
machines that do not have a thread trimmer. On machines with thread
trimmers, most core or spun polyester threads can be used.

Buttonholing:

Is usually sewn on either a single machine thread or lockstitch cycle


machines set up to make buttonholes. Buttonhole machines can be
complicated and cause many sewing problems. Many manufacturers use
100% cotton thread or a core thread on these machines to minimise thread
breakage or skipped stitches.

Blow room:

The first department in pre - spinning unit of any yarn whose main functions
include: Opening Cleaning Mixing Formation of a product suitable for carding.
2
Carding:

A process used in the manufacturing of staple yarns which separates, cleans,


aligns, and delivers the fibers in a sliver form. The machine consists of a
series of rolls , the surfaces of which are covered with projecting wires or
metal teeth.

Chaining - off:

Refers to what a sewing operator does when he sews off the fabric at the end
of a seam but the machine continues to form a stitch.

Chainstitch:

Usually refers to a 401 double - locked stitch where the needle thread is inter
looped with a bottom looper thread on the underside of the seam. Usually a
size smaller, the looper thread can be used and still maintain the seam
strength, because of the way the threads are interlooped. Most main seams
sewn in apparel are sewn with this stitch formation.

Classimat:

A Uster testing machine used to measure the frequency and grade the size
of yarn imperfections in single yarn or plied sewing thread.

Colorfastness:

The ability of the thread to retain its color during wear, laundering and/or
when exposed to sunlight. Polyester threads usually exhibit the best
colorfastness. Vat dyed cotton have reasonable colorfastness qualities.
Threads used to contrast stitching should have "AA" colorfastness rating.

Color matching:

Refers to the selection of the thread that will match the fabric it is sewn into.
2
Combing:

A step subsequent to carding which straightens the fibers and extracts neps,
foreign matters and short fibers. Combing produces a more stronger, more
even, finer, compact and smoother yarn.

Compatibility:

Usually refers to the thread to follow another thread supplier, thread type or
thread color on the sewing floor with minimum machine adjustments.

Contrast Stitching:

Refers to the sewing of thread into fabric of a different color. It is


recommended that a 100% polyester thread be used to reduce the chance of
color migration. If 100% cotton thread are used, they should have an "AA"
rating.

Corespun thread:

Thread made by wrapping a cotton or polyester staple cover around a


continuous filament bundle of polyester fibers. Two or more of these yarns
are then plied to make sewing thread. When using a cotton wrap, the yarn
had good needle heat resistance. Core threads are used in everything from
fine blouses to heavy coveralls depending upon the thread size. Core threads
are recommended on automatic sewing machines.

Cord:

Another term used for the number of plies in thread construction.

Coverstitch:

A stitch generally used to seam knit underwear, athletic wear, etc and
consists of at least two needle threads, a looper thread and a top spreader or
cover thread. Usually a spun polyester or textured polyester is used on
machines producing these stitch formations: 602 2 needles, 1 looper, 1
2
spreader 605 3 needles, 1 looper and 1 spreader 606 4 needles, 4 loopers
and 1 spreader 607 4 needles, 1 looper and 1 spreader.

Cut Stitches:

Refers to threads of a previously sewn stitch line being cut during a


subsequent sewing operation. Decorative stitch: The sewing thread to accent
a pocket, collar or some other part of the garment. Usually this thread is a
different color from the body fabric (contrast stitching).

Defect:

Refers to a quality imperfection found in the thread. Some thread defects


may include: Slubs Slack twist Knots Corkscrew twist Neps Singles kinks.

Denier:

Is the gram weight of 9000 m of thread. This thread numbering system is


used for continuous filament threads and is called the direct numbering
system.

Doubling:

The process of winding two or more single yarns or filaments parallel to one
another on the bobbin used for Two - for - one twisting machine.

Drawing:

A process used to blend 6 to 8 ends of sliver and draft the sliver down to the
appropriate grain weight for the next operation.

Edge finishing:

Refers to a class of seams where a single ply of fabric is either folded on the
edge (hemming) or serged.
2
Elasticity:

Refers to how much a seam will stretch before the thread ruptures. Usually
the threads with higher elongation will give greater seam elasticity. Also
stitch formations that use more threads will have greater elasticity like
overedge or coverstitch seam construction. The number of stitches per inch
and the stitch balance can also affect seam elasticity.

Elongation:

Refers to how and when a thread stretches which is usually measured at the
breaking point of the thread. Threads that stretch excessively under normal
sewing tension can cause excessive skipped stitches and thread breakage.

Embroidery:

The sewing thread with small and numerous stitches for identification or for
decoration. If a high sheen is required, either a filament polyester or rayon is
generally used. Care should be taken when using 100% cotton threads which
might bleed on the fabric unless the thread has "AA" specification.

Fadeometer:

A lab testing machine used to test the long - term effect of light on sewing
thread color and strength.

False twist:

The process where continuous filaments of polyester or nylon are entangled


usually by pin, disc or belt texturing machines.

Felling:

This term usually refers to a double - lapped seam used on jeans; or it refers
to blind stitching operations used on tailored garments.
2
Finishes:

Usually refers to the thread lubricant that is applied to the thread to protect
it form needle heat and to give it good lubricity characteristics. Two methods
are used to apply lubrication: "lick - roll" lubrication and "exhaust
lubrication". We use both the processes depending upon the thread type and
size.

Flammability:

Usually refers to an OSHA requirement on children wear where the seam


should not support combustion.

Flagging:

Refers to a sewing problem caused by the fabric moving up with the needle
as the needle rises to form a needle loop. Flagging can cause poor loop
formation and skipped stitches.

Flatlock:

606 coverstitch machine using 4 needles, 4 loopers and a top cover thread.
Usually right twist cotton or spun polyester are recommended in the needle
positions on this feed - off - the - arm machine.

Flatseamer:

607 coverstitch machine using 4 needles, 1 looper and a top cover thread.
Usually textured or spun polyester are used for this type of feed - off - the -
arm machine.

Folder:

A work - aid used on a sewing machine to help fold the fabric as it is being
sewn.
2
Garment dyeing:

Generally refers to as process where 100% cotton garments are dyed after
they are assembled to minimise finished good inventories.

Gassing:

The process where spun cotton thread is passed through one or more flames
at high speed to reduce the hairs on the surface of the thread.

Gimp:

Refers to the buttonhole gimp which is used in eyelet buttonhole machines


to give the buttonhole better strength and a more defined appearance.

Glace finish:

A finish put on cotton thread which is made of starches, waxes and other
additives. This coating protects the thread during sewing giving it better ply
security and abrasion resistance.

Hemming:

The folding and sewing of the bottom edge of the fabric.

Hook (shuttle):

Stitch forming device used in Lock - stitch machine which includes a bobbin.
On rotary hook machines, the hook makes two revolutions for every rotation
of the handwheel or stitch formation.
2
Initial modulus:

Refers to the initial resistance to stretching under normal sewing machine


tensions. Higher the initial modulus, the better loop formation characteristics
the thread will have therefore fewer skipped stitches and thread breakage.

King tube:

A thread cone with vertical tube and a horizontal base which is used for
filament polyester and nylon threads, and glaced cotton threads.

Knits:

Fabric construction in which the adjacent yarns are interlooped. Some


common types of knit fabrics are: Double knit Tricot Warp knit Rib Knits are
susceptible to needle cutting and fabric damage.

Knots:

Knots are used to join ends of thread together. In thread there can be single
knots or ply knots. Knots can be eliminated by the use of air - splicers. Knots
can cause thread breakage, as it is not able to pass through the needle hole
during sewing.

Lockstitch (301 stitch):

A term used for machine that uses a needle and hook or bobbin to form a
stitch. This is the most common stitch used on industrial sewing machines.
Usually a good quality thread is needed to sew on a Lockstitch machine
because the number of times the thread goes back and forth through the
machine before being sewn into the seam. A textured polyester thread is not
recommended.

Loop formation:

Usually refers to the formation of the needle loop on the back side of the
needle which must be picked up by a hook, looper or spreader in order to
form a stitch.
2
Looper :

A stitch forming device used to interloop the bottom thread with the needle
thread on a chainstitch, overedge or coverstitch machine. In many cases, the
looper thread may be one or two sizes smaller than the needle thread
without significant loss in seam coverage.

Loop strength:

Refers to the strength of the thread when broken with one end looped to the
other end similar to the interlocking of the thread in a lockstitch formation.
With most threads, the loop strength is greater than the single yarn strength.

Looper thread:

Refers to the bottom thread used in a chainstitch and coverstitch machine;


and the threads that cover the edge of the overedge seam. Many
manufacturers use a textured polyester thread in the looper position to
reduce their thread cost and get the optimum thread coverage.

Lubricity:

Refers to the frictional characteristics the thread possesses as it passes


through the sewing machine into the seam. Good lubricity will minimize the
thread breakage and enhance sewability.

Mercerizing:

Refers to the process by which the cotton thread is treated under tension in
a solution of caustic soda which causes the fibers to swell and become more
uniform in cross - section. This allows the fibers to accept dyes more readily,
enhances lustre and increases the strength of the thread. Usually mercerised
threads are gassed prior to mercerization.
2
Mock safety stitch (512 stitch):

512, four thread overedge that looks like a safety stitch on the top side of
the seam, but the looper thread joins both needle threads with the edge of
the seam. Usually a textured polyester or spun polyester is recommended on
mock safety stitch machines.

Monofilament:

A single filament resembling fishing line. It is extruded through a spinneret


with a specific diameter. Usually monofilaments are used on blind stitch
operations because the thread is translucent and blends with many colors. It
is also very inexpensive when compared to other sewing threads. It is not
recommended for general sewing operations as it is irritating to touch and
unravels easily.

Multifilament:

Made of nylon or polyester continuous filaments which are twisted and plied
into a cohesive bundle. They can be soft and twisted or bonded and twisted.
Both these threads are used in luggage etc. Bonded threads are
recommended in the needle positions when sewing hard to penetrate fabrics
because the bond holds the fibers together allowing better ply security and
abrasion resistance.

Needle:

All sewing machines use a needle to carry a loop of thread through the seam
to form a stitch. The nine basic parts of a needle include Butt, Shank,
Shoulder, Blade, Tip, Groove, Eye, and Scarf. Needles come in a variety of
types and sizes depending upon the type of sewing machine and the
operation and the fabric being sewn.

Needle cooler:

Usually refers to special tubing used to direst forced air on to the needle of
high speed sewing machines to reduce needle heat. This is sometimes
necessary while using polyester or nylon sewing threads.
2
Needle cutting:

Refers to the damage on the fabric by the needle. This is usually more of a
problem with the knits than the wovens.

Needle Heat:

It is caused by the rubbing action of the needle with the fabric as the needle
moves up and down. Needle heat can cause thermoplastic threads like nylon
and polyester to melt. Because of this, lubricants are put on the thread to
lubricate the needle as it passes through the fabric and also act as a barrier
between the hot needle and the thread when the operator stops sewing.
Cellulosic threads will not melt so they are not affected by the needle heat.

Needle size:

Refers to the diameter of the needle generally measured at the needle eye.
Three numbering systems are commonly used: Size 100 Size 040 (All of
these are the same size) Size 16

Neps:

Small yarn imperfections caused by the immature fibers, fibers that are not
straightened properly etc.

Non - wicking:

Refers to a finish that can be put on thread to prevent liquids from migrating
through the thread. Quarpel is such kind of a finish that can be put on cotton
wrappeDuro Soft threads.

Nylon:

It is a synthetic fiber which has good strength and excellent abrasion


resistance. Both type nylon 6,6 and nylon 6 an be used to make threads.
2
Ornamental Stitching(OS):

Refers to the class of seams where stitches are sewn into a single ply of
fabric for a decorative effect. Hemming a back pocket for a jean is an
example of an ornamental stitching. See embroidery or contrast stitching.

Overedge:

It is a stitch formation found in the 500 class of stitches. These stitch


formations can be formed by making a triangle of thread aournd the edge of
the fabric being sewn. Three stitch formation devices are required to form
any overedge stitch. Below is a list of more common overedge stitch
formations: 501 single thread using a needle, a lower spreader, and upper
spreader. 502 & 503 two thread using a needle, lower looper and upper
spreader. 504 & 505 three thread using a needle, lower looper and upper
looper. 512 & 514 four thread using two needles, lower looper and upper
looper. More manufacturers use textured or spun polyester on these types of
stitch formations.

Overlock:

Usually refers to an over edge stitch formation.

Plain sewer:

Usually refers to a single needle lockstitch machinr using a needle and a


bobbin thread.

Ply or plies:

Refers to the number of single threads twisted together to make a sewing


thread. Most core and spun polyester threads have two or three ply
construction.

Ply security:

Refers to the ability of the fiber in the thread to stay together during the
sewing process. Ply security depends upon the thread construction, twist per
2
inch, frictional properties of the thread, special finishes and the degree of
entanglement.

Puckering:

Refers to the wrinkled appearance of a seam which can be caused by a


number of factors. This can be categorized into the following groups:
Inherent pucker Feed pucker Drawing pucker Operator handling

Purl stitch:

Refers to an overedge stitch usually sewn on the edges of the napkins. Many
manufacturers use textured nylon or polyester sewn with a dense stitch
count to cover the edge properly.

Rayon:

It is a regenerated cellulosic fiber similar to cotton in its physical


characteristics. Rayon is primarily used for embroidery applications.

Roving:

In spun yarn production, it is an intermediate state between sliver and yarn.

Runbacks:

Refers to the thread sliding out of a seam causing thread failure. This occurs
on knit shirts and under garments that are sewn with an overedge with a
narrow bite. Sewing with light machine thread tensions will reduce the
problem. Also a fuzzy thread like Tora and Duro Poly will runback less than a
textured or filament polyester thread.
2
Safety stitch:

Refers to the stitch formations that include both chainstitch and overedge
stitch formations which are made simultaneously. The most common
safetystitch include: 515 (401 & 503) 516 (401 & 504)

Seam:

Seam is a series of stitches used to join two or more plies of fabric together.
There are four classes of seams viz: Superimposed seam Lapped seam
Bound seam Flat seam

Seam grinning:

The opening up of a seam when stress is applied to it either due to much


needle thread in the seam or high thread elongation.

Serging:

Refers to the over edging of a single ply of a fabric to prevent it from


unraveling. The most common serging stitch is a 503 two thread stitch
formation.

Sewability:

Refers to the performance of a sewing machine. Good sewability means that


the thread seldom breaks or skips stitches. Generally 100% cotton or core
threads give the best sewability depending on the machine and the product
being sewn.

Sewing machine:

A machine which uses a needle or needles to form a stitch by interlocking or


interlooping the threads. There are 66 different stitch formations being
formed on 13,000,000 sewing machines worldwide.
2
Shade matching:

Refers to the selection of a thread color that is close to the fabric color being
sewn into but not necessarily a color match. This is often done to reduce
thread inventories and use up old thread inventories.

Shrinkage:

Refers to the dimensional stability of a thread when it is subjected to heat or


boiling water. ASTM Test methods D - 204 describes the standard test
procedures for sewing thread either using boiling water or dry heat.

Single yarn strength:

Refers to breaking strength of a piece of thread which can be measured in


pounds, ounces, grams etc.

Single equivalent (Resultant count):

The yarn size divided by the number of ply.

Single needle machine:

Refers to a plain sewer or a single needle lockstitch machine using a needle


and bobbin thread to form a stitch.

Single yarn:

Refers to the individual yarn that is spun prior to twisting.

Skipped stitches:

It is caused by a loop being missed during stitch formation causing an


unlocked stitch. A skipped stitch on a chainstitch or overedge stitch will
2
unravel during laundering causing the seam to open up. Usually a thread will
lower elongation and high initial modulus.

Slack twist:

Refers to a yarn where insufficient twist is applied to the thread so that it has
very poor ply security.

Slubs: These are the defects that are sometimes found in spun or corespun
threads that resemble cocoons. They are caused by fibers in the air getting
caught in the yarn as it is spun.

Soft finish:

Refers to the thread that receives no further processing to change its general
physical characteristics. It is dyed to the proper shade and degree of
colorfastness, wound on the proper size package and lubricated for
sewability.

Spinning:

The process used in the production of single yarn where the fibers are
drafted down to the final size and twisted together. Twist in the individual
single yarn is normally applied in 'S' direction.

Spreader:

Refers to a stitch formation device used in an overedge, coverstitch,


blindstitch, button sewer etc to carry another thread to a position so it can
be entered by another stitch forming device. Except for coverstitch
machines, a spreader does not have its own source of thread.

Statimat:

A stress - strain testing machine used to evaluate the strength, elongation,


modulus and tenacity of a thread.
2
Stitches per inch (SPI):

Refers to the number of stitches made in one inch of seam starting at a


needle penetration and measuring the lengths of thread between thread
penetrations.

Spun polyester:

A thermoplastic thread made of staple polye`ster fibers which are spun into
single yarns and then plied into a thread.

Stabilization:

Refers to a process where the elongation the thread is reduced to enhance


loop formation and sewability. This usually increases the initial modulus or
resistance to stretching under normal sewing conditions. Staple Small fibers
with crimp in them used to spin a yarn or sewing thread. All spun sewing
threads are made of staple fiber.

Static electricity:

An electrical charge which affects synthetic materials and threads during


spinning and sewing. An anti - stat is usually put in the finish and used on
synthetic threads to reduce the effect of static electricity.

Stitching:

According to Federal Specification 751A, stitching is the sewing of a single


ply of fabric for the purpose of finishing the edge or to decorate the seam.

Stitch balance:

Refers to balancing of the top and bottom of the sewing machine tensions so
that the stitch has the correct seam appearance. Usually it is desirable to
balance the stitch with minimum sewing machine thread tensions.
2
Stretch:

Refers to the elongation of the thread which can effect the sewability and
sewing performance.

Sundries:

Trim items like thread, zippers, buttons, linings etc used in the
manufacturing of a garment.

Tension:

Usually refers to the sewing machine tension needed to set a stitch. The
lightest sewing machine tension is desirable to minimize sewing problems
and enhance sewing performance.

Tex size:

A ticket size of sewing thread that is based on gram weight of 1000 m of


undyed (grey) thread. Tex sizes are rounded off to a smaller size. For
example a Tex size of 42 would be labeled as Tex 40. Textured threads:
Usually refers to the threads that have been false twist textured to entangle
the parallel continuous filaments.

Torque:

Refers to the tendency of the thread to twist back on itself(snarl). This


affects loop formation, thread breakage etc. Minimum torque should be built
into a thread by having the correct twist, heat setting and frictional
characteristics.

TQM:

Total Quality Management refers to the quality management system


committed to customer requirements, processes, employee participation,
and process control.
2
Twist direction:

Most of the sewing threads are ply twisted with a left hand or Z twist. The
reason for this is that in most sewing machines stitch formation devices
enter the needle loop from the right hand side and this reduces the
untwisting of the thread on most plain sewers.

Twist balance:

The absence of torque in a sewing thread.(see torque)

Twist per inch:

Refers to the turns per inch used to spin the single yarn and ply twist.
Usually this twist is determined by a twist multiple.

Ultra Violet Light (UV):

Refers to the light rays that can affect the durability and colorfastness of a
thread. Sometimes an UV inhibitor is used to reduce the amount of harmful
rays from being absorbed by the thread.

Wicking:

Refers to a problem with moisture passing through the thread by capillary


action. Many manufacturers use 100% cotton or cotton wrappeDuro Soft
thread to reduce the amount of wicking. This is because cotton swells up
when it is wet and it prevents the moisture from passing through the seam.
Sometimes an impregnal finish is given to the thread to increase its
resistance to wicking.

Wovens:

Refers to the fabrics that are formed by the warp and weft yarns which are
interwoven together. Wovens have a tighter construction and stretch less
than knits.
2
Yarn defects:

Refers to the thick and thin places in the yarns caused by knots, slubs, neps,
stretching or other imperfection during yarn manufacturing.

Yarn size:

Equal to the equivalent size multiplied with the number of plies. The cotton
count system is used for most spun anDuro Soft spun threads. This is an
indirect numbering system meaning larger the yarn size, smaller the
diameter of the thread. (A 2/28 yarn is bigger in diameter than 2/45 yarn)

Yield:

Refers to the length of the yarn in yards which will break under its own
weight(in pounds). Given by yards/lbs. This can be calculated by multiplying
the equivalent size (resultant count) by 840 yards.

Zig Zag:

Can be made with a lockstitch machine where the needle moves right to left
as the material is being fed through the machine. Usually a thread with good
ply security is needed for these machines.

(B) EMBROIDERY TERMS:

3D Foam:

Foam that is used to add dimension to an embroidery pattern that is typically


used on caps. The 3D Foam is placed on the topside of the pattern and
stitched over with shortened stitches to cut the Foam. The excessive foam is
then pulled away from the embroidery giving a 3D appearance. 3D Foams
are available in various thickness.
2
Applique:

Decoration or trimming cut from one piece of fabric and stitched to another,
usually with a satin stitch, to add dimension and texture. If the appliqué
occupies a significant amount of the design, the stitch count can be reduced.
2) In Schiffli embroidery, an embroidered motif is usually cut away from the
base fabric and then stitched onto the finished product.

Arm Machine:

Embroidery machine that has an arm or cylinder that the hook and bobbin
are mounted in. Allows the use of special frames for embroidering caps,
socks, inside pockets, etc. The cylinder-shaped arm allows goods to curve
around the cylinder for embroidery.

Automatic Color Change:

The ability of a multi-needle embroidery machine to follow a command to


change to another specified needle with a different color thread in it. Many
embroidery heads have as many as ten needles allowing the digitizer to
program the use of ten different thread colors without stopping the machine.

Backing:

Woven or non-woven material used underneath the item being embroidered


to provide support and stability. Sometimes referred to as a stabilizer in the
home embroidery market. Backing can be large enough to be hooped with
the item being embroidered, or placed between the machine needle plate
and the hooped garment. Available in various weights and in various types of
material that can be either in precut sheets or rolls. Backings can also be
cutaway, tear-away, or specialty. See also Toppings & 3D-foam.
2
Bean Stitch:

Three stitches placed back and forth between two points. Often used for
outlining because it provides a bolder stitch appearance than a run stitch
and requires fewer stitches than a satin stitch

Bird Nesting:

Collection of thread between the fabric being sewn and the needle plate that
generally causes thread breaks and sewing problems. Bird nesting can be
caused by improper thread tension (needle thread tension too loose);
machine not threaded properly; bobbin case not installed properly; excessive
flagging; and poor digitizing.

Bobbin:

Small spool or reel that is wound with the thread used on lockstitch
machines. Bobbins can be wound on the sewing machine or come pre-wound
from the thread supplier. Generally, pre-wound bobbins contain much higher
yardage than machine wound bobbins allowing for fewer bobbin changes.
The most common bobbin size for embroidery machines is a style "L" bobbin,
even though other special large hook machines may use style "M" bobbins.
One of the most common pre-wound bobbins used is a T-16 (V-15) CF
polyester bobbin.

Bobbin Case:

Round assembly that applies tension to the bobbin thread and holds the
bobbin in the machine. The latch mechanism locks the bobbin case into the
hook. It is important that the embroidery machine operator be trained to
properly install the bobbin case in the machine to minimize costly repairs of
the machine. After the bobbin case in properly positioned to the bobbin case
holder in the hook, it should then snap on the spindle when it is fully loaded.
Most embroidery machines use an "L" size bobbin and bobbin case; even
though sometimes larger hook styles are used.
2
Bobbin Tension:

Bobbin thread tension should be set so very little thread is consumed in each
stitch. Therefore, the bobbin thread is tight enough to consistently hold the
needle thread down on the underneath side of the embroidered item.

Bridge Machine:

Embroidery machine with two shafts, one for the hook assembly and one for
the needle assembly. Sewing heads are suspended from a beam allowing for
larger sewing fields than an arm machine. Bridge machines are accessible
from both back and the front of the machine through the "bridge".

Buckram:

Coarse, woven backing fabric that is usually very stiff. It is used to stabilize
fabric for stitching and commonly used in caps to hold the front panel with
the embroidery pattern erect.

Cap Frames:

Specialized embroidery frames (hoops) designed to hold finished caps for


embroidering. Cap frames are available for flatbed machines where the
finished cap flattened for sewing and for use on arm or cylinder bed
machines for sewing the cap in it's natural curved shape

Chainstitch:

Stitch that resembles a chain link formed with one thread fed from the
bottom side of the fabric. Done on a manual or computerized machine with a
hook that functions like a needle.

Check Spring:

Part of the needle thread tension assembly or tensioner that assists in


properly controlling the needle thread to set a good stitch with minimum
sewing interruptions.
2
Chenille:

Form of embroidery in which a loop (moss) stitch is formed on the topside of


the fabric. Uses heavy yarns of wool, cotton or acrylic. Created by a
chainstitch machine that has been adjusted to form this stitch type. Also
known as loop piling.

Column Stitch:

Formed by closely placed zigzag stitches that are often used to form borders.
Also commonly known as satin stitch

Complex Fill:

Refers to a digitizing capability that allows areas to be designated as voids at


the same time the design's edges, or perimeter points, are defined. The
design can thus be digitized as one fill area, instead of being broken down
into multiple sections.

Condensed Fill:

Method of digitizing in which a design is saved in a skeletal form. A


proportionate number of stitches may later be placed between defined
points after scale, density, and stitch lengths in a design may be changed.

Cylinder Spring:

Refers to machines with "cylinder" beds. The hook assembly is housed in a


cylinder-shaped arm, allowing goods to curve around the cylinder for
embroidery.

Design:

Stitches that compose a pattern or monogram


2
Design Library/Catalog:

A computer program that catalogs a collection of digitized designs kept by


embroidery shops allowing an embroiderer to access the design by subject,
stitch count, number of colors, or icon.

Digitize:

The computerized method of converting artwork into a series of commands


to be read by an embroidery machine's computer. Digitizing is extremely
important and will determine the quality of the finished embroidery. Every
action of the embroidery machine is controlled by the digitized program
including the movement of the pantograph to form various stitches, thread
changes, thread trims, and many other functions.

Digitizing Tablet:

A computer-aided design device used by digitizers to plot needle penetration


for embroidery designs. Typically, a pencil drawing of the design is enlarged
and then taped to this tablet. The digitizer then uses a mouse to select stitch
types, shapes, underlay, and actual needle penetrations.

Disk Reader:

An external or internal device used to read the digitized program that


determines the embroidery machine movements.

Editing:

Changing aspects of a design device via a computerized editing program.


Most programs allow the user to scale designs up or down, edit stitches block
by block; merge lettering with the design; move aspects of the design
around; and combine designs or edit machine commands.
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Emblem:

Embroidered design with a finished edge; commonly an insignia of


identification; usually worn on the outer clothing. Historically, an emblem
carried a motto or verse or suggested a moral lesson. Also know as a crest or
patch.

Embroidery:

Embroidery is "thread art" used to embellish a garment, hat or some other


product by adding a sewn pattern. Generally, this sewn pattern includes a
design and can also include lettering and/or monograms.

Embroidery Machine:

Today, embroidery machines can be defined as computer driven machines


that move a pantograph with hooped items in various directions to form
different stitches. Embroidery machines can be single-head units or come in
multiples of heads with multiple needles per head for production embroidery
applications.

Embroidery Point:

Unit of measurement in embroidery in which 10 points equals 1mm or 1


point equals .1 mm

Expanded Format:

A design program in which individual stitches in a design have been


specifically digitized for a certain size. Designs punched in this format cannot
generally be enlarged or reduced more than 10 percent to 20 percent
without distortion because stitch count remains constant.

Fabric Grin Through:

Where the fabric is seen through the embroidery design either in the middle
of the pattern or on the edge.
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Fill Stitches:

One of the three most common stitches used in embroidery along with the
run stitches and satin stitches. Fill stitches are used to cover large areas and
they generally have a flat look. Altering the angle, length and direction of the
stitched pattern can create different types of fill patterns.

Finishing:

Processes performed after embroidery is complete. Includes trimming loose


threads, cutting or tearing away excess backing, removing topping, cleaning
any stains, pressing or steaming to remove wrinkles or hoop marks; and
packing for sale or shipment.

Flagging:

The up and down motion of the material with the needle that is caused by
improper hooping, the presser foot not being properly adjusted (too much
clearance with needle plate), and improper fabric stabilization (incorrect
backing). Named because of its resemblance to a waving flag. Flagging
generally causes improper needle loop formation that can lead to skipped
stitches and thread breakage. Flagging can also negatively impact the
appearance of the finished product resulting in poor design registration.

Flat Embroidery:

Embroidery that is cut in panels or patches that is framed in hoops on a flat


surface above the embroidery machine's hook assembly.

Frame:

Holding device for goods to be embroidered. Ensures stability of the goods


during the sewing process. May employ a number of means for maintaining
stability during the embroidery process, including clamps, vacuum devices,
magnets, or springs.
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Frame Sash:

Part of the pantograph to hold the frames. Also called a sash. Varieties of
sash types include: border, frame, tubular, cap, and sock.

Framing Press:

Machine used to aid the framing or hooping process.

Gapping:

Where the fabric is seen through the embroidery design either in the middle
of the pattern or on the edge.

Hook Assembly:

Stitch forming devise used to interlock the needle thread with the bottom
thread. The hook assembly consists of the following components: hook base,
bobbin case holder, retainer or gib, deflector plate, bobbin case, and bobbin.

Hoop:

Device made from plastic, metal, or wood that grips the fabric tightly
between an inner and outer ring and attaches to the machine's pantograph.
Machine hoops are designed to push the fabric to the bottom of the inner
ring and hold it against the machine bed for sewing.

Hooping:

Also called "framing". The process where the item to be embroidered is


loaded into a hoop. This hoop will later be loaded or attached to the
pantograph for sewing.
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Hooping Board:

Board designed to hold the outer portion of the hoop while the goods to be
embroidered are placed over the board to be hooped. Once the goods are
aligned and placed correctly over the outer hoop, the operator inserts the
inner portion of the hoop. Then the hoop is removed from the Hooping Board
and attached to the pantograph for sewing. Helps ensure uniform placement
of the hoop onto the material.

Jumbo Rotary Hook:

Rotary hook, which holds a bobbin case with a much larger thread capacity
than a standard hook.

Jump Stitch:

Movement of the pantograph and rotation of the sewing head without the
needle moving up and down. Used to move from one point in a design to
another. Also, used to create stitches that are longer than the machine
would normally allow.

Lettering:

Embroidery using letters or words. Often called "keyboard lettering." Usually


computer generated either on the machine or a stand-alone computer.

Locking Stitch:

Commonly refers to a series of three to four very small stitches (1 mm or


less) either just before a trim or at the beginning of sewing following a thread
trim. Also referred to as Tie In or Tie Off stitches. Used to prevent the
stitching from unraveling after the embroidery is completed.

Lockstitch:

The name used for a stitch that is formed with a needle and bobbin thread.
The needle thread is interlocked with the bobbin thread to form a stitch. Also
referred to as ISO4915, stitch number 301. On apparel sewing applications
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other than embroidery, a well-balanced lockstitch will use the same amount
of needle thread as bobbin thread. On embroidery applications, this is not
true because you never want to see the bobbin thread on the topside of the
sewn product. Therefore the needle thread is held on the underneath side by
the bobbin thread.

Lockstitch Machine:

Machine that forms a stitch using a needle and hook assembly. Most
embroidery machines are lockstitch machines.

Logo:

Name, symbol or trademark of a company or organizations. Short for


logotype.

Looping:

Loops on the surface of embroidery generally cause by poor top tension or


tension problems. Typically occurs when polyester top thread has been
improperly tensioned. Looping can also occur as the result of a skipped
stitch.

Low Speed Function:

Setting on the machine that allows the machine to run at a lower speed than
that set by the speed control knob.

Machine Language:

The codes and format used by different machine manufactures within the
embroidery industry. Common formats include Barudan, Brother, Fortran,
Happy, Marco, Meistergram, Melco, Pfaff, Stellar, Tajima, Toyota, Ultramatic,
and ZSK. Most digitized systems can save designs in these languages so the
embroidery machine can read the computer disk.
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Marking:

Marking of goods to serve as an aid in positioning the frame and referencing


the needle start points.

Mirror:

A program menu option that allows reverse imaging of a pattern to be sewn.

Modular:

Machine system where many separate stitching heads or configurations of


heads are controlled by a central computer.

Monogram:

Embroidered design of one or more letters, usually the initials in a name.

Needle:

The stitch forming devise that carries the thread through the fabric so it can
be interlocked with a bobbin thread. Sewing machine needles generally have
nine basic parts including the butt, shank, shoulder, blade, groove, scarf or
spot, eye, point, and tip. Needles are available with various points. These
include: Sharp points for piercing heavy, tightly woven fabrics; Ball pointed
needles for sewing knits; and, A variety of specialty points for sewing leather
and vinyl. Needles also come in many sizes. Two of the most common needle
size systems are the metric size (i.e.,60, 70, 75, 80, 90); and the Singer
numbering system (i.e.,9, 12, 14, 16).
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Needle Bar:

Bar that carries the needle up and down so a stitch can be formed. Each
embroidery machine head can have up to 15 needle bars that can be
selected to form the embroidery stitch pattern.

Needle Plate:

The metal plate located above the hook assembly of an embroidery machine.
This plate has a hole in the center through which the needle travels to reach
the hook and form a stitch. Also know as a throat plate.

Network:

1) To link embroidery machines via a central computer and disk drive


system.

2) A group of machines linked via a central computer.

Offset:

The ability to move the pantograph out of the stitching area with a specific
movement and then return to the original point. Used for placing appliqués.

Origin:

The starting point of your design.

Pantographs:

A part of the embroidery machine that rests on the tabletop and moves the
hoop to form the embroidery pattern.
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Pantograph:

The bar, rack, or holder on which frames or hoops are attached. The
pantograph moves in X and Y directions to form the embroidery design,
controlled electronically or mechanically depending on the machine.

Paper Tape:

Media that is made from a continuous reel of paper or Mylar tape containing
x-y coordinate information used to control the pantograph movement.
Computer disks on newer machines have replaced paper tapes. Pattern
storage media that is made from a continuous reel of paper or Mylar tape
containing x-y coordinate information used to control the pantograph
movement. Computer disks on newer machines have replaced paper tapes.

Pencil Rub:

A low-cost way of producing a "sample" of an embroidery design.


Accomplished by placing a piece of tracing paper over a sewn pattern and
then rubbing lightly with a pencil to produce an impression of the
embroidery.

Presser Foot:

A metal ring around the needle that touches the fabric inside the hoop while
the needle is down and beginning to rise to form a needle loop. The main
function of the presser foot is to hold the fabric stationary until the hook
point catches the thread loop formed by the needle. It helps to minimize
flagging and therefore indirectly aids in loop formation.

Pre-Tensioner:

Thread tension assembly that is located before that main tension assembly
in the thread path. The function of the pre-tensioner is to apply a light
amount of tension in order to remove any kinks in the thread prior to
entering the main tensioner.
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Puckering:

Result of the fabric being gathered by the stitches. Causes include incorrect
density, loose hooping insufficient backing, or incorrect thread tensions.

Punching:

Conversion of artwork into a series of commands to be read by an


embroidery machine's computer. Derived from an earlier method in paper
tapes or Jacquards punched with holes controlled the movement of the
pantograph and other commands. While still capable of producing paper
tape, most computerized digitizing systems now store this information on a
disk format.

Push and Pull Compensation:

A degree of distortion built into a design by the digitizer to compensate for


the push or pull on the fabric caused by the embroidery stitches. This can
help prevent a digitized circle from looking like an egg shape when sewn out.
Generally, it is necessary to extend horizontal elements and reduce vertical
elements.

Registration:

Correct registration is achieved when all stitches and design elements line
up correctly. Poor registration can occur when the product being
embroidered had not been hooped properly, improper digitizing, and
excessive flagging

Repeat:

Layout used for making emblems or designs on a fabric span that are
repeated at regular intervals.
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Rotate Pattern:

Program parameter that rotates the design in 90-degree increments


counterclockwise, with or without mirror imaging the design.

Run Stitch or Running Stitch:

Made when a single stitch is formed between two points used for outlining,
underlay, and fine detail. Also known as a running stitch or walk stitch.

SPI:

Abbreviation for Stitches Per Inch. A system for measuring density or the
amount of satin stitches in an inch of embroidery. See also Stitch Density.
Most of today's embroidery machines measure needle movement in .1 mm
increments. Therefore a thread space of 4 would be .4 mm in length.

Scale:

Program parameter used to expand or condense the size of the design


without changing the number of stitches. A separate scale parameter is used
for each direction.

Scanning:

Scanners convert designs into a computer format allowing the digitizer to


use even the most primitive artwork without recreating the design. Many of
digitizing systems allow the digitizer to transfer the design directly into the
digitizing program without using any intermediary software.

Short Stitch:

A digitizing technique that places shorter stitches in curves or corners to


avoid an unnecessary bulky build-up of stitches.
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Specialty Fill:

Allows the digitizer to produce special fill stitch patterns with a "relief" or
motif design within the fill-stitch area.

Speed Control:

Knob on the embroidery machine that allows the sewing speed to be


adjusted up or down. On most modern embroidery machines, the speed at
which the pattern is stitched varies according to the length of the stitch.
Shorter stitches are made at higher SPM and longer stitches are made at
slower SPM. This is necessary due to limitations of the movement of the
pantograph and is also determined by the number of heads and/or hoops
being driven by the machine.

SPM:

Abbreviation for Stitches Per Minute that normally is referring to the running
speed of the embroidery machine. Typical embroidery machine speeds can
vary but generally will be between 500 to 1000 SPM.

Stitch Density:

Refers to the number of stitches used to give proper coverage of the pattern
without creating a thick, hard area in the embroidery that may be
uncomfortable to the consumer

Stitch Editing:

Digitizing feature that allows one or more stitches in a pattern to be deleted


or altered.

Stitchback:

Sewing function that traces back through a design so skipped stitches and
thread breaks can be repaired.
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Stock Designs:

Digitized generic embroidery designs that are readily available at a cost


below that of custom-digitized designs.

Tackle Twill:

Letters or numbers cut from polyester or rayon twill fabric that are
commonly used for athletic teams and organizations. Tackle twill appliqué's
attached to a garment have an adhesive backing that tacks in place; the
edges of the appliqué's are then zigzag stitched.

Tape Reader:

A device attached to an embroidery machine that enables the machine to


read an embroidery design from 8-channel paper computer tapes.

Tatami Stitch:

Series of running stitches used to cover large areas. Different fill patterns
can be created by varying the length, angle or repeating sequence of the
stitches. Also called fill stitches

Tear away Backing:

A non-woven material placed under the fabric being embroidered to add


stability to the fabric. Once the pattern is completed, this backing can then
be torn off the design due to the needle penetrations. Typically used on more
stable fabrics such as woven goods. When choosing a tear away backing,
you should test to make sure it tears properly. If it doesn't tear easily
enough, it may pull out some of the stitches. If it doesn't tear cleanly, it can
leave an ugly, ragged edge. If the backing tears too easily, it may not
provide enough support for the embroidery pattern.
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Tension:

Refers to the amount of tension applied to the threads by the sewing


machine, which can be adjusted. Many embroiderers use the 2/3 Rule
meaning that if you look at the underside of the embroidery after it has been
stitched, that you should see approximately 2/3 needle thread to 1/3 bobbin
thread. Normally this is easy to do because most embroiderers use a white
bobbin thread. Loosening or tightening the needle and bobbin tensions can
accomplish this. Proper machine thread tension is critical to quality
embroidery.

Tension Assembly:

Device used to apply tension to the needle thread to form a stitch. Consists
of a tension post with take-up spring attached, tension discs, tension release
disc, tension spring and tension nut.

Tensioner:

Are the devices on the front of the machine head that controls the tension on
the needle thread. Each needle and thread position has its own Tensioner
and all of them should be set as close as possible to get quality stitching. The
thread tension assembly normally consists of a post, thread tension knob,
tension spring and two tension discs. When the thread tension knob is turned
clockwise, it screws down on the post compressing the tension spring on the
tension discs. This applies more pressure on the needle thread that is
sandwiched between the two tension discs and is against the post. More
tension will pull more needle thread from the underside allowing more
bobbin thread to be seen.

Thread:

Embroidery can be sewn with many types and sizes of threads depending on
the desired finished appearance. Embroidery threads are commonly made
from rayon, polyester, cotton and metallics. Rayon threads are generally
made with a twisted multifilament construction and have a high sheen.
Polyester threads can be made in three different thread constructions
including a twisted multifilament, air entangled and spun construction.
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Obviously, cotton threads are only made in a spun construction. Both spun
polyester and spun cotton thread have a "matte" or low sheen appearance.
Rayon and Polyester filament threads have a high sheen. Polyester is
stronger than Rayon and has superior color fastness and abrasion / chemical
resistance. Metallics are filament threads that have the highest luster and
are formed with a synthetic core wrapped in metal foil. Generally metallic
threads do not sew as well as polyester or rayon threads. The most common
ticket size for rayon or polyester embroidery threads is a No. 40, however
other sizes are available. Vardhaman's Signature polyester embroidery
thread comes in a variety of sizes including a No. 40, 30, 20, 10 and 3004
used for serging appliqués.

Thread Break Detector:

Device that detects thread breakage and stops the machine automatically
allowing the operator to rethread the needle and restart the machine. On
multi-head embroidery machines, when the needle thread breaks on one
head, all the machines stop. Therefore, using a thread that will minimize
thread breakage is recommended to optimize stitching time.

Thread Break Indicator:

Small light on the front of the sewing head that flashes when a thread break
is detected.

Thread Clippers:

Small spring loaded scissors designed to be operated with just the thumb
and forefinger which is used to clip the thread.

Tie In Stitches:

Small stitches used at the beginning of a sewing cycle, particularly on satin


stitches, to prevent the thread from pulling out of the embroidery.
2
Tie Off Stitches:

Small stitches, usually about 1 mm in length that "lock" the stitches in the
fabric to prevent the stitch from unraveling when the thread is trimmed.
Without Tie off stitches the thread can potentially unravel and destroy the
embroidery. They are particularly necessary when making satin stitches
wider than 1.2mm, as satin stitches have a tendency to unravel more easily
than running or fill stitches.

Topping:

Materials hooped or placed on top of fabric that have definable nap or


surface texture, such as corduroy and terry cloth, prior to embroidery. It
provides a smooth surface so that the stitches can be laid down properly and
prevents the wale or nap from interfering with proper stitch appearance.
Includes a variety of substances, such as plastic wrap, water-soluble "foil"
and open-weave fabric that has been chemically treated to disintegrate with
the application of heat. Also known as facing.

Trimmers:

Thread trimming device located under the needle plate in the embroidery
machine used to automatically cut the needle and bobbins threads before
the design jumps from one area to another or performs a color change. This
trimming is done when the needle is out of the work and the take-up is near
the top of its stroke.

Trimming:

Operation in the finishing process that involves trimming the reverse and top
sides of the embroidery, including jump stitches and backing.

Tubular Embroidery:

Embroidery produced on a cylinder bed embroidery machine that allows


tubular fabric or pre-assembled garments (i.e. sleeves). Allows sewing a part
or the garment after it has been assembled, as compared to using a flatbed
machine to sew fronts or sleeves prior to assembly the garment.
2
Underlay Stitches:

Stitches in a design that are put down before the design stitches; used to
stabilize the fabric or raise the design so that the fine detailing is not lost.

Variable Sizing:

Ability to scale a design to different sizes.

Verify:

Sample Sew-out of a new embroidery design to make sure the pattern is


correct

Marketing Strategy:-

Marketing strategy is the complete and unbeatable plan designed specifically


for attaining the marketing objective of the firm. The market objective
indicates what the firm indicate, what the firm wants to achieves. The
marketing strategy provides for achieving then.

The marketing strategy is not able idea. It is a well outlined plan and there
are different ways to formulating it. Basically formulating of marketing
strategy consists of two main steps.

• Selecting a target market.

• Assembling the marketing mix.

Actually, the target marketing and marketing mix together constitute


the marketing strategy of the firm.

When Sarita Textiles entered in the Indian Textile market, the market
was already prevailed by many big giant players and mills, SARITA
2
tried to establish in India with a unique marketing policy. SARITA took
into consideration of middle class segment target market in Gujarat.
Through the advertisement sarita highlighted the style of living of
female generation with different walk of life. It’s quality attracted the
people and of course increase the sale.

Marketing Strategy is the complete and unbeatable plan


designed specifically for attaining the marketing objective of the firm.
The market objective indicates what the firm indicates, what the firm
wants to achieves, the marketing strategy provides for achieving them.

The marketing is not just idea. It is a well outlined plan, and


there are different ways to formulating it. Basically formulating of
marketing strategy consists of two main steps.

Selecting a target market, assembling the marketing mix,


actually, the target marketing and marketing mix together constitute
the marketing strategy of the firm.

The set of controllable tactical tools:

A product, place, service and promotion (4p’s) that the firm


blends to produce the response it wants in the target market. These
are the following 4ps.

Products: - That could meet the identified needs of chosen


consuming groups.

Place: - It performs various functions like transportation,


warehousing, channel management etc. so the products easily reach
the consumer. Promotion: - The firm carries out a no.
measure like personal selling, advertising and sales promotion
programmed with view to communicate to the consumer and
promoter of the product.
2
It is the mechanism to achieve the consumptions of marketing
process, striking the level of price that is accepted to the firm as well
as consumer.

The set of 4 P’s for Sarita Textiles

Produts:- Sarita Textiles contains a wide range of shirting and


women salwar suits , thread etc.

Mens: Cotton , French, leenan, millard,

Womens: Cotton, French, French jackard, French sequence,


French Multi, Liza, Liza sequence, Liza multi, etc.

2. Price: - Product price are fixed by SARITA according to


competitors product price.

3. Place: - Sarita has a strong channel of distribution, and


intermediaries command the distribution work.

Factory - Warehouse –Agent- Distributor - Consumer.

By this simple distribution, Sarita is doing well. The company is


trying to reach every remote village area. The company has succeeded
to some extent in reaching its target.

4. Promotion :- In the specific, sales promotion methods are


those sales activities that supplement both - personal selling and
advertising and co-ordinate them and help to make them effective
2
such as display, shows and exposition and demonstrations and other
recurrent selling efforts not in ordinary route.

MARKETING IN DAILY
PRACTICES

a) Understanding market opportunities


2
Marketing planning starts from understanding the market and the
opportunities it offers. The small apparel firms have to regularly watch and
assess the market environment either in domestic or overseas. They have to
have a strong sense about the fashion cycle which determines the demand
for any apparel product. This is very important to predict what will happen to
the product in future. A fashion cycle has five distinctive but continuous
stages such as introduction, rise, peak, decline and rejection. The cycle may
also recur after certain number of latent years. Many fashion cycles might
behave like a fad and a few cycles would continue as classics. Fads are
fashions that are adopted quickly with great enthusiasm and decline very
fast. Classic fashions always stay in consumer day-to-day life. For example,
cotton saree is a classic and boot cut jeans is a fad. Apart from this, the
marketers must be vigilant about the competitors’ activity. For example, the
competitors might come up with innovative new products to serve a niche
market that would be substantial enough to hold interest. Further, they
should also look at the suppliers, distributors and retailers volume of
business and profitability to expand the business in terms of forward or
backward integration. For instance, the financial strength gathered over the
years might encourage the small manufacturers to go for forward integration
which could be in the form of retailing.

b) Segmenting the market

All the customers are not the same. Their needs and wants differ. Hence, the
marketing efforts can not be the same for all the customers. But there may
be similarities among group of customers in terms of their needs and wants.
Segmenting is nothing but identifying such groups. For a small apparel
manufacturer, it may be in terms of export agents, import agents, retailers
and end consumers. The marketing efforts of the manufacturer should be
specifically suited to the particular segment. The manufacturer can target
only one segment or a few segments that suits its goals and the
attractiveness of the segment. It can also have a target plan of which
segment first, second and so on. The segmentation may go to the next level
called identifying very narrow segment which is called as niche. The ultimate
level of segmentation is one to one marketing. In this case, the marketing
efforts are suited to the needs and wants of the individual customer.
2
c) Positioning and differentiating the offer

SARITA position itself in terms of the quality certificates that it would have
received from respectable certification agency or it may position itself for
offering best value for money or number of years of existence. As the middle
manufacturer should think that how its offer is different from its competitors
Accordingly, the offer with such difference should be made available to the
customers. Care must be taken to focus on a difference which cannot be
easily copied by the competitors. The firm differentiate its offering in terms
of product, accompanied services, employees, distribution channel and
image. The firm can focus on a niche segment and differentiate its offer from
competitors in terms of style and premium platforms. It can also go for
competitive price with better quality as one of the differentiator.

d) Developing marketing mix strategies

Most of the decisions in marketing can be classified into ‘four Ps’: Product,
price, place and promotion. Product means the goods-and-services
combination the firm offers to the target market. It includes decisions related
to the quality of the yarn, fabric, dye, stitching, designs of the fabric as well
as apparel, branding, packaging, and accompanied services. Pricing includes
the decisions related to list price, discounts, allowances, payment-period and
credit terms. Place means the activities of the firm that make the product
available to target consumers. It includes decisions such as distributor
network or having own retail shops, transportation, logistics and factory
locations. Promotion means activities that communicate the merits of the
product and persuade target customers to buy it. It includes advertising,
sales promotion, personal selling and public relations decisions. All these
decisions can be manipulated for a strategic purpose of entering, growing
and competing in the market. The marketing mix decisions help the firm to
tactically establish a strong positioning in the minds of the target costumers.

The Textile Supply Chain


2
The Textile Supply Chain comprises diverse raw material sectors, ginning
facilities, spinning and extrusion processes, processing sector, weaving and
knitting factories and garment (and other stitched and non-stitched)
manufacturing that supply an extensive distribution channel This supply
chain is perhaps one of the most diverse in terms of the raw materials used,
technologies deployed and products produced.

This supply chain supplies about 70 per cent by value of its production to the
domestic market. The distribution channel comprises wholesalers,
distributors and a large number of small retailers selling garments and
textiles. It is only recently that large retail formats are emerging thereby
increasing variety as well as volume on display at a single location. Another
feature of the distribution channel is the strong presence of ‘agents’ who
secure and consolidate orders for producers. Exports are traditionally
executed through Export Houses or procurement/commissioning offices of
large global apparel retailers.

It is estimated that there exist 65,000 garment units in the organized sector,
of which about 88 per cent are for woven cloth while the remaining are for
knits. However, only 30–40 units are large in size (as a result of long years
of reservation of non-exporting garment units for the small scale sectors – a
regulation that was removed recently). While these firms are spread all over
the country, there are clusters emerging in the National Capital Region
(NCR), Mumbai, Bangalore, Tirupur/Coimbatore, and Ludhiana employing
about 3.5 mn people. According to our estimate, the total value of
production in the garment sector is around Rs.1,050–1,100 bn of which about
81 per cent comes from the domestic market. The value of Indian garments
2
(eg. saree, dhoti, salwar kurta, etc.) is around Rs.200–250 bn. About 40 per
cent of fabric for garment production is imported – a figure that is expected
to rise in coming years.

The weaving and knits sector lies at the heart of the industry. In 2004-05, of
the total production from the weaving sector, about 46 per cent was cotton
cloth, 41 per cent was 100% non-cotton including khadi, wool and silk and 13
per cent was blended cloth. Three distinctive technologies are used in the
sector – handlooms, powerlooms and knitting machines. They also represent
very distinctive supply chains. The handloom sector (including khadi, silk
and some wool) serves the low and the high ends of the value chain – both
mass consumption products for use in rural India as well as niche products
for urban & exports markets. It produces, chiefly, textiles with geographical
characterization (e.g., cotton and silk sarees in Pochampally or Varanasi) and
in small batches. Handloom production in 2003-04 was around 5493
mn.sq.meters of which about 82 per cent was using cotton fibre. Handloom
production is mostly rural (employing about 10 million, mostly, household
weavers) and revolves around master-weavers who provide designs, raw
material and often the loom.

Weaving, using powerlooms, was traditionally done by composite mills that


combined it with spinning and processing operations. Over the years,
government incentives and demand for low cost, high volume, standard
products (especially sarees and grey cloth) moved the production towards
powerloom factories and away from composite mills (that were essentially
full line variety producers). While some like Arvind Mills or Ashima
transformed themselves into competitive units, others gradually closed
down. In 2003-04, there remained 223 composite mills that produced 1434
mn. sq. mts. of cloth. Most of these mills are located in Gujarat and
2
Maharashtra. Most of the woven cloth comes from the powerlooms (chiefly
at Surat, Bhiwandi, NCR, Chennai). In 2005, there were 425,792 registered
powerloom units that produced 26,947 mn. sq. mts of cloth and employed
about 4,757,383 workers. Weaving sector is predominantly small scale, has
on an average 4.5 power looms per unit, suffers from outdated technology,
and incurs high co-ordination costs. Knits have been more successful
especially in export channels. Strong production clusters like Tirupur and
Ludhiana have led to growth of accessories sector as well, albeit slowly. The
hosiery sector, on the other hand, has largely a domestic focus and is
growing rapidly.

The spinning sector is perhaps most competitive globally in terms of variety,


unit prices and production quantity. Though cotton is the fibre of preference,
man-made fibre (polyster fibre and polyster filament yarn) is also produced
by about 100 large and medium size producers.

Spinning is done by 1566 mills and 1170 Small and Medium Enterprises
(SME). Mills, chiefly located in North India, deploy 34.24 mn. spindles and
0.385 mn rotors while the SME units produce their yarn on 3.29 mn spindles
and 0.119 mn. rotors producing 2270 mn kg of cotton yarn, 950 mn kg of
blended yarn and about 1106 mn kg of man-made filament yarn every year.
Worsted and non-worsted spindles (producing woolen yarn) have also
progressively grown to 0.604 mn and 0.437 mn respectively. Spinning
sector is technology intensive and productivity is affected by the quality of
cotton and the cleaning process used during ginning.

The processing sector, i.e., dyeing, finishing and printing is mostly small in
scale. The largest amongst these would dye and finish about 5000 m/day.
The remaining are independent process houses (or part of composite mills)
2
that use automated large batch or continuous processing and have an
average scale of about 20,000 m of cloth daily. About 82.5 per cent or
10,397 units are hand processors who dye cloth or yarn manually and dry in
open sunshine. Of the remaining (and these use automated and semi-
automated equipment), 2076 are independent process houses.

Cotton remains the most significant raw material for the Indian textile
industry. In 2003-04, 3009 mn kg of cotton was grown over 7.785 mn acres.
Other fibres produced are silk (15742 tonnes), jute (10985000 bales), wool
(50.7 mn kg) and man-made fibres (1100.65 mn kg). Cotton grows mostly in
western and central India, silk in southern India, jute in eastern and wool in
northern India. Significant qualities of cotton, silk and wool fibres are also
imported by the spinning and knitting sectors. (Except for garments, all data
in this section was obtained from OTC 2004 and Texmin 2005.)

Managing such a complex supply chain requires coordination through


excellent managerial practices, technology and facilitating policies.

Competitiveness of Indian Textile Industry

India is one of the few countries that owns the complete supply chain in
close proximity from diverse fibres to a large market. It is capable of
delivering packaged products to customers comprising a variety of fibres,
diverse count sizes, cloths of different weight and weave, and a panoply of
finishes. This permits the supply chain to mix and match variety in different
segments to deliver new products and applications. This advantage is
2
further accentuated by cost based advantages and diverse traditions in
textiles.

Indian strength in spinning is now well established – on unit costs on ring


yarn, open-ended (OE) yarn as well as textured yarn, Indian firms are ahead
of their global competitors including China. Same is true on some woven OE
yarn fabric categories (especially grey fabrics) but is not true for other woven
segments. India contributes about 23 per cent of world spindles and 6 per
cent of world rotors (second highest in the world after China). Fifty five per
cent of total investment in technology in the last decade has been made in
the spinning sector. Its share in global shuttleless loom, however, is only
about 2.8 per cent of world looms (and is ranked 9 th in the world). The
competitiveness in the weaving sector is adversely affected by low
penetration of shuttleless looms (i.e., 1.69 % of Indian looms), the
unorganized nature of the sector (i.e., fragmented, small and, often, un-
registered units, low investment in technology & practices especially in the
powerloom, processing, handloom and knits) and higher power tariffs. There
is, however, a recent trend of investment in setting up hi-tech, stand-alone
mid-size weaving companies focusing on export markets. India also has the
highest deployment of handlooms in the world (handlooms are low on
productivity but produce specialized fabric). While production and export of
man-made fibre (and filament yarn) has increased over the years, Indian
industry still lags significantly behind US, China, Europe, Taiwan etc.
(Texmin, 2005.)

Indian textile industry has suffered in the past from low productivity at both
ends of the supply chain – low farm yields affecting cotton production and
inefficiency in garment sector due to restriction of size and reservation. Add
to this, contamination of cotton with consequent increase in cost (as it
2
affects quality and requires installation of additional process to clean and
open cotton fibres before carding operations), poor ginning (most equipment
dates back to 1940s), high average defect rates in production process (which
also leads to increase in effective labour and power costs), hank yarn
requirement, etc. and its competitiveness gets compromised severely.
Similarly, processing technology is primarily manual and small batch
oriented with visual colour matching and sun drying. This leads to
inconsistency in conformance quality. Lead times across the sector
continue to be affected by variability in the supply chain – defect rates
average over 5%, average % of orders on time is about 80%, variance in
order size across firms is high (e.g., the coefficient of variability of average
order size for spinning firms is about 2.6), and on an average, 16 days of
sales as work-in-process inventory (the highest for garment firms) and an
average of 30 days of sales in raw material inventory (the highest for
spinning firms) (Chandra 2004). Some of the hurdles (eg., reservation in the
garment sectors) including tariff distortions between the organized and
unorganized sectors have now been systematically removed by policy
initiatives of Government of India and have opened avenues for firms to
compete on the basis of their capabilities.

Trade data of post-MFA performance reveals some interesting trends – Indian


firms registered a 27 per cent growth in exports to US (against China’s 52
per cent) during the Jan-April 2005 time period. Most of this growth has
been in textiles while apparels show marginal gains. Apparels & accessories
constituted 78% of global exports to USA (FICCI 2005). (India is still a
relatively small yet growing player in the global apparel market.) It is
expected that India will soon replace Mexico as the second largest apparel
supplier to the US.
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CHAPTER 3: MAJOR TEXTILE MARKETS
► INTRODUCTION OF MARKETS

► SURAT

• SWOT ANAYALSIS OF SURAT


► TAMILNADU POWERLOOM INDUSTRY

► BANGALORE

► FOREIGN MARKETS

• USA
• JAPAN

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MAJOR TEXTILE MARKETS

INTRODUCTION

The market is the place which is concern with the area where the dealing of
purchase and sales should be done. The present era of global scenario is
made the market not only local but also worldwide. A person can buy any
product from anywhere in the world. This is the time of consumer’s kingdom.

Earlier there was not the globalisation there was the seller who owns the
kingdom. But not now this time the situation is differ. So in try to maximize
the sale of company. Company it self tries to target a particular area where it
locate it self and launch product also.

The textile industry is the single largest foreign exchange earner for India.
Currently it accounts for about 8 % of GDP, 20 % of the industrial production
and over 30 % of export earnings of India and it has only 2-3 % import
intensity. About 38 million people are gainfully employed with the industry
making it the second largest employment providing sector after agriculture.

The textile policy of 1985 and the economic policy of 1991 accelerated the
economic growth during 1990s. Textile sector growth has been led by the
spinning and the manmade fibre industry.The number of cotton/ manmade

fibre textile mills rose from 1035 in 87-88 to 1741 by December, 1997. The
number of spinning mills number rose to 1461 in December 1997 from 752
in 87-88. Liberalisation led to the installation of open end rotors and setting
up of Export Oriented Units (EOU).
2
Currently India has the second highest spindleage in the world after China.
Aggregate production of cloth during 1996-97 was 34,265 million sq. metres,
an increase of nine percent over 1995-96. India's contribution in world
production of cotton textiles was about 12 % a decade back, while currently
it contributes about 15 % of world cotton textiles. The production of silk has
increased from 9498 tonnes in 1987-88 to 14,093 tonnes in 1996-97. For
wool, which is another major raw material , India depends on imports,
especially from New Zealand, to meet its requirements.

Growth rate in exports of textiles/ clothing during 1996-97 was 11%.


Introduction of a soft loan scheme during the 7th plan called Textile
Modernisation Fund Scheme (TMFS) facilitated the process of modernising
textile industry significantly. Indian textile industry has performed
remarkably well during the last one decade, but it still needs to carve a
competitive edge through quality output and high value addition especially
when today India is on the fast track of globalisation.

Textile market is one of the fast growing market in India. It can be divided
into two sections i.e. organised & unorganised. The organised sector of the
textile market represents the mills. It could be a spinning mill or a composite
mill. Composite mill is one where the spinning, weaving and processing
facilities are carried out under one roof. On the other hand, the decentralized
sector has been found to be engaged mainly in the weaving activity, which
makes it heavily dependent on the organised sector for their yarn
requirements. The organised are those brand players who are indulge to
open their industries at various places and try to maximize their sales but
there are unorganised industries also they try to operate their business
indirectly to end users through commission agent, and local retailers.
Besides some unorganised textile industries have tie up with the brand
players to full fill the requirement of their sales.

Besides above the major textile markets are given here:-


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SURAT TEXTILE INDUSTRIES

Surat is a fastest growing city in the state of Gujarat, it is also called the
Textiles city
of Gujarat. His work and name epithet is perfectly suited to the city. This textiles industry

is the one of the most oldest and the most widespread industries in Surat. The Major

part of the city’s Population is associated with the textiles every day nearly 30

million metres of raw fabric and 25 million metres of processed fabric produced in

Surat daily. In this city there are so many textiles markets are there which are exit

since times immemorial. The name of some markets are Zampa Bazaar, Bombay

Market, JJ Textile Market and Jash Market are among them. Katat Gam,

,Magdalla and Udhana are the main area of Surat were you can find a lot of

manufacturing is mainly concentrated. In the source of time, the people from

various other places like Rajasthan and Kolkata was stayed i surat in order to make

textile business in this city. In Surat, textile is the biggest employer. where nearly

six lakh power-looms and as many textile workers, mainly from Orissa, Bihar and UP,

produce some 3 crore metres of cloth every day. The coming season of festivals

such as Navratri, Puja, Diwali and Onam in different parts of India may not be

preceded this time with shops displaying to attracted the people they are
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keeping sales. As a cumulative result thereof, the coming festival season could

see the prices of clothes increase and sales going for a toss. Surat textile

industry has grown considerably over time. As the information the recent figure

, textile production in Surat has grown by 10% in the last 5 years there was a

market of embroidery which has grown from a high amount to around Rs 30000

million over the same period. The prospering retail industry is believed to be a light

of hope for the decentralized Indian textile industry that shouldered losses worth crores

of Rupees in the floods in 2006. The textile market in Surat exports its beautifully

ornamented saris to the Middle East countries. The international market demands

more improvisations in the designs of the saris. New trends in the design of Zari

embroidered saris are being introduced to capture the increasing demand of the

saris in the international markets.

In Surat, exporters point out that they are planning to reduce the shift hours from

24 to 15 hours in a day that would bring down the workforce by nearly70,000 in

and around the city. The synthetic hub in Surat weaves around 900 crore meters

of fabric worth Rs 15,000 crore per annum. Around 80% of it in the form of sarees

and dress material are supplied to the key markets like Maharashtra, Punjab,

Madhya Pradesh, Karnataka, Tamil Nadu, Cochin, and Delhi

The European buyer are taking interest in our work and Buying the Fabrics

manufacture in the synthetic in Surat. The Surat are looking at the strengthening

the business ties with the European buyers in the near future. If you want to know

more about the surat market then you must visit the site of Textile-Duptta House.

It will Generate awarness amoung people about the surat. Extra ideas regarding

the Textile – Dupatta House. This site will provide you to take knowledge from the
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education, Hardware, Adversity, And many other professional services in Surat

SWOT ANANYSIS OF SURAT

Strengths

(1)There are a large no. Of spinning mills located in the state that manufacture

Cotton yarn to ease the supply position and generate demand for yarn

Supply fabrics.

(2)There are a large no of power loom that are expanding in size over the

Recent period.

(3)The State has a traditional handloom base which help in consolidating the

Powerloom and adoption of traditional variety.

(4) There exists relatively better infrastructure facilities for transport , electricity

Etc. that are most favorable for running the powerloom weaving

factories.

(5)There are supportive engineering industries located in baroda,bharuch


2
(6)There is a well-developed ginning industry and cotton cultivation is wide

spread in the state.

(7)The state has the advantage of possessing adequate disciplined labour

supply with low labour cost.

(8)There are well-established production bases for made-ups export as

well as domestic market.

(9)The sector enjoys the advantage of catering to short batches for provision

of varied designs.

(10)There are adequate process facility for yarn dyeing and production of

Dyed fabrics.

Weaknesses

(1) The most serious problem of the industry is the lack of adequate

processing facilities; there is over-dependence on hand processors


and traditional items.

(2)The majority of the SMEs are tiny and cottage type units without
sufficient capital back-up

(3) Most of the looms in the state are plain looms with low technology
2
Level.

(4) There is always water scarcity and there is an increasing trend in the

paucity of water required for the textile processing industry.

(5) There is also a disadvantage in the form of increased power tariff


Fuel cost.

(6) There is always a dichotomy in production pattern and a


handful of master weavers control the entire production of the cluster.

(7)The demand pattern in the state is observed to be mostly seasonal.

(8)The product diversification in the sector is insignificant.

(9) The quality of wider-width fabrics for meeting the export demand
is lacking many respects, which is acting as a disadvantage
to the growth of the industry.

(10)There is inadequate encouragement to manufacture technical


textiles, which has greater potential for growth.

Opportunities

(1)As per available information, the market for processed cotton


fabric will increase in the European and other markets and, therefore
the powerloom industry may benefit and expand substantially
Further the growth in the export segment will be mainly from
cotton made-ups and garments along with processed fabrics.

(2)Grey fabric export is continuing to grow and will show increasing trends

(3)Value added products will have greater demand and, therefore, processing
will play an important role.

(4)India with traditional designs and craftsmanship can command


a greater market share for niche products in made-ups and garments.
2
Threats

(1)Abolition of quota system will lead to fluctuations in the export demand.


Marketing will be the most problematic area where improvements are called for.

(2)Continuous quality improvement will be the need of the hour for which urgent measu
all stakeholders.

(3)Increasing competition from other states/centres (like delhi) will be a major


problem where the industries have come up afresh and are well developed and
advanced.

(4)Traditional item like terry towels are manufactured in EOUs all over the
Country with superior. That has been eroding the traditional manufacturing
For powerloom and handloom products forcing them to go for the product
Diversification.

2
.

.
2
.

2
Tamilnadu powerloom industry

The global market has become an overwhelming incentive for new


investments andthere has then occurred a veritable explosion of capacity in
cotton-based complexes, the most important being the Tamilnadu clusters.
This has been a many sided revolution:
(1) the 1990s have seen phenomenal growth of cotton spinning in Tamilnadu
and, thereafter, the mushrooming of powerlooms manufacturing grey cloth.

(2) Tamilnadu has been in the forefront in the Indian powerloom industry. The
state ranks third only after Maharashtra and Gujarat as regards the number of
textile manufacturing units in organised and decentralised sector of the textile
industry.

The powerloom industry in Tamilnadu provides direct and indirect employment


to
over 7 lakh workers and is reputed for its powerloom weaving. The state
produces large volumes of powerloom items that find a market in every nook
and corner of the country and also caters to the fabric needs of the export
RMG manufacturing units located in Delhi, Mumbai, Chennai, Bangalore and
other centres. Further, the performance of the powerloom sector in Tamilnadu
presents a better picture as there are concentration of industrial enterprises
specialising in various stages of textiles manufacture, right from ginning of
cotton followed by spinning to the finishing/ garmenting of the end product.

The structure of powerloom sector in Tamilnadu differs from that


observed in other states like Maharashtra and Gujarat. It varies in respect of
the production pattern, size of the units, concentration of powerloom centres
etc. At present, it is estimated that there are 4,37,325 looms in this sector.
The powerlooms in Tamilnadu are mainly concentrated in the three districts of
Salem, Erode and Coimbatore accounting together for 83% of the looms.

Keeping the interest of the powerloom Industry as a whole, an effort has


been made to briefly explain the strengths, weaknesses, opportunities and
2
threats of the present powerloom industry in Tamilnad

Bangalore

Bangalore is one of the leading fashion concern city in india. So far is


bangalore is concern it is known as the people with high living, brand loyal. So
it is the second largest local textile industry industry in india. It also account
for 38% of the country's total exports and is, therefore, a very important
industry. The forecast is that textiles exports will reach USD 35 billion by the
year 2000. The Textiles Committee has taken up a National Campaign to
sensitize the SMEs in Textile and Clothing industry, to the emerging challenges
in the area of Quality and Compliances for Indian textile and clothing industry.
As part of this campaign, 25 workshops, titled “QUALITY AND COMPLIANCES:
ROUTE TO GLOBAL COMPETITIVENESS FOT INDIAN TEXTILE AND CLOTHING
INDUSTRY”, covering all major textile centers in the country are being
organized. The focus of the workshops is on sensitization of the industry to
the impact of WTO on textile and clothing industry in India and also to various
concepts/compliances/standards related to Quality, Eco-friendliness, Social
Accountability, Product Innovation, etc., which have bearing on
competitiveness of the industry.

The Textiles Bangalore has taken up a National Campaign to sensitize the


SMEs in Textile and Clothing industry, to the emerging challenges in the area
of Quality and Compliances for Indian textile and clothing industry. As part of
this campaign, 25 workshops, titled “QUALITY AND COMPLIANCES: ROUTE TO
GLOBAL COMPETITIVENESS FOT INDIAN TEXTILE AND CLOTHING INDUSTRY”,
covering all major textile centers in the country are being organized. The
focus of the workshops is on sensitization of the industry to the impact of WTO
on textile and clothing industry in India and also to various
concepts/compliances/standards related to Quality, Eco-friendliness, Social
Accountability, Product Innovation, etc., which have bearing on
competitiveness of the industry
2
Textiles in bangalore has come a long way from the role of an inspection
agency to become a facilitator for Quality improvement in Textile & clothing
industry. With a wide range of services for testing, consultancy, quality
inspection certification, market research and HRD, under one roof, the
Committee has been serving the needs of around 30,000 textile
manufacturers and exporters through a network of 31 offices located in all
major textile clusters sectors in the country. The committee has been playing
a potential role since it is sensitizing the Indian textiles and clothing industry
to various emerging factors related to quality. The mission for the Textiles
Committee is to play a useful role in capacity building of small and medium
enterprises of Indian textile and clothing industry in quality improvement.
Therefore this Campaign perfectly fits into a agenda of the Committee.

2
FOREIGN MARKETS

UNITED STATES OF AMERICA

The Indian textile industry is the second largest in the world--second only to
China. Indian textiles also account for 38 percent of the country's total exports
and is, therefore, a very important industry. The forecast is that textiles
exports will reach USD 35 billion by the year 2000.

To sustain this growth, it is imperatives that the textile industry produce goods
of high quality at reasonable prices. This means that the industry must
continuously modernize its machinery. Therefore, the textile machinery
industry sector has an integral role to play in the growth of India's textile
exports.

Industry analysts note that textile prices are increasingly competitive


worldwide as more and more developing countries enter the global textile
trade. To maintain, if not increase, its global market share, the Indian textile
industry must procure modern, low-cost, textile machinery so that it can
produce high quality textiles and garments for export at competitive prices. It
is in this context that the market for used textile machinery is viewed as very
promising. Used textile machinery permits India to incorporate new
technology at low cost.

Here are a few important facts about India's textile:

1. There are approximately 1200 medium to large scale textilemills in India.


Twenty percent of these mills are located in SURAT (GUJARAT).

2. India has 34 million cotton textile spindles for manufacturing cotton yarn.
Cotton yarns account for 70 percent of India's textile exports. (China has 40
million cotton
spindles.)
2
3. Of the Indian textile yarn exports, almost 80 percent come from coarser
yarns (counts below 40s). Consequently, there is a need to upgrade the
technology.

4. For the past two years, there has been a significant slow-down in the cotton
spinning segment, mainly due to the spiraling price of cotton.

5. The domestic knitting industry is characterized by small scale units which


lack adequate facilities for dyeing, processing and finishing. The industry is
concentrated in Tirupur (Tamilnadu) and Ludhiana (Punjab). Tirupur produces
60 percent of the country's total knitwear exports. Knitted garments account
for almost 32 percent of all exported garments. The major players include
Nahar Spinning, Arun Processors and Jersey India.

Status of the Textile Machinery Industry

Approximately 120 companies manufacture the complete range of textile


machinery. Gross receipts for the Industry in 1997 were nearly USD 700
million. The industry employs about 150,000 workers directly and an equal
number indirectly. The demand for textile machinery is mainly from end user
in the cotton textiles, manmade fibers and wool units textile sectors. The
industry's major problems are:

1. Inadequate design and engineering capability.

2. The high cost of raw material and components.

3. The high cost of finance.

4. Demand constraints.

5. Competition from foreign countries as a result of the lowering of import


duties on textile machinery.

6. The high quality of imported textile equipment.

The textile machinery industry sector experienced between 7 and 8 percent


nominal growth in 1997.

Imported textile equipment include: Auto cone winders; open-ended spinning


units; single-cylinder knitting machines; CAD systems; continuous fusing
machines; air-jet looms; and texturizing machines. The major exporters of
textile machinery
to India include: Japan; Switzerland; Germany; Korea; the UK; the U.S.; and
Italy.
2
A number of textile projects were established in India between 1993 and 1995
that incorporated used imported equipment.

JAPAN

Japan is a big importer of indian textile cotton, french jackard, dyed, yarn. The
Income percapita our country earns is 14000 millions per annum. As INDIA
is all set to double its share in the world market for textiles and clothing in
the next five years, minister of state for industry Ashwani Kumar has said.
Japan could play an important role in helping India reach the target by
collaborating in the area of textile design, manufacture and marketing, the
minister said at the opening of the India-Japan friendship year fashion show
in Osaka. Japanese designer Hiroko Koshnoi and her Indian counterpart
Manish Arora presented textile collection from India to Japanese
businessmen to showcase the potential Indo-Japanese collaboration holds in
the world of textiles and garments. Mr Kumar pointed out that with growing
demand for Indian textiles, the country was seriously targeting doubling its
market share from the current 3.5% to 7% in 2012. Exports are expected to
touch $110 billion from the existing $51 billion in five years time, he said.
“Textile is the next big wave in India. We hope to get Japan’s support in
achieving our goals. It can only be a win-win situation,” he said. Ms Koshnoi
is already supplying her designs to India where they are mass produced and
exported to other countries. “I would now like to exclusively produce
garments for the Indian market with Indian fabric. If I get a partner in India,
the Indiarange can be both sold in the country and exported,” Ms Koshnoi
said in an exclusive interview with ET. Ms Koshnoi has been in the fashion
industry for 50 years and exports her labelled garments worldover. “We
Asians have to come together to take the lead in the global textile market.
The future belongs to India.

2
CHAPTER 4: THE COMPANY PROFILE &
PRODUCTS
► NAME

► HEAD OFFICE

► BRANCH OFFICE

► DEPOTS

► ABOUT THE COMPANY

• SARITA
• GLOBAL OFFER
• GLOBAL RETAILER SERVICES
• COMPANY PROFILE IN BRIEF
• TWO WORDS OF THE CHAIRMAN
► PRODUCTS- INTRODUCTION OF PLC & STRATEGY

• PRODUCT LIFE CYCLE& NEW PRODUCT STRATEGY


• BRANDING & NEW PRODUCT STRATEGY
► SARITA’S PRODUCTS

• THREAD
• WOVEN
• YARN
• FIBRE
• FABRICS
• CONSUMER PRODUCTS
► SPECIALITY OF SARITA’S PRODUCTS
2
4.1 NAME OF THE COMPANY: SARITA TEXTILES PVT. LTD.

4.2 HEAD OFFICES:

SARITA TEXTILES PVT. LTD.

F-621, New Textiles Market,

Ring Road,

Surat – 395 002

Gujarat

4.3 BRANCH OFFICE:

Sarita Textiles - Guwahati

Mahatma Gandhi Road,

Fancy Bazaar,

Guwahati – 781 001

Assam
2
4.4 DEPOTS:

1) Ahmedabad

2) Bangalore- Consumer

3) Bangalore- Industrial

4) Bhubaneshwar

5) Bombay- Consumer

6) Delhi- Consumer

7) Delhi- Industrial

8) Ernakulam

9) Goregaon

10) Gangtok

11) Guwahati

12) Howrah

13) Hyderabad

14) Indore

15) Jaipur

16) Kanpur

17) Kolkata

18) Ludhiana
2
19) Chennai- Consumer

20) Chennai- Industrial

21) Pali

22) Patna

23) Pune

24) Tirupur

2
4.5 ABOUT THE COMPANY:

M/s. SARITATEXTILES PVT. LTD.

Sarita is the a largest supplier of Industrial sewing thread and textile


products. Sarita is a multinational company which was established in 1994.
Sarita’s wide product range delivers solutions for every conceivable
application. It is the surat textile industries second largest and fastest
growing manufacturer of top quality cloth. With 22% local market share and
operations in all over india, Sarita is clearly the market leader. It has the
unique ability to service their customers anywhere in the world with a
globally consistent product, innovative service, creative ideas and superior
technical solutions. Throughout the long history, Sarita people have
established a tradition of landmark innovations in products, colour
technology and manufacturing processes. And many of their innovations
have become the global industry standard.

Sarita has, by far, the most comprehensive product range catering to the
needs of a multitude of industries - cloth, mattress and quilting, automotive,
yarn, outdoor and camping goods, to name a few.

Sarita’ unswerving commitment to quality is highlighted by the fact that all


the key units are accredited with QS 9000, Ford Q1 Mark, SATRA Quality
Mark and many more.

GLOBAL OFFER:
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Recognising the need of the textile industry for global supply chain partners,
Sarita has launched the Global Offer, a range of threads designed and
manufactured to global specifications for a vast range of applications. These
products are Oeko-Tex certified and quality is audited by one centrally
located team.

Its global service network, uniform product specifications and a single colour
numbering system make it easy for the customers to source and use Sarita
Global Offer threads anywhere in the world thereby making it convenient for
them to truly exploit the benefits of global sourcing.

The Sarita Global Retailer Services programme supports the global sourcing
needs of large retailers and brand owners through many innovative services
along with the Global Offer.

For apparel sewing the Global Offer consists of four brands supported by the
Sarita Global Colour Reference shade range of close to a thousand shades.

GLOBAL RETAILER SERVICES:


2
Sarita Global Retailer Services programme works in partnership with
retailers, brand owners, mail order companies or buying houses to deliver
quality sewing products to their contractors. As the world's largest thread
manufacturer and distributor, Sarita has the capability to serve the
organisation's international sourcing needs flexibly.

This service is of strategic importance to retailers because it provides critical


control of sourcing at a very early stage in the supply chain. Whether it's the
product or the technical advice, the unrivalled worldwide ability ensures that
it provide support where it's most needed.

Through a network of 21 sales offices backed by six manufacturing units


located close to major thread consuming centres its service is unrivalled in
India.

Sarita, with over a hundred year history in India, also operates another
division, Global Thread Supply India (GTSI) which caters to the grey thread
requirements of Sarita companies.

Sarita manufactures a complete range of cotton, synthetic and corespun


threads for the Indian and Export markets. It has two business segments -
Consumer and Industrial. In Consumer segment it deals with – (1) Sewings, (2)
Handicrafts, (3) Zips. And in Industrial segment it deals (1) Apparel Thread, (2)
Embroidery, (3) Zips. The product range in Consumer Threads includes
ANCHOR - the finest handicraft threads for embroidery, DOLI - a value for
money embroidery range and ANCHOR QUICK STITCH KITS - popular among
embroidery hobbyists. For the Tailoring trade, there are premium brands like
AMETO - the World Class thread, and a range of popular brands such as SPADE
and MOON that have been trusted by tailors all over India for decades.
2
For industrial customers, Sarita offers virtually every type of thread including
Nylon threads branded APTAN for the shoe upper industry, Polyester threads
branded ASTRA for the ready made garment industry and Corespun threads
branded KOBAN for the leather garment industry.

Sarita products are distributed through a wide network of 21 consumer and


industrial sales offices across the country, supported by a base of 25,000
direct and 2,00,000 indirect customers. Sarita has its manufacturing units in
7 locations countrywide and has 25 branches across India. Coats India
enjoys undisputed leadership in quality and service in the Indian market and
is rapidly increasing its presence in export markets.

COMPANY PROFILE IN BRIEF

Basic Information

Company Name: SARITA TEXTILES PRIVATE LIMITED


Business Type: Manufacturer, Trading Company, Buying Office, Agent
2
cotton yarn, polyester yarn (psf) , spun yarn, blend
Product/Service yarn, viscose filament yarn, polyester filament yarn,
(We Sell): acrylic yarn, spandex yarn, melange yarn, PC yarn, PV
yarn, viscose spun yarn, all fancy yarns, Dyed yarn
cotton yarn buyer, cotton yarn trader, spun yarn,
blend yarn, viscose filament yarn, polyester filament
Product/Service
yarn, acrylic yarn, spandex yarn, melange yarn, PC
(We Buy):
yarn, PV yarn, viscose spun yarn, all fancy yarns,
Dyed yarn
Number of
50 - 100 People
Employees:

Trade & Market

North America
South America
Eastern Europe
Southeast Asia
Main Markets: Africa
Oceania
Mid East
Eastern Asia
Western Europe

TWO WORDS OF THE CHAIRMAN OF SARITA

We are pleased to introduce SARITA TEXTILE PVT. LTD. as an international


textile sourcing, indenting, marketing, trading agency and promoters of
2
textile firms in world market, equipped with high tech infrastructure and
professionally qualified and experienced team.
We are working as exclusive textile buying office for European, American and
Egyptian companies for sourcing of their entire fibers, yarns, fabrics, bed
linen, home textiles, medical textiles, technical textiles and non wovens
requirement from South east Asian countries, in addition, we are also
sourcing textiles and textiles raw materials for customers in India, Nepal,
Saudi Arabia, Jordan, Lebanon, Egypt, Turkey, Spain, Portugal, Morocco,
South Africa and USA.
We cater to procurement, marketing and quality control of textiles. Since we
are stationed in Surat, India, it is an added advantage for us and our
customers as we are directly in touch with the manufacturing units over
here.
We specialize in various kinds of fibers, yarns & fabrics as mentioned below:
FIBERS:
1 polyester chips for filaments and films manufacturing
2. Virgin and regenerated psf raw white & dyed
YARNS:
3 polyester textured and filament yarns, polyester spun yarn
4. Blended yarns such as polyester / cotton, polyester / viscose, cotton /
viscose, acrylic / polyester yarn etc.
5. Cotton yarns carded, combed, open end grey & dyed yarn, etc. Made from
Indian, Egyptian, American and Australian cotton.
6 acrylic spun yarns
7 viscose spun & filament yarns raw white and dyed.
8 nylon textured and filament yarns.
9 polypropylene yarns
10 spandex yarns of various brands like creora, acelan, lycra, texlon, etc.
11 specialty yarns like moisture management yarns, flame retardant yarns,
performance enhancement yarns etc. Including duponts coolmax, supplex,
thermolite, tactel, lycra twisted spun yarns, modal and modal blended yarns,
2
trevira spun yarn and many other specialties branded yarns etc.
FABRICS:
12 cotton knitted fabrics single jersey, interlock, auto-stripes, terry fabrics,
etc.
Woven fabrics, different blended fabrics, etc.
13 synthetic fabrics, (polyester, polyester blended, bylon, polypropylene, and
blends thereof) knitted, woven and non woven
We have established a strong sourcing base for above mentioned textile
items from India, Thailand, Indonesia, Taiwan, China and South Korea.
In short we work for our customers to ensure competitive prices, suitable
quality and timely shipment and add value in the overall supply chain
management on behalf of our customers.
We would request you to please forward your enquiries for any of the above
mentioned items enabling us to offer you services to enhance you
competitive edge.

COMPANY’S PRODUCTS

INTRODUCTION OF PRODUCT AND STRATEGY


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Product life cycle and new product strategy:
To be able to market its product properly, a firm must be aware of the
product life cycle of its product. The standard product life cycle tends to have
five phases: Development, Introduction, Growth, Maturity and Decline.
SARITA is currently in the introduction stage, which is evidenced primarily by
the fact that they have a large chances of stable customers. Furthermore,
cost management, product differentiation and marketing have become more
important as growth slows and market share becomes the key determinant
of profitability. In foreign markets the product life cycle is in more of a
growth trend Sarita's advantage in this area is mainly due to its
establishment strong branding and it is now able to use this area of stable
profitability to subsidize the domestic competition.

Each textile product has a different life cycle. The traditional cotton has
existed for many years and continues to be popular. Its product life cycle is
illustrated.

The company’s strategy for introduction during the next decade includes a
wide range of products specially for regional markets.

Fig. 2 - The product life cycle: Coke soft drink

Sales/Profit

Sales

Profit

0
Time
-

the Introduction Growth Maturity Decline new


term described as “short- fashion” inferring that the brands are expected to
have shorter product life cycles which would thereby effect the requirements
of marketing. The figure given below illustrate how the new innovations as
compare to traditional textile material depicited.
2
Fig. 3 - "Short-cycle fashion brands":

New Coca-Cola products


Sales/Profit

Sales

Profit

0
Time
-

The Company will have many products in the introduction and growth
stages, but few are likely to achieve the same success in the lucrative
maturity stage as the traditional core brands have. Therefore, there is a
significant risk that profits will be proportionately less over time, in
accordance with the changes in the product life cycles.

Branding and new product strategy:

A brand is "a symbol, design, name, or combination of these that identifies a


seller's product and distinguishes it from the competition" (McColl-Kennedy
and Kiel 2000, p. 293). Although Sarita has essentially the same brand
2
features as the Company, other products in the product mix have their own
individual branding.

In order to launch its new short-cycle products (and new individual brands) in
restricted time periods. Booz-Allen and Hamilton (1982) outline seven key
steps in the new product development process, including:

1. New product strategy;


2. Exploration (idea generation);
3. Screening;
4. Business analysis;
5. Development;
6. Test marketing; and
7. Commercialisation.

SARITA PRODUCT RANGE:

Sarita manufactures a complete range of cotton, synthetic and corespun


threads for the Indian and Export markets. It has two business segments -
Consumer and Industrial. The product range in Consumer Threads includes
ANCHOR - the finest handicraft threads for embroidery, DOLI - a value for
money embroidery range and ANCHOR QUICK STITCH KITS - popular among
2
embroidery hobbyists. For the Tailoring trade, there are premium brands like
AMETO - the World Class thread, and a range of popular brands such as SPADE
and MOON that have been trusted by tailors all over India for decades.

For industrial customers, Coats India offers virtually every type of thread
including Nylon threads branded APTAN for the shoe upper industry,
Polyester threads branded ASTRA for the ready made garment industry and
Corespun threads branded KOBAN for the leather garment industry.

Generally products are classified in the following ways given below:

 Sewing Threads

- Cotton

- Staple spun polyester (SSP)

 Non-sewings Threads

- Cotton

- Handicrafts and Stitch

Thread

A linear medium used for sewing and non sewing applications.

 Two or more number of yarns in a twisted form.


 Yarns can be made out of various fibres as polyester, cotton, nylon etc.

THREAD CLASSIFICATION:

1. By substrate
• Cotton
2
• Polyester
• Nylon
• Rayon
2. By construction
• Staple spun
• Continuous Filament
3. By finish
• Soft
• Mercerised
• Glace
4. By application
• General sewing
• Embroidery
• Overlock etc.

FIBRES USED IN MANUFACTURE OF THREAD:

1) Natural Fibres
 Cotton - Soft - Spade, Griffin

- Mercersied - Anchor, Doli

- Glace - Chain, Bear, Krishna


2
2) Man Made Fibres
 Regenerated - Rayon - Doli (X910)
 Synthetic - Polyester- Ameto, Moon, Spadepoly

- Nylon

- Polypropylene

ATTRIBUTES OF A GOOD THREAD:

 Adequate strength.
 Balanced twist.
 Low level of imperfections - hairiness & knots.
 Good regularity.
 Even lubrication.
 Moderate elongation.

THREAD PARAMETERS:

Quality parameters:

 Substrate
 Size (Tkt No.)
 Shade

Selling parameters:

 Article (Art.)
 Ticket (Tkt.)
 Shade
 Package length
 Box content
 Carton content
 Price
2
TYPES OF THREADS:

 Spade - 2 Ply 800 metres. tubes Art. 1393 Tkt 40.


 Spade - Art. 1013 - 2 Ply, 350 metres.
 Spade - Art. X389/060 - 2 Ply, 400 metres.

- General stitching.

- Cotton overlock.

- "Tie and dye" segment - over dyeing.

 Griffin - 4 cord, 300 metres spool. Art. 552 M/040

- Eyebrow threading thread.

- NIV, Tg, CLU, Carton content.

 Ameto 80 - 3 Ply 150 metres tube. Art.N037M/080

- Premium trouser and shirt stitching thread.

- Available in over 250 shades and 10 assortment shades.

 Ameto 100 - 3 Ply 100 metres. Art. 3023 Tkt100

- Shirt specialist - 115 shades.

- Soft feel, high strength, one tube for one shirt.

- Available in 3 assortment shades.

 Ameto 70 - 3 Ply 300 metres. Art.N037 tkt 70

- High strength.

- Ideal length for suit stitching - 60 shades.

 Moon - 3 Ply 130 metres. Art. 6362M/080

- Gents tailoring- trousers/shirts, as well as ladies.


2
- Over 400 shades in 6362M and over 20 assortment shades.

 Spade Poly - 2 Ply, 180 meters. Art. 3841M

- Ladies garments, children's garments, Readymade

Garments (RMG).

- Over 450 shades and about 17 assortment shades.

 Gun - Art. 563 - 4 cord, 300 mtrs cotton


 Gun - Art. 564 - 4 cord, 400 mtrs cotton
 Krishna - Art. V170B - 3 Ply, 900 mtrs cotton

 Book binding, ledger binding


 Kite flying
 Quilt stitching

Anchor-

 Art. 4625 -6 strand, premium cotton 8 mtrs skeins


 Art. 4652M - 8 metallic shades

 Art. 4615 - Multi coloured skeins


 Art. 4054- Crochet cotton

- Tkt. 20 and Tkt.40

 Art. 4057 - Knitting cotton


 Art. 4591 - Pearl cotton, 2 Ply

Doli-

 Art. X954 - 6 strand, premium cotton skeins


 Art. X910 - Rayon embroidery 2X150 denier art.

IMPORTANCE OF SEWING THREADS IN GARMENTS:

 Thread cost in a garment might be a small component, when


compared to the total garment cost.
2
 When it comes to performance, thread is as good as fabric in the
garment life.
 Sewing thread performance should be measured, not only during
sewing, but in the sewn product life as well.

STITCH TYPES:

When it comes to domestic tailoring there are basically 2 types of stitches


used – viz: lock stitch and 3 thread overlock.

THREAD CONSUMPTION RATIOS:

• 301 Lock stitch - 1 : 2.5

• Needle – 50%
• Bobbin – 50%

• 504 Over lock - 1 : 14

• Needle - 25%
• Loopers – 75%

IMPORTANT SEAM PROPERTIES:

1) Seam strength
2) Seam elongation
3) Resistance to abrasion
4) Color fastness (Thread)

1) Seam Strength:

Sean Strength may be defined as the load required to break the seam when
it is applied at right angles to the seam.
2
Seam strength for a lock stitch = STS X SPI X 1.5

STS = Single Threads Strength

SPI = Stitches Per Inch

2) Seam Elongation:

Seam elongation is the additional length gained from the actual seam while
applying stretch/load in the seam. It is expressed in percentage (%).

Controlled elongation in the thread offers the required seam elongation


without seam breakage.

3) Resistance to Abrasion:

Resistance to abrasion may be defined as the resistance to external abrasion


as rubbing, washing etc. It decides the life of the seam in garment.

4) Colour Fastness (Thread):

Colour fastness may be defined as the standing capacity of the thread under
various conditions as washing, detergent, sunlight etc. It normally expressed
with Grade 1 to 4. Higher the grade, better the colour fastness is.

THREAD PRODUCTS:

DURO SOFT / D-CORE (A&E):

Duro Soft is a high quality extra long cotton staple fiber wrapped core spun
thread with a core of continuous filament polyester yarn. The polyester core
2
provides the strength while the softness of cotton cover provides very good
sewing performance.

Applications
All Knit wear

Sizes Available
Tex 18, 24, 40, 60, 80, 90, 105, 120, 150, 180, 220.

DURO POLY / PERMA CORE(A&E):

Duro Poly is a super high tenacity, minimal elongation polyester staple fiber
wrapped core spun thread with a core of continuous filament polyester yarn.
The Filament polyester core provides the strength while the spun polyester
cover gives excellent sewability.

Applications
All Knit wear

Sizes Available
Tex 18, 21, 24, 30, 40, 60, 80, 90, 105, 120, 150, 180

SPUN THREADS:

TORA - 3 + POLY / PERMA SPUN (A&E):

Made from 100 % spun polyester thread, manufactured from high tenacity
Polyester fiber which has been lubricated to withstand high speed sewing
operations.

Applications
All Knit Wear
2
Sizes Available
Tex 18, 21,24, 27, 30, 35, 40, 45, 50, 60, 70, 80, 90, 105,120, 180

COTTON THREADS:

SUPERSEAM:

Superseam is a 100 % extra long staple mercerized cotton thread. This


product is gassed to provide a smooth surface and lubricated for better
sewability where as mercerization process gives extra strength and lustre.

Application
Sewing of cotton garments.

Sizes Available
Tex 35

TEXTURISED THREAD:

SOFF:

Soff is a continuous filament Polyester Texturised thread. It provides with


better stretch on the seams and gives a very soft feel. It can be used on
Overlocking and Cover seaming machines as a looper thread.

Application
Lingerie, Swimwear, Knitwear, Babywear

Sizes Available
Denier 150, 300

SOFF NYLON:
2
Soff Nylon is a Nylon Texturised thread meant to be used on Overlocking and
Cover Seaming Machines as looper thread. It provides with more elasticity on
the seams and gives a very soft feel when the seam comes in contact with
the skin.

Applications
Lingerie, Swimwear, Knitwear, Babywear, Athletic wear.

Sizes Available
Denier 150, 300

WOVEN

CORESPUN THREADS:

DURO SOFT / D-CORE (A&E):

Duro Soft is a high quality extra long cotton staple fiber wrapped core spun
thread with a core of continuous filament polyester yarn. The polyester core
provides the strength while the softness of cotton cover provides very good
sewing performance.

Applications
All Woven garments

Sizes Available
Tex 18, 24, 40, 60, 80, 90, 105, 120, 150, 180, 220.

DURO POLY / PERMA CORE (A&E):

Duro Poly is a super high tenacity, minimal elongation polyester staple fiber
wrapped core spun thread with a core of continuous filament polyester yarn.
The Filament polyester core provides the strength while the spun polyester
cover gives excellent sewability.
2
Applications
All Woven garments

Sizes Available
Tex 18, 21, 24, 30, 40, 60, 80, 90, 105, 120, 150, 180

SPUN THREADS:

TORA - 3 + POLY / PERMA SPUN (A&E):

Made from 100 % spun polyester thread, manufactured from high tenacity
Polyester fiber which has been lubricated to withstand high speed sewing
operations..

Applications
All Woven Garments

Sizes Available
Tex 18, 21,24, 27, 30, 35, 40, 45, 50, 60, 70, 80, 90, 105,120, 180

COTTON THREADS:

SUPERSEAM:

Superseam is a 100 % extra long staple mercerized cotton thread. This


product is gassed to provide a smooth surface and lubricated for better
sewability where as mercerization process gives extra strength and lustre.

Application
Sewing of cotton garments.
2
Sizes Available
Tex 35

YARN

The complete range of available yarn is given below:-

 Acetate Yarn (131)  Acrylic / Wool Yarn (243)


 Acrylic Yarn (2344)  Bamboo Yarn (61)
 Blended Yarn (2675)  Brush Yarn (61)
 Carded Yarn (1148)  Carpet Yarn (25)
 Cashmere Yarn (916)  Chenille Yarn (747)
 Combed Yarn (1309)  Cotton / Viscose Yarn (224)
 Cotton Yarn (7467)  Denim Yarn (140)
 Drawn Texture Yarn (DTY) (1244)  Dyed Yarn (1041)
 Fancy Yarn (1371)  Feather Yarn (249)
 Flax Yarn (116)  Full Draw Yarn (FDY) (906)
2
 Grey Yarn (328)  Hemp Yarn (150)
 Jute Yarn (462)  Knitted Yarn (1041)
 Knot-free Yarn (31)  Linen Yarn (450)
 Lycra Yarn (134)  Melange Yarn (207)
 Metallic Yarn (708)  Monofilament Yarns (1208)
 Nylon Filament Yarn (NFY) (433)  Nylon Yarn (2352)
 Open End Yarn (1127)  Other Yarns (3621)
 Partially Oriented Yarn (POY) (934)  PES Yarn (68)
 Polyamide Yarn (259)  Polyester / Cotton Yarn (1055)
 Polyester / Lycra Yarn (78)  Polyester / Viscose Yarn (716)
 Polyester Filament Yarn  Polyester Melange Yarn (29)
(PFY) (866)
 Polyester Textured Yarn  Polyester Yarn (5595)
(PTY) (641)
 Polypropylene Yarn (872)  Polywool / Lycra Yarn (16)
 Polywool Yarn (40)  Ramie Yarn (244)
 Rayon Yarn (613)  Silk Yarn (1736)
 Spandex Yarn (1161)  Spun Drawn Yarn (SDY) (83)
 Spun Yarn (2012)  Stretch Yarn (176)
 Tencel Yarn (161)  Textured Yarn (775)
 Viscose Filament Yarn (VFY) (392)  Viscose Yarn (2101)
 Wool Yarn (1928)  Yarn Waste (1689)

2
FIBRE

A fibre is a hair like substance which is the basic element in textiles. This is
the basic raw material used for sewing thread manufacturing.

Generally fibres can be classified as follows:

(A) Natural-

1] Vegetable – (a) Cotton

2] Animal – (b) Wool

3] Mineral – (c) Asbestos

(B) Manmade-

1] Regenerated – (a) Rayon

2] Synthetics –

(a) Inorganic – Glass

(b) Organic – 1) Polypropylene

2) Polyvinyl

3) Polyamide

4) Polyester

The range of available fibre is given below:-


2
 Abaca Fibre (59)  Acetate Fibre (36)
 Acrylic Fibre (887)  Acrylic Tow (231)
 Alginate Fibre (7)  Alpaca Fibre (21)
 Anidex Fibre (8)  Aramid Fibre (41)
 Asbestos Fibre (12)  Bamboo Fiber (143)
 Carbon Fibre (100)  Casein Fibre (2)
 Cashmere Fibre (371)  Chemical Fibre (316)
 Coir Fibre (163)  Comber Noil (155)
 Coolmax Fibre (7)  Cotton Fibre (1604)
 Cotton Linter (312)  Dacron Fibre (7)
 Dyed Fibre (48)  Feather Fibre (110)
 Fibre Waste (1959)  Flax Fibre (98)
 Flock Fibre (40)  Fluropolymer Fibre (2)
 Fur Fibre (32)  Hemp Fibre (82)
 Horsehair Fibre (31)  Jute Fibre (158)
 Kapok Fibre (67)  Kenaf Fibre (19)
 Linen Fibre (50)  Llama Fibre (1)
 Lycra Fibre (15)  Manila Fibre (3)
 Metallic Fibre (17)  Modacrylic Fibre (26)
 Modal Fibre (20)  Mohair Fibre (26)
 Nylon 11 Fibre (3)  Nylon 6 Fibre (144)
 Nylon 610 Fibre (6)  Nylon 66 Fibre (117)
 Nylon Fibre (299)  Nytril Fibre (2)
 Olefin Fibre (3)  Other Fibres (1047)
 Pineapple Fibre (11)  Polyamide Fibre (124)
 Polyester Fibre (1712)  Polyester Staple Fibre (PSF) (2328)
 Polyethylene Fibre (49)  Polypropylene Fibre (324)
 Polystyrene Fibre (33)  Polyvinyl Chloride Fibre (39)
 Rabbit Fibre (17)  Ramie Fibre (34)
 Rayon Fibre (129)  Regenerated Fibre (39)
 Sheep Fibre (30)  Silk Fibre (379)
 Sisal Fibre (108)  Spandex Fibre (38)
2
 Staple Fibre (1015)  Synthetic Fibre (216)
 Tencel Fibre (16)  Textile Glass Fibre (109)
 Triacetate Fibre (1)  Vinyon Fibre (4)
 Viscose Fibre (537)  Wool Fibre (1343)

FABRIC

The complete range of available fabric is given below:-

 Dyed Fabric (3799)  Embroidery Fabrics (2120)

 Felt Fabric (501)  Flannel Fabric (732)


 Flannelette Fabric (92)  Fleece Fabric (1044)
 Fur Fabric (406)  Furnishing Fabric (2027)
 Gauze Fabric (62)  Geo Textiles Fabric (150)
 Georgette Fabric (1341)  Greige Fabric (251)
 Grey Fabric (3677)  Hemp Fabric (315)
 Industrial Fabric (300)  Interlining Fabric (286)
 Jacquard Fabric (2904)  Jersey Fabric (1075)
 Jute Fabric (269)  Khaki Fabric (221)
 Knitted Fabric (5954)  Koshibo Fabric (185)
 Label Fabric (6)  Lace Fabric (543)
 Linen Fabric (2420)  Lingerie Fabric (26)
 Lining Fabric (880)  Lycra Fabric (900)
 Madras Fabric (100)  Melton Fabric (67)
 Mesh Fabric (1161)  Micro Fibre Fabric (813)
 Moss Crepe Fabric (40)  Muslin Fabric (82)
 Narrow Fabric (94)  Non Woven Fabric (3502)
2
 Nylon 6 Tyre Cord Fabric (133)  Nylon Fabric (3542)
 Organdy Fabric (87)  Organic Cotton Fabric (34)
 Organza Fabric (521)  Other Fabrics (7810)
 Oxford Fabric (1046)  Pashmina Fabric (26)
 Peachskin Fabric (874)  Performance Fabric (15)
 Pique Fabric (269)  Polar Fleece Fabric (1193)
 Polycotton fabric (2360)  Polyester Fabric (8936)
 Polywool Fabric (46)  Poplin Fabric (1652)
 Power Net Fabric (8)  Powerloom Fabric (93)
 Printed Fabric (4009)  Quick Dry Fabric (13)
 Ramie Fabric (1060)  Raschel Fabric (23)
 Raw Skin Fabric (38)  Rayon Fabric (1729)
 Repp Fabric (11)  Ripstop Fabric (337)
 Sandwich Fabric (10)  Satin Fabric (2270)
 Serge Fabric (65)  Shirting Fabric (1798)
 Silk Fabric (4816)  Spandex Fabric (1658)
 Speciality Fabric (133)  Sportswear Fabric (87)
 Stretch Fabric (1033)  Suede Fabric (1555)
 Suiting Fabric (1157)  Swimming Wear
Fabric (68)
 Swiss Fabric (10)  Synthetic Fabric (366)
 Taffeta Fabric (2024)  Tapestry Fabric (108)
 Tarpaulin Fabric (362)  Taslan Fabric (530)
 Tencel Fabric (78)  Terry fabrics (9)
 Terylene Fabric (147)  Tricot Mesh Fabric (325)
 Tweed Fabric (70)  Twill Fabric (2781)
 Twill Weave Fabric (102)  Tyre cord fabrics (1)
 Upholstery Fabric (1250)  Velcro Fabric (41)
 Velour Fabric (160)  Velvet Fabric (1746)
 Velveteen Fabric (387)  Vinyl Fabric (45)
 Viscose Fabric (1657)  Voile Fabric (550)
 Water Proof & Breathable  Wicking Fabric (20)
Fabric (114)
 Wool Fabric (2192)  Worsted Fabric (308)
2
CONSUMER PRODUCTS

Sarita is india’s western region largest marketer of textiles. Our product


range includes global brands like Anchor embroidery thread.

Sarita textiles offers a complete range of sewing threads, interlinings, zips


and domestic sewing machine needles to meet the special needs of the
tailoring trade and home sewing.

These products are available across the country with a vast distribution
network consisting of more than 5000 stockists.

To meet the needs of kite-flying enthusiasts in India, it offers a range of


cotton threads. These threads have been popular over the last few decades
and have become the reference for quality in this sport.
2
SPECIALITY OF SARITA PRODUCT

SPECIAL APPLICATIONS:

Sarita brings its expertise in meeting a variety of customer requirements to


the business of Specially Engineered Yarns (SEYs). Backed by advanced
research and engineering facilities and an unmatched experience in fibre
science, our SEYs cater to the needs of industries as diverse as aerospace,
fibre optic cables, electrical wires, feminine hygiene products, tyrecord
weaving and tea bags.

Feminine Hygiene Products:

Sarita feminine hygiene products include items for sewing the string to the
tampon and the tampon string itself. These specially engineered products
are designed to meet high speed, continuously running machine
performance standards as well as stringent health and safety guidelines. All
feminine hygiene products are finished in a "Clean Room" environment,
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staffed by specially trained employees, eliminating risk of contamination and
ensuring delivery of a safe, clean product.

Sarita feminine hygiene product are manufactured using 100% non


genetically modified cotton in a variety of sizes, colors and finishes that meet
detach strength requirements and aesthetic needs of our customers.

Automotive:

Sarita neophil represents a range of threads catering to every sewing


application in the automotive sector.

The neophil range of threads is proven for its performance in the


manufacture of critical parts like seat covers, seat belts and air bag systems.

Besides these, the range is complete to include threads ranging from the
ones used for decorative stitching of gear stick covers to roof tops for
convertibles.

These threads are designed and manufactured to withstand challenging


conditions like abrasion, scuffing, sunlight, flexing, heat etc. over the life of
the automobile which could be as long as 14 years. 2
Filtration:

There are two types of filtration processes:

1. Dry Filtration:

The filler fabric is used as a medium to collect the offending particles like
dust, smoke, fumes, etc., so as to keep them from being emitted into the
atmosphere.

2. Wet Filtration:

The filler media allows everything to pass through it except what is desired
like solids, precious metals, etc. and the filler media allows only what is
desired to pass through it, e.g., clean water. The Dry Filtration market is
estimated to be much larger than the Wet Filtration market.

The types of media (fabric) and therefore, the threads employed are
determined by the end-use application. The following list gives a general
guideline of the substrates used for dry and wet filtration:

A. Dry
Filtration B. Wet Filtration

Nomex Polypropylene

French Polyester
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PPS Others

CHAPTER 5: BUSINESS STRATEGY


► INTRODUCTION

► PERSONAL POLICIES

► PROCESS OF MAKING FINISHED GOODS

► BUSINESS PROCESS

► BUSINESS STRATEGY

• BENEFITS OF CHOOSING STRATEGY


• THE POWER OF STRATEGY
► DEPENDENT CHANNEL ARANGEMENT

► DISTRIBUTION SYSTEM

• FACTORS CREATING DISTRIBUTION STRATEGY


• TAGRET MARKET ANAYALSIS
• COMPETITIVE ANAYALSIS
• INVENTORY MANAGEMENT
(C)INTROCUTION
(D) RACKING 101
► BASICS OF STRATEGY IN TEXTILE ACCORDING
INDIAN

ECONOMY
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BUSINESS STRATEGY

INTRODUCTION

India is one of the few countries that owns the complete supply chain in
close proximity from diverse fibres to a large market. It is capable of
delivering packaged products to customers comprising a variety of fibres,
diverse count sizes, cloths of different weight and weave, and a panoply of
finishes. This permits the supply chain to mix and match variety in different
segments to deliver new products and applications. This advantage is
further accentuated by cost based advantages and diverse traditions in
textiles.

Indian strength in spinning is now well established – on unit costs on ring


yarn, open-ended (OE) yarn as well as textured yarn, Indian firms are ahead
of their global competitors including China. Same is true on some woven OE
yarn fabric categories (especially grey fabrics) but is not true for other woven
segments. India contributes about 23 per cent of world spindles and 6 per
cent of world rotors (second highest in the world after China). Fifty five per
cent of total investment in technology in the last decade has been made in
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the spinning sector. Its share in global shuttleless loom, however, is only
about 2.8 per cent of world looms (and is ranked 9 th in the world). The
competitiveness in the weaving sector is adversely affected by low
penetration of shuttleless looms (i.e., 1.69 % of Indian looms), the
unorganized nature of the sector (i.e., fragmented, small and, often, un-
registered units, low investment in technology & practices especially in the
powerloom, processing, handloom and knits) and higher power tariffs. There
is, however, a recent trend of investment in setting up hi-tech, stand-alone
mid-size weaving companies focusing on export markets. India also has the
highest deployment of handlooms in the world (handlooms are low on
productivity but produce specialized fabric). While production and export of
man-made fibre (and filament yarn) has increased over the years, Indian
industry still lags significantly behind US, China, Europe, Taiwan etc.

Personal Policies

“Personal or labour of industrial relations policy provides guidelines for a


wide variety of employment relationships in the organizations. These
guidelines identify the organization’s intensions in recruitment, selection,
promotion, development, compensation, motivation and otherwise leading
and directing people in the working organization. Personal policies serve as a
road map for managers.”

Philip Kotler

Personal policy in Sarita textile’s vision is a predetermined course of action


which is established to guide the performance of work regard to our
company’s objective. It is a plan that serves to guide our employees in the
execution of tasks. Personal policies are statements or personal objectives to
get a broad frame work within which decisions on personal matters can be
made without reference to higher authorities. Personal policies lay down the
criteria for decision making in the field of personal management.
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The foregoing description reveals the following characteristics of personal
policies:

• Personal policies are general statements of broad understanding.


Being guides to thinking in decision making.

• Personal policies are based upon or derived from the personal


objectives.

• Personal policies reflect the recognized intentions of top management


with regard to the human resources of the organization. They contain
the principles of conduct, which are to govern the organization’s
dealings with employees.

• Personal policies are standing plans. They can be used again and again
as standing answers to problems of a recurring nature. They are long
lasting.

• Responsibility for formulating personal policies lies with the


department and the top management. The personal department in
consultation with the line managers formulates personal policies. But
the policies so formulated require approval of top management.

Types of personal policies with respect to Sarita textiles


Management

On the basis of Sarita’s management point of view, policies may be classified


into originated, appealed and imposed policies.

• Originated policies: Planning management of Sarita textiles


establishes these policies formally and deliberately. Senior executive
initiate such policies to guide their subordinates.

• Appealed policies: These policies are formulated on requests of


subordinates who want to know how to handle some situation because
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our work is very volatile it varies on product to product. The
manufacturing of all products are with different types and patterns so
these form of policies are been accepted by Sarita. The need for such a
policy also arises because the employees education about work
pattern is not covered in originated policy.

• Imposed policies: Sarita textiles accepted these policies due to


pressure of external agencies like government, trade association, trade
union, etc. for example, the policy that nobody below the age of
fourteen years will be employed is adopted due to the factories Act.
Such policies are about work efficiency, labour work period, quality
measures, export measures etc.

• General polices: These policies do not related to any specific issue in


particular rather they represent the basic philosophy and priorities of
top management. For example, encouraging workers to participate in
decision making at all levels is a general policy.

• Specific policies: These policies related to specific issue like staffing,


compensation, collective bargaining, etc. all specific policies must
conform to the broad pattern laid down by the general policies. These
are derived with company’s internal and external environment.

Such policies tend to be more flexible than written policies. They may be
formal and they may be casual also sometimes or even dynamic. According
to the environment of Sarita Textiles all the policies are accepted with a
healthy prior homework. All the policies are equally important with regard to
employee satisfaction to their work and to management satisfaction with
output.
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PROCESS OF MAKING FINISHED GOODS

The Textile manufacturing Chain comprises diverse raw material sectors,


ginning facilities, spinning and extrusion processes, processing sector,
weaving and knitting factories and garment (and other stitched and non-
stitched) manufacturing that supply an extensive distribution channel. This
supply chain is perhaps one of the most diverse in terms of the raw materials
used, technologies deployed and products produced.

The strategy is perhaps one of the most diverse in terms of the raw materials
used, technologies deployed and products produced.

This supply chain supplies about 70 per cent by value of its production to the
domestic market. The distribution channel comprises wholesalers,
distributors and a large number of small retailers selling garments and
textiles. It is only recently that large retail formats are emerging thereby
increasing variety as well as volume on display at a single location. Another
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feature of the distribution channel is the strong presence of ‘agents’ who
secure and consolidate orders for producers.

RAW MATERIALS

The process starts from this stage which comprises with the buying
of the grey (i.e. raw material) from market or manufacture grey. So far as
the Indian textile concern most of all concern with purchasing raw materials.
The manufacturer have to contact another firms dealing in grey.

After getting the raw materials the folding process starts which is to ensure
the quantity and quality of our material.

GINNING

After getting the satisfactory raw material the ginning process starts to
check the raw material’s quality . it completes in the process house. The
main feature in this ginning is that this is the process where the quality
assurance take place and the different colours dying comes on existence.

SPINNING

This process comprise of washing the grey and remove the shortage.

PROCESSING CENTER

After spinning process the material reaches the processing center where the
process of making the cloth is getting started. Dyed , sequence, multi work
all are done here.
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WIVING AND KNITTINNG

Weaving, using powerlooms, was traditionally done by composite mills that


combined it with spinning and processing operations. Over the years,
government incentives and demand for low cost, high volume, standard
products (especially sarees and grey cloth) moved the production towards
powerloom factories and away from composite mills (that were essentially
full line variety producers.

PACKING AND DISTRIBUTING

Distribution (or "Place") is the fourth traditional element of the marketing


mix. The other three are Product, Price and Promotion. After wiving the
finished goods get ready the cutting and packing takes places. And
sampleing also come with it..

BUSINESS PROCESS

1) VAT (Value Added Tax): VAT works on the principle that when raw
materials passes through various manufacturing stages and manufactured
product passes through distribution stages, tax levied on the ‘Value Added’
at each stage and not on the gross sales price. ‘Value Added’ means
difference between selling price and purchase price.

Rates:

FRENCH 4%
COTTON- 12.5%
LIZA - 0%

2) Central Sales Tax (CST):


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Product Range Registered Unregistered

FRENCH 2% 4%

COTTON 2% 12.50%

LIZA 0% 0%

N.B: Registered Customers are those who has a yearly turnover of more than
Rs.5,00,000 and unregistered customers are those whose yearly turnover is less
than Rs.5,00,000.

3) Entry Tax: Entry tax is levied on tax free items. Each and every goods
are subjected to tax if it enters from one state to another. This Entry Tax is
mainly governed by the Sales Tax Department. Here, in this company Entry
Tax is levied on tax free items like Interlinings.

4) Providend Fund (P.F) and Employee’s State Insuranc (E.S.I):

Providend Fund (P.F):

12% contribution (basic) by employee + 12% from the company.

And out of the employee’s contribution of 12%, 8.33% is meant

for Employee’s Providend Fund and 3.67% is meant for

Employee’s Pension Scheme.

Employee’s State Insurance (ESI):

Employee’s State Insurance is mainly meant for the lower grade

employees whose basic pay is less than Rs. 10,000.


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5) Order Processing and Billing:

1st process- Order is received.

2nd process – Punching of the order is completed. In this process the


computer automatically checks whether goods are available in their godown
or not.

3rd process: Picking Slip is issued.

4th process: After that stocks are laid out from the godown and it is being
checked and signed by the Stock Incharge.

5th process: Then invoice is made for those goods (3 Copies). One copy is
send to the customer, one to the bank (if it is a Cheque customer) and one is
kept by company.

6th process: Goods are then sent to the respective customers.

7th process: Payment is made.

Cash Customer: Payment is directly made in the cash


counter of the company.

Cheque Customer:

A copy of the Lorry Receipt (L.R) is kept by the company and the other is
sent to the bank along with the invoice. The customer makes payment to
the bank and the bank in return gives the customer the Lorry Receipt (L.R).

8th process: The customer takes the Lorry Receipt (L.R) either from the
company (in case of cash customer) or from the bank (in case of cheque
customer) and releases the goods from the transporter or courier.

6) Stock Taking and Stock Reconciliation:


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Stock Taking: Stock Taking is a process where the godown’s stocks are
counted. It is generally done at the end of each and every Quarter end.

Stock Reconciliation: This is a process where the counted goods at the


godown are further investigated. It includes tallying the goods left at the
godown with that of the records of the company.

BUSINESS STRATEGY

So far as strategy is concern it is related it is the idea generated by top level


management & marketer in order to manage business with the effiency and
ratio of success. It can be co-relate with the market structure, govt. Policy,
consumer demand forecast etc.

When choosing a strategy a marketer must determine what value a channel


member adds to the firm’s products. Remember to discuss the product
decisions, customers assess a product’s value by looking at many factors
including those that surround the product. Several surrounding features can
be directly influenced by channel members, such as customer service,
delivery, and availability. Consequently, for the marketer selecting a
channel partner involves a value analysis in the same way customers make
purchase decisions. That is, the marketer must assess the benefits received
from utilizing a channel partner versus the cost incurred for using the
services.

BENEFITS OF CHOOSING STRATEGY


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1) Cost Savings in Specialization – Members of the distribution channel
are specialists in what they do and can often perform tasks better and
at lower cost than companies who do not have distribution experience.
Marketers attempting to handle too many aspects of distribution may
end up exhausting company resources as they learn how to distribute,
resulting in the company being “a jack of all trades but master of
none.”
2) Reduce Exchange Time – Not only are channel members able to reduce
distribution costs by being experienced at what they do, they often
perform their job more rapidly resulting in faster product delivery. This
delivery system would be chaotic as hundreds of trucks line up each
day to make deliveries, many of which would consist of only a few
boxes. On a busy day a truck may sit for hours waiting for space so
they can unload their products. Instead, a better distribution scheme
may have the grocery store purchasing its supplies from a grocery
wholesaler that has its own warehouse for handling simultaneous
shipments from a large number of suppliers. The wholesaler will
distributes to the store in the quantities the store needs, on a schedule
that works for the store, and often in a single truck, all of which speeds
up the time it takes to get the product on the store’s shelves.
3) Create Sales – Resellers are at the front line when it comes to creating
demand for the marketer’s product. In some cases resellers perform
an active selling role using persuasive techniques to encourage
customers to purchase a marketer’s product. In other cases they
encourage sales of the product through their own advertising efforts
and using other promotional means such as special product displays.
4) Offer Financial Support – Resellers often provide programs that enable
customers to more easily purchase products by offering financial
programs that ease payment requirements. These programs include
allowing customers to: purchase on credit; purchase using a payment
plan; delay the start of payments; and allowing trade-in or exchange
options.
5) Provide Information – Companies utilizing resellers for selling their
products depend on distributors to provide information that can help
improve the product. High-level intermediaries may offer their
suppliers real-time access to sales data including information showing
how products are selling by such characteristics as geographic
location, type of customer, and product location. If high-level
information is not available, marketers can often count on resellers to
provide feedback as to how customers are responding to products.
This feedback can occur either through surveys or interviews with
reseller’s employees or by requesting the reseller allow the marketer
to survey customers.
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The Power of Strategy

Learn to become a valuable strategic partner and enhance the partnership


between the executive team and human resource. In this program, you will
learn five key strategic activities used by renowned consulting firms, such as
McKinsey & Co., to assist senior management boards in developing and
executing their business plan:

• Defining objectives: where the firm is heading and how to get there.

• Auditing the starting point: an inventory of the firm’s position and


completion.

• Testing economic viability: identification of financially desirable


strategic activities.

• Generating alternatives: developing and prioritizing the most


prominent activities.

Allocating resources: budgeting, implementing and measuring return.

Industrial relations

Good industrial relations, while a recognizable and legitimate objective for an


organization, are difficult to define since a good system for industrial
relations involves complex relationship between.

1. Workers (and their informal and formal groups, i.e. trade union,
organizations and their representative);

2. Employers (and their mangers and formal organizations like trade and
professional associations);

3. The government and legislation and government agencies 1 and


‘independent’ agencies like the Advisory Conciliation and Arbitration
Service.
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Oversimplified, work is matter of managers giving instructions and workers
following them – but (and even under slavery we recognize that different
‘managing’ products very different results) the variety of ‘forms’ which have
evolved to regulate the conduct of parties (i.e. laws, custom, and practices,
observations, agreements) makes the giving and receipt of instructions far
from simple. Two types of ‘rule’ have evolved:

• ‘Substantive’, determining basic pay and conditions of service (what


rewards workers should receive) ;

• ‘Procedural’, determining how workers should be treated and methods


and procedures.

Determining these rules are many common sense matters like:

• Financial, policy and market constraints on the parties (e.g. some


union do not have the finance to support industrial actions, some have
policies not to strike, some employers are more vulnerable than others
to industrial action, some will not make changes un less worker
agreement is made first, and rewards always ultimately reflect what
the market will bear);

• The technology of production (the effect of a strike in news paper


production is immediate-it may be months before becoming
effectively in ship building);

• The distribution of power within the community – that tends to vary


over time and with economic conditions workers (or unions)
dominating in times of full employment and employers in the times of
the recession.

Broadly in the western style economies the parties (workers and employers)
are free to make their own agreements and rules. This is called
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‘voluntarism’. But it does not mean there is total noninterference by
government. That is necessary to:

• Protect the weak (hence minimum wage);

• Determine minimum standards of safety, healthy, hygiene and even


important condition of service.

Dependent Channel Arrangement

Under this arrangement a channel member feels tied to one or more


members of the distribution channel. Sometimes referred to as “vertical
marketing systems” this approach makes it more difficult for an individual
member to make changes to how products are distributed. However, the
dependent approach provides much more stability and consistency since
members are united in their goals. The dependent channel arrangement can
be broken down into three types:

1) Corporate – Under this arrangement a supplier operates its own


distribution system in a manner that produces an integrated channel.
This occurs most frequently in the retail industry where a supplier
operates a chain of reseller stores. It should be mentioned that
industries also distributes their products in other ways.

2) Contractual – Under this arrangement a legal document obligates


members to agree on how a product is distributed. Often times the
agreement specifically spells out which activities each member is
permitted to perform or not perform. This type of arrangement can
occur in several formats including:
a. Wholesaler-sponsored – where a wholesaler brings together and
manages many independent retailers including having the
retailers use the same name
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b. Retailer-sponsored – this format also brings together retailers but
the retailers are responsible for managing the relationship
c. Franchised – where a central organization controls nearly all
activities of other members
3) Administrative – In certain channel arrangements a single member
may dominate the decisions that occur within the channel. These
situations occur when one channel member has achieved a significant
power position. This most likely occurs if a manufacturer has
significant power due to brands in strong demand by target markets or
if a retailer has significant power due to size and market coverage. In
most cases the arrangement is understood to occur and is not bound
by legal or financial arrangements.

DISTRIBUTION SYSTEM

It is important to plan a distribution system in order to hand over our product


to the end users. There are 2 types of distribution system in practices.

Direct Distribution System

With a direct distribution system the marketer reaches the intended final
user of their product by distributing the product directly to the customer.
That is, there are no other parties involved in the distribution process that
take ownership of the product. The direct system can be further divided by
the method of communication that takes place when a sale occurs. These
methods are:

• Direct Marketing Systems – With this system the customer places the
order either through information gained from non-personal contact with
the marketer, such as by visiting the marketer’s website or ordering from
the marketer’s catalog, or through personal communication with a
customer representative who is not a salesperson, such as through toll-
free telephone ordering.
• Direct Retail Systems – This type of system exists when a product
marketer also operates their own retail outlets. As previously discussed,
Starbucks would fall into this category.
• Personal Selling Systems – The key to this direct distribution system is
that a person whose main responsibility involves creating and managing
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sales (e.g., salesperson) is involved in the distribution process, generally
by persuading the buyer to place an order. While the order itself may
not be handled by the salesperson (e.g., buyer physically places the
order online or by phone) the salesperson plays a role in generating the
sales.
• Assisted Marketing Systems – Under the assisted marketing system,
the marketer relies on others to help communicate the marketer’s
products but handles distribution directly to the customer. The classic
example of assisted marketing systems is eBay which helps bring buyers
and sellers together for a fee. Other agents and brokers would also fall
into this category.

Indirect Distribution System

With an indirect distribution system the marketer reaches the intended final
user with the help of others. resellers generally take ownership of the
product, though in some cases they may sell products on a consignment
basis. Under this system intermediaries may be expected to assume many
responsibilities to help sell the product. Sarita Textiles takes this practices in
use.

Indirect methods include:

• Single-Party Selling System - Under this system the marketer engages


another party who then sells and distributes directly to the final
customer. This is most likely to occur when the product is sold through
large store-based retail chains or through online retailers, in which case it
is often referred to as a trade selling system.

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• Multiple-Party Selling System – This indirect distribution system has the
product passing through two or more distributors before reaching the
final customer. The most likely scenario is when a wholesaler purchases
from the manufacturer and sells the product to retailers.

Importance of Distribution Channels

Distribution channels often require the assistance of others in order for the
marketer to reach its target market.

While on the surface it may seem to make sense for a company to operate
its own distribution channel (i.e., handling all aspects of distribution) there
are many factors preventing companies from doing so. While companies can
do without the assistance of certain channel members, for many marketers
some level of channel partnership is needed. For example, marketers who
are successful without utilizing resellers to sell their product may still need
assistance with certain parts of the distribution process.

Establishing Channel Relationships

Since channel members must be convinced to handle a marketer’s product it


makes sense to consider channel partner’s needs in the same way the
marketer considers the final user’s needs. However, the needs of channel
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members are much different than those of the final customer. resellers seek
products of interest to the reseller’s customers but are also concerned with
many other issues such as:

• Delivery – Resellers want the product delivered on-time and in good


condition in order to meet customer demand and avoid inventory out-of-
stocks.
• Profit Margin – Resellers are in business to make money so a key factor
in their decision to handle a product is how much money they will make
on each product sold. They expect that the difference (i.e., margin)
between their cost for acquiring the product from a supplier and the price
they charge to sell the product to their customers will be sufficient to
meet their profit objectives.
• Other Incentives – Besides profit margin, resellers may want other
incentives to entice them especially if they are required to give extra
effort selling the product. These incentives may be in the form of
additional free products or even bonuses for achieving sales goals.
• Packaging – Resellers want to handle products as easily as possible
and want their suppliers to ship and sell products in packages that fit
within their system. For example, products may need to be a certain size
or design in order to fit on a store’s shelf, or the shipping package must
fit within the reseller’s warehouse or receiving dock space. Also, many
resellers are now requiring marketers to consider adding identification
tags to products (e.g., RFID tags) to allow for easier inventory tracking
when the product is received and also when it is sold.
• Training – Some products require the reseller to have strong
knowledge of the product including demonstrating the product to
customers. Marketers must consider offering training to resellers to
insure the reseller has the knowledge to present the product accurately.
• Promotional Help – Resellers often seek additional help from the
product supplier to promote the product to customers. Such help may
come in the form of funding for advertisements, point-of-purchase
product materials, or in-store demonstrations.

FACTORS CREATING DISTRIBUTION STRATEGY

Like most marketing decisions, a great deal of research and thought must go
into determining how to carry out distribution activities in a way that meets a
marketer’s objectives. Sarita consider many factors when establishing a
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distribution system. Some factors are directly related to marketing decisions
while others are affected by relationships that exist with members of the
channel.

Sarita’s marketer find the factors into two main categories: marketing
decision issues and channel relationship issues. In turn, each of these
categories contains several topics of concern to marketers.

Marketing Decision Issues


Distribution strategy can be shaped by how decisions are made in other
marketing areas.

Product Issues
The nature of the product often dictates the distribution options available
especially if the product requires special handling. look for shipping
arrangements that are different than those sought for companies selling
extremely tough or durable products.

Promotion Issues
Besides issues related to physical handling of products, distribution decisions
are affected by the type of promotional activities needed to sell the product
to customers.

Pricing Issues
The desired price at which a marketer seeks to sell their product can impact
how they choose to distribute. As previously mentioned, the inclusion of
resellers in a marketer’s distribution strategy may affect a product’s pricing
since each member of the channel seeks to make a profit for their
contribution to the sale of the product. If too many channel members are
involved the eventual selling price may be too high to meet sales targets in
which case the marketer may explore other distribution options.

TARGET MARKET ANALYSIS


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Examine in detail the company’s current target market. Obviously to do this
section correctly takes a great deal of customer-focused research.

• Describe the target market approach:


o What general strategy is used to reach targeted customers?
Generally approaches include:
 mass market – aim to sell to a large broad market
 segmentation approach – aim to selectively target one
(niche) or more markets
• Describe demographic/psychographic profile of the market:
o Profile criteria may include:
 gender, income, age, occupation, education, family life
cycle, geographic region, lifestyle, attitudes, purchasing
characteristics, etc.
• Describe the following characteristics of targeted customers:
o Needs/benefits sought by market
o Product usage
 Consider answers to these questions related to customers
using the product such as:
 who is using the product?
 why do they use the product?
 when do they use the product?
 how is the product used?
o Product positioning
 Evaluate how customers perceive the product in relation to
competitor’s products or to other solutions they use to
solve their problems
o Attitudes
 What is the target market’s attitude regarding the
company’s product?
 What is the target market’s attitude regarding the general
product category?
 i.e., exam the general attitude regarding how
products from all companies serve the target
market’s needs
• Describe the purchasing process:
o How does the target market make their purchase?
 What does the decision-making process involve?
 What sources of information are sought?
o What is a timeline for a purchase ?
o Who makes the purchase?
o Does user purchase or is other party responsible
o Who or what may influence the purchase?
• Provide market size estimates:
o Keep in mind these are estimates for the market not for a
specific product
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 Provide size estimates for the potential market
 What is the largest possible market if all buy?
 Provide estimates of size for the current target market
 What percent of the potential market actually
purchased?
 Provide estimates of future growth rates
 At least through the timeframe for the plan but most
likely longer

Competitive Analysis

Examine the main competitors serving the same target market. This section
may also benefit from the use of comparison tables.

• Describe direct competitors in terms of:


o Target markets served
o Product attributes
o Pricing
o Promotion
o Distribution including the distributor network
o Services offered
• Discuss competitor’s strengths and weaknesses:
o May need to consider much more than just marketing issues
such as:
 financial standing
 target market perception
 R & D capabilities
• Discuss competitive trends:
o May need to include discussion of future competitive threats .
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Inventory Management

Inventory Management and Inventory Control must be designed to meet the


dictates of the marketplace and support the company's strategic
plan. The many changes in market demand, new opportunities due to
worldwide marketing, global sourcing of materials, and new manufacturing
technology, means many companies need to change their Inventory
Management approach and change the process for Inventory Control.

Despite the many changes that companies go through, the basic principles of
Inventory Management and Inventory Control remain the same. Some of the
new approaches and techniques are wrapped in new terminology, but the
underlying principles for accomplishing good Inventory Management
and Inventory activities have not changed.

The Inventory Management system and the Inventory Control Process


provides information to efficiently manage the flow of materials,
effectively utilize people and equipment, coordinate internal
activities, and communicate with customers. Inventory Management
and the activities of Inventory Control do not make decisions or manage
operations; they provide the information to Managers who make more
accurate and timely decisions to manage their operations.

The basic building blocks for the Inventory Management system and
Inventory Control activities are:
Sales Forecasting or Demand Management
Sales and Operations Planning
Production Planning
Material Requirements Planning
Inventory Reduction

Sarita Textiles ‘s emphases on each area depending on the demand and how
it operates, and what requirements are placed on it due to market demands.
Each of the areas above will need to be addressed in some form or
another to have a successful program of Inventory Management and
Inventory Control. The main practice used to invtntory control is given in
detail.

Racking 101
2
Selecting the right storage module for your product can make a difference
with space requirements and the productivity of your operations. Find out
how to determine which type of racking system is the best choice based on
your storage needs.

Developing an accurate inventory profile of the product is essential in order


to select the appropriate storage module. This profile should include the total
number of pallets as well as the pallet sizes by item. Your system should be
able to generate a “Stock Status Report” which records the inventory levels
for every item in your warehouse.

The following list describes some “rules of thumb” when allocating storage
modules to products. For example, if a certain rack has 1 – 5 parcels of
product in the warehouse’s at a given time, Standard Selective Racking is
recommended as the storage module(i.e. 1 parcel contains 50- 120 output of
a certain design).

• If 1-5 average parcels/distribution use Standard Selective Racking


• If 6-8 average parcels/distribution use 2 Deep Pushback or 2 Deep Flow
Rack
• If 8-10 average parcels/distribution use 3 Deep Pushback or 3 Deep
Flow Rack
• If 10-15 average parcels/distribution use 4 Deep Pushback or 4 Deep
Flow Rack
• If 15-20 average parcels/distribution use 4 Deep Pushback or 5 Deep
Flow Rack

Drive-In racking is only recommended when there are over 20 parcels/rack.


Depending on the number of parcels, Drive-In racking may be anywhere
from 2 – 6 parcels deep.

Selective Pallet Rack


This type of racking system allows for the most efficient selection and
movement of product. Typically, the aisles in between the racks are 10’ –
12’. While this provides for maximum accessibility and less congestion, it
takes up more space in the warehouse than other storage modules. Thus,
the density of this storage module is the lowest. This type of rack system is
useful for faster than average moving product.
2
Pushback Racking
Pushback racking is a higher density storage module for products that have
greater than 5 parcels/rack in inventory. The trade-off is lower selectivity for
higher density. Pushback systems follow the ‘last in, first out’ inventory
methodology. Thus, it is not the best storage medium for product rotation,
especially if the product is date sensitive.

Flow Rack
Flow rack supports ‘first in, first out’ inventory. This is an excellent choice
when product rotation is important. The system operates on gravity. The
forklift operator feeds the parcels from behind the system and the parcels
‘flow’ to the other end. Thus, one end of the system is for loading and the
other for picking. This helps reduce forklift truck congestion. This storage
module is also a higher density, meaning that less square footage is required
in the warehouse to store more pallets than selective racking.

Drive-In Racking
Drive-In racking offers the highest density storage. It is a good choice when
space is at a premium, such as caring applications, however it must not be
overused as if many racks are stored in one bay accessibility will become an
issue.

2
BASICS OF STRATEGY IN TEXTILE ACCORDING
INDIAN ECONOMY

An International Workshop on “Technology & Marketing of Technical


Textiles”, was organised by TecniTex Nonwovens Pvt. Ltd., Bangalore.
170 delegates attended the event, the majority from the industry. The
informal was delivered by Mr V.D. Maheshwari, Co-Chair Sarita Textiles.
He said, “When the world is in the grips of austerity, this conference is going
to talk about prosperity, i.e., growth opportunities in the textiles sector. At
the time that this conference is convening here in Coimbatore, reports from
international economic bodies and the Government of India project grim
pictures on the economy of developed nations and export numbers from
India. Recent report from the Government of India shows that the exports in
May 2009 dipped by 29.2% from the corresponding month in 2008.

“More importantly, in May 2009, exports dipped by 18.4% compared to April


2009. It is predicted that major markets such as the US and Europe will have
less than 1% GDP growth in 2010. The important indicator for our textile
industry is to keep a watch on the “consumer savings rate”. Textile industry
in developing countries such as India and China are very much dependent on
this particular rate as it indicates the availability of disposable income which
is being spent by the consumer.

“Recent data on the savings rate in the US show that this number is over
16%, which clearly indicates that consumers are not spending much on non-
essential items. Why is this important and relevant to our Indian textile
industry? Exports to Wal-Mart, JC Penny, Mother Care and other international
retail outlets are predominantly durable goods such as 6 piece terry towel
set, other home textile items and commodity textile garments. With the high
unemployment rate at over 9.5% in the USA, exports to traditional export
markets are becoming saturated.

“In addition, the comparative advantage India had in terms of labour is


getting eroded due to the competition from countries such as Vietnam,
Bangladesh and Pakistan. Simply put, the changing economic order,
2
globalization effect and shift in the consumer behaviour in developed nations
are forcing countries like China, India and Eastern European nations to
detour and seek opportunities beyond traditional textiles sector. These
mainly involve;

1.Searching for new markets.

2.Utilisation of the existing infrastructure to develop value-added and high


performance textiles.

3.Seize new opportunities in technical textiles products and invest in


innovations and research & development.

All these aforementioned points are basically enhancing the existing


infrastructure capabilities and infusing incremental investments to grow the
new sector within the umbrella of the textile industry i.e., the growing
technical textiles sector”.

2
CHAPTER 6: MARKETING & SALES DEPT

► MARKETING INTRODUCTION

• MARKETING STRATEGY
• FINANCIAL OBJECTIVES
• MARKETING OBJECTIVES

► SALES

► TIE UP WITH MILLS

► KEY STAFF

► MANAGERIAL HIRARCHY

2
INTRODUCTION

Marketing is the complete and unbeatable plan designed specifically


for attaining the marketing objective of the firm. The market objective
indicates what the firm indicate, what the firm wants to achieves. The
marketing strategy provides for achieving then.

When Sarita Textiles entered in the Indian Textile market, the market
was already prevailed by many big giant players and mills, SARITA tried to
establish in India with a unique marketing policy. SARITA took into
consideration of middle class segment target market in Gujarat. The reason
behind choosing Gujarat as its area of operation is first the business
environment of Gujarat is very much familiar of business establishment. The
Gujarat Govt. really very much supportive for establishing small & large scale
industries, the availability of good amount of resources which is a plenty
there and above all having a good competitive market situation and secondly
the life standard of people specially women and girls is also full with rich
wearing and rich thinking. Through the advertisement at local and state level
Sarita highlighted the style of living of female generation with different walk
of life. Its quality attracted the people and of course increases the sale.
Those plans give a clear picture of the marketing of Sarita. Also, they show
that some accountability has been built into the plan so that the plan is not
just fluff but results in measurable actions. The best way to provide this
information is through a section devoted to identifying the key strategies and
objectives for the product(s).

This section consists of three major issues:

• Marketing Strategy
• Financial Objectives
• Marketing Objectives
2
1. Marketing Strategy

In this section we identify the general marketing strategy under which this
plan is being developed. It is very possible that a product will follow more
than one strategy (e.g., sell more of same product to current customers but
also find new customers in new markets). Marketer may get some guidance
and also rationale for strategy by examining results from the Situational
Analysis. In particular, planners may look to strategies that are suggested
within the scope of Product/Market Analysis Tools. Additionally, planners
should refer to the Mission Statement in Step 1 to insure strategies are in
line with how the company views itself.

Strategies generally fall under one of the following (or in some cases more
than one) ideas:

• Market growth
o Higher market penetration – It refers with the high rates of
market ups & downs. To cop up with this situation we do listed
things below-

- Sell more to same market (i.e., get current customers to buy


more or buy more frequently to enrich their buying capabilities
and increase in our sales)
- Also find new customers in new markets with the possibility of
having a new niche market of higher sales volume.

o Find new markets – It refers to sell to markets or market


segments not previously targeted with the possibilities to get
more market share and increase the growth of Sarita
demographically.
o Develop new products for existing customers – It refers to new
product or emerging product offering to the present customer to
have a variety of products as changing pattern of people choice.
o Develop new products for new customers – it refers to produce
new and technological things to cater new and emerging
customer to meet the demand of new customers with new trend.
• Cost control
o Techniques to contain costs or operate more effectively
 Sarita generally work in combination with market growth or
market stability and make a variation according the market
demand.
• Market exit

2. FINANCIAL OBJECTIVES
2
Much of this information can be handled within a graphical format, such as
tables and graphs, though a paragraph explanation of each is generally
required. Make sure to include total dollar (or other currency) amounts as
well as percentage market share. For more detailed marketing plans or for
plans for seasonal products, providing monthly or even weekly sales figures
may be required. Provide a spreadsheet-style layout showing detailed
breakdown of marketing revenues and expenses.

• Current Sales Analysis


o Overall industry sales and market share (for at least the last
year)
 total market sales
 total for company’s product(s)
 total for competition
o By segments/product categories
 total for segments/product categories
 total for company’s product(s)
 total for competition
o By Channels of Distribution
 total for each channel
 total for company’s product(s) by channel
 total for competition by channel
o By Geographic Region
 total for each region
 total for company’s product(s) by region
 total for competition by region
• Profitability Analysis
o Revenues
 For highly detailed plans break out into categories as
shown above in the Current Sales Analysis section.
o Marketing Expenses
 Types:
 Direct – those expenses that can be tied to the
product
 Indirect or Proportional – generally administrative or
broad marketing expenses that may be assigned to a product
based on some established criteria (e.g., a product’s
2
percentage of overall company sales) Note: not all companies
follow this approach
 For highly detailed plans break out into categories as
shown above in the Current Sales Analysis section.

3. Marketing Objectives

Marketing success can be measured on several non-financial market


metrics. These measure are important since these often shed light on
underlying conditions and circumstances facing the company that are
not easily seen within financial measures. For instance, a company
may report strong sales for a product but market share information
may suggest the product is losing ground to competitors. The
marketing objectives section will indicate targets to be achieved across
several marketing decision areas. To add additional strength to this
section include marketing metrics where possible.

Target market objectives

o market share
 total
 by segments
 by channel
o customers
 total
 number/percentage new
 number/percentage retained
o purchases
 rate of purchases
 size/volume of purchases
• Promotional objectives
o level of brand/company awareness
o traffic building
 (e.g., store traffic, .location traffic)
o product trials
2
 (e.g. sales promotions, product demonstrations)
o sales force
 (e.g. cycle time, cost per call, closing rate, customer visits,
etc.)
• Channel objectives
o dealers
 total
 number/percentage new
 number/percentage retained
o order processing and delivery
 on-time rate
 shrinkage rate
 correct order rate
• Market research objectives
o studies initiated
o studies completed
• R&D objectives
o product development
• Other objectives
o partnerships developed

2
SALES

Small firms often believe that they enjoy sales and profit growths without
any marketing planning or activity and consequently marketing planning
deemed to be unnecessary. But this is far from the truth, says Dr K Abdul
Waheed.

SALE CHANNEL OF SARITA TEXTILES

PRODUCTION RETAILER

CUSTOMER

company follow this distribution channel in cotton, yarn, grey etc. it reduce
nearly about 90% of the cost but this is not easy route. So company also
follow other channel.

PRODUCTION GTF DISTRIBUTOR

RETAILER WHOLESELLER

CUSTOMER
2
During the sale of SARITA product company Occurred 60% cost in
advertisement and 40% cost in by which product reach to customer and they
consume it.

OTHER PRACTICES IN SALE

CREDIT PERIOD- It’s a big practice we use in our regular sale. Sarita gives its
customers atleast 1month credit period in dealing. We persue a post dated
cheque of amount of sale and do clear this cheque on the date of its
maturity. But it’s a very risky task to perform. It generally happenes when a
regular or known customer is in front of us.

SPEED DELIEVERY- it’s a second big practice we do in our sale. The delievery
will be as fast as the payment will be. But it generally brokes the racking
system of inventory management. So its better to deal in above.

TIE UP WITH MILLS :

1) Ambasamudram-Water Mill

Coats India

Papavinasam Mills Post,

Ambasamudram-627 422,

Thirunelveli District,

Tamilnadu.

2) Ambasamudram-Steam Mill

Global Thread Supply India


2
Papavinasam Mills Post,

Ambasamudram-627 422,

Thirunelveli District,

Tamilnadu.

3) Madurai-Centenary Mill

Global Thread Supply India

8,New Ramanad Road,

Madurai-625 009.

4) Madurai-New Mill

Global Thread Supply India

P.B. No.35, New Jail Road,

Madurai-625 001.

5) Tuticorin-Mill

Global Thread Supply India

83 & 88 Beech Road ,

Tuticorin-628 001.

6) Faridabad-S & P Treads Private Limited

16/2, Mile Stone,


2
Main Mathura Road ,

Faridabad-121 002

Haryana.

7) Panoli

Madura Coats Private Limited

221/222, Panoli Gidu Estate,

Panoli-394 116

Bharuch Dist.,

Gujarat.

8) Serampore

Coats India

(A Division of Madura Coats Private Limited)

Rishi Bankim Sarani,

Serampore

Hoogly-712 201

West Bengal.

9) Jaipur

Sawai Maan Singh Ummaid Mills

z-13, Malviya Nagar,

C Skim, Jaipur
2
Rajasthan

KEY STAFF

The key staff of Sarita involve following –

Chairman

Mr. V.D. MAHESHWARI

(B.COM., CA)

Directors

Mr. FARHAD SURI

(MBA-IIM BANGALORE)

Mrs. AMITA NAVLAKHA

(MBA- IIM BANGALORE)

President & CEO

Mr. DHRIN NAVLAKHA

( CA, MBA-NIRMA AHMEDABAD)

Financial Advisor

Mr. SUNIL MEHTA(CA)


2
MANAGERIAL HIERARCHY

2
The managerial hierarchy in The Sarita is as above shown in the chart. The
Company is headed by The MD. Next working under the MD comes General
Manager and CEO. CEO looks after business and commerce part of the
2
industry. Under CEO heads of various departments of the company like
Finance, Human Resources, Marketing. The CEO also monitors the
Circulation, Supply Chain Management, and Finance, Research and
development and business excellence branches of the company.

2
CHAPTER 7: PROMOTION AND MARKETING
SCHEMES

► PROMOTION ISSUES

► MARKETING SCHEMES

► MARKET DISTRIBUTION

• PRODUCT
• PROMOTION

► PROMOTIONAL STRATEGY
• SIGNIFICANCE OF PROMOTIONS
• METHODS
2
PROMOTIONS AND MARKETING SCHEMES

Promotion Issues

Describe the decisions related to how the product will be promoted. In


general, promotion consists of four major areas – advertising, sales
promotion, public relations and personal selling – though not all may be
used. Timetables for promotion are important since certain types of
promotions (e.g., magazine ads, trade shows) require long lead times. Most
information in this section can be shown in tables and graphs. Each of the
four promotion areas is separated out, however, some planners find it easier
2
to combine the areas., The promotional areas could be combined within
special promotion programs, such as Holiday Promotion Program, Summer
Promotion Program, etc. Brief summary of current promotional decisions for
users and distributors in terms of:

o General description for four promotional areas:


 advertising
 sales promotion
 personal selling
 public relations
o Message/theme
o Methods used:
 Summarize methods used
 Summarize spending for each method
o Interrelation of four promotional areas
 e.g., explain how advertising supports sales promotion
• Identify planned changes:
o Summarize changes
o Justify changes:
 Due to results
 Due to research
 Due to competition
 Others
• Describe planned changes:
o Identify changes directed to the targeted user market:
 General description for four promotional areas:
 Objectives
 Advertising - e.g., build general
awareness/inquiries/traffic, encourage product trial, shift
awareness (e.g., change attitude), response to competitor
promotion, increase use or purchase rate, support other
market decisions (e.g., support sales force), general
corporate/product image building, etc.
 Sales promotion - e.g., build inquires, increase
product trial, encourage repurchase, build traffic, support
other promotions
 Personal selling - e.g., new account development,
account support/maintenance, increase product trial,
encourage purchase/repurchase, build traffic, support other
promotions
2
 Public relations - e.g., build general
awareness/inquiries/traffic, encourage product trial, shift
awareness (e.g., change attitude), respond to negative
news/perception, image building, prepare markets for future
activity (e.g., new product)
 Methods and message:
 type and media used: e.g., ad type (e.g., television
spots, Internet banner ads, roadside billboards, direct mail,
etc.) , sales promotion type (e.g., coupons, demonstrations,
etc.), selling type (e.g., sales force, call center), pr type (e.g.,
press release, pitch to magazines, etc.)
 message conveyed
 Spending and timetables
 total
 sub-divided by:
 type
 e.g., ad spending, sales force
compensation
 media used
 targeted users
o Identify planned changes directed to the distributor network:
 General description
 Objectives
 Advertising - e.g., build general awareness/inquiries,
encourage product handling, shift awareness (e.g., change
attitude), response to competitor promotion, increase
purchase rate, support other market decisions (e.g., support
sales force), general corporate/product image building, etc.
 Sales promotion - e.g., build inquires, encouraging
inventory building, support other promotions, encourage
handling of new products, obtain distributor assistance
 Personal Selling - e.g., new account development,
account support/maintenance, encourage
purchase/repurchase/inventory building
 Public Relations - e.g., build general
awareness/inquiries/traffic, encourage distribution trial, shift
awareness (e.g., change attitude), respond to negative
news/perception, image building, prepare markets for future
activity (e.g., new product)
 Methods and message
 type and media
2
 message conveyed
 Spending and timetables
 total
 sub-divided by:
 type
 media used
 targeted distributor network

MARKETING SCHEMES

This is the heart of the marketing plan. It contains descriptions of detailed


tactics to be carried out to achieve the objectives and goals established. It is
typically the longest section of the plan, often representing 50% or more of
total page count.

In this section details and timetables are presented for six key decision
areas:

• Target Markets
• Product
• Promotion
• Pricing
• Distribution
• Other Areas

Preferably this section includes a brief summary of current marketing


decisions plan can easily compare what was planned to what is planned.

TARGET MARKET

target market remains the same as what was identified in the Situational
Analysis so identifying the market will be relatively easy though justification
for continuing with this market is required. For new markets a more detailed
discussion is needed. This section also includes the sales forecast which is
2
the driving force for all financial forecasts. Depending on the depth of detail
sought in the marketing plan, it may be a good idea to include likelihood
scenarios, such as best case, worst case, and probable case, when
developing the sales forecast.

• Target market description:


o Brief summary of current target market
o Identify planned changes:
 Summarize changes:
 Describe using profile (e.g., demographic,
psychographic, behavioral, etc. )
 Describe how it will be accomplished
 Justify planned changes:
 Due to results
 Due to research
 Due to competition
 Others
 Describe target market tactics:
 Objectives
 Methods used change target market
 Profile the target marketing
• Product positioning:
o Brief summary of product postition
 How does target market view product in relation to
competitor’s products?
o Identify planned changes:
 Summarize changes in product positioning
 Justify planned changes:
 Due to results
 Due to research
 Due to competition
 Others
o Describe tactics to carryout changes
 Objectives
 e.g. what is desired position?
 Methods used to change position
• Sales forecast for each product:
o Brief summary of current sales
o Identify changes
 Summarize changes in forecast
 Justify forecast
o Describe forecast
 Objectives
 Methods used to carry out
 Numerical estimates
 Categories:
2
 Total
 By segment(s)
 By distribution channel
 Others
 consider likelihood scenario analysis

MARKET DISTRIBUTION

Sarita has been concentrating on four main types of markets:

1. Emerging Market: Like Bangladesh & India, where there is low per
capita income but are a good potential for investment because of their
large size.
2. Leading Market: Markets where it is leading, maintenance and
consolidation of position are the key issues.
3. Critical Mass-Market: Where Sarita has maintained & defined its
position against competition.
4. Low Share Market: Markets where Sarita has a low share.

The Marketing Plan is a highly detailed, heavily researched and,


hopefully, well written report that many inside and possibly outside the
organization will evaluate. It is an essential document for both large
corporate marketing departments and for startup companies. Essentially the
Marketing Plan:

•forces the marketing personnel to look internally in order to fully


understand the results of past marketing decisions.
•forces the marketing personnel to look externally in order to fully
understand the market in which they operate.
• sets future goals and provides direction for future marketing efforts
that everyone within the organization should understand and support.
• is a key component in obtaining funding to pursue new initiatives.

The Marketing Plan is generally undertaken for one of the following reasons:

1. Needed as part of the yearly planning process within the marketing


functional area.
2
2. Needed for a specialized strategy to introduce something new, such as
new product planning, entering new markets, or trying a new strategy to
fix an existing problem.
3. Is a component within an overall business plan, such as a new business
proposal to the financial community.

There are many ways to develop and format a marketing plan. The approach
taken here is to present a 6-Part plan that includes:

1. Purpose and Mission


2. Situational Analysis
3. Marketing Strategy and Objectives
4. Tactical Programs
5. Budgets, Performance Analysis and Implementation
6. Additional Consideration

This plan is aimed at individual products and product lines, however, it can
be adapted fairly easily for use in planning one or more strategic business
units (SBU). The page length suggested for each section represents a single-
spaced typed format for a plan focused on a single product. Obviously for
multi-product plans lengths will be somewhat longer.

It is assumed that anyone developing a Marketing Plan possesses a working


understanding of marketing principles.

1. PRODUCT

A Product is "a symbol, design, name, or combination of these that identifies


a seller's output and distinguishes it from the competition" (McColl-Kennedy
and Kiel 2000, p. 293). Although Sarita has essentially the same brand
features as the Company, other products in the product mix have their own
individual branding.

In order to launch its new short-cycle products (and new individual brands) in
restricted time periods. Booz-Allen and Hamilton (1982) outline seven key
steps in the new product development process, including:
2
1. New product strategy;
2. Exploration (idea generation);
3. Screening;
4. Business analysis;
5. Development;
6. Test marketing; and
7. Commercialisation.

2. PROMOTIONS

In the specific, sales promotion methods are those sales activities that
supplement both - personal selling and advertising and co-ordinate them and
help to make them effective such as display, shows and exposition and
demonstrations and other recurrent selling efforts not in ordinary route.

Promotions describe the decisions related to how the product will be


promoted. In general, promotion consists of four major areas – advertising,
sales promotion, public relations and personal selling – though not all may be
used. Timetables for promotion are important since certain types of
promotions (e.g., magazine ads, trade shows) require long lead times. Most
information in this section can be shown in tables and graphs. Each of the
four promotion areas is separated out, however, some planners find it easier
to combine the areas., The promotional areas could be combined within
special promotion programs, such as Holiday Promotion Program, Summer
Promotion Program, etc. Brief summary of current promotional decisions for
users and distributors in terms of:

o General description for four promotional areas:


 advertising
 sales promotion
 personal selling
 public relations

PROMOTIONAL STRATEGIES
2
A promotional strategy is an important element of marketing strategy. A key
ingredient in marketing campaigns consists of a diverse collection of
incentive tools, mostly short term, designed to stimulate quicker or greater

purchase of particular products or services by consumers or trade.

Cooperate objective

Marketing objective Marketing strategy Promotion

Productio Advertising
n Pricing Sales
Distributi promotion
on Personal
Selling

Customers

Sales

Growing significance of promotion:

Sales promotion tools are used by most organization, including


manufactures, distribution, retailers, trade associates and non-profit
institution.

Today in many consumers packaged goods company’s sales promotion


accounts for 75 % or more of all marketing expenditure. Sales promotion 12
% annually, compared with advertising increase of only 7.7 %. Sales
promotion is basically in three forms:

Consumer promotion: They are targeted towards final buyers.


2
Trade promotion: They are targeted towards retailers and wholesalers.

Sale force promotion: They are targeted towards the numbers of sales
force.

Basically sales promotion should be consumer relationship building.

Objective of sales promotion:

1. To stimulate the demand by popularizing the product.

2. To face competition effectively.

3. To keep the memory of the product alive in the minds of the


consumers.

4. To supplement personal selling and advertising.

5. To establish and maintain communication with large market segment.

6. To induce middleman wholesalers and retailers to purchase goods in


large quantity by offering more facilities, higher trade and cash
discounts, free gifts bonus etc.

7. To arrest seasonal decline in sales.

8. To assist salesman in increasing sales, achieving sales targets and


salesman’s activities to problem sales.

9. To attract customers.

10. To help in introducing new products in the market.

11. To introduce such sales promotion methods as to adopt


aggressive selling and thereby increase sales.

12. To stimulate market research.


2
Methods of promotion

Various of sales promotion are being adopted by modern entrepreneurs now


days.

1. Consumer sales promotion method:

Consumer sales promotion methods are those methods which are


directed at consumers to induce them to buy the company’s product
they are some consumer sales promotion devices.

• Free trails

• Samples

• Premium

• Bonus stamps

• Cash refund offer

2. Trade sale force promotion method:

Trade sales promotion is an incentive given to middle man to buy


goods in large quaint form the producer or manufacturer.

The main sales promotion method are such as:

• Discount

• Display and advertising allowance

• Buy-back allowances

• Store demonstration
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• Free goods

• Free tours etc.

3. Sales force promotion method:

Sales promotion methods are those methods which are intended to


motivate the sales force to increase sales. These methods support a
sales man to perform his job more effectively and sincerely.

• Bonus to sales force

• Sales force contests

• Sales meeting convention and conferences

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CHAPTER 8: FINDINGS
► INTRODUCTION

► AIMS AND OBJECTIVES

► MARKETING STRATGIES

► METHODOLOGY

► OVER ALL FINDINGS OF NORTH BELT

► VARIOUS BRANDS OF SARITA BEING USED BY


THE TEXTILE

IN NORTH BELT
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FINDINGS

INTRODUCTION

The project was mainly based on the marketing of the textile items with reference
to M/s. Sarita Textiles Pvt. Ltd.

Textile Manufacturers are those who manufacture textile items in bulk in their units
(factories) and supply these to the retail outlets or shops or Agents. Textile
Manufacturers mainly makes yarn, thread, grey, cloth, dyed under a certain brand
name; it also includes raw material and finished goods both.

As the Textile manufacturers produces goods in huge quantities which in turn


means that the company has a good chance of doing business with them. Textile
units are regarded as one of the most powerful customers as well as prospective
customers that can be used to enhance the sale of the firm. As a result of these
prospects being seen by the company in these textile units, I was assigned the job
of marketing the textile items. My course area was mainly north belt (i.e. north,
west, east). During the project my main aim was to determine the prospect and
acceptability of Sarita’s product within the Textile industries.

my project was to profile the “Marketing of textile items with reference to


M/s Sarita Textile Pvt Ltd.” for the company. These manufacturers are
similar like all other units but there are some differences like - other works only
on the basis of orders given to them by their customers whereas Sarita starts
anayalizing manufacturers produce garments under a certain brand and that to
on the basis of demand. On this project I had to give a complete detail about
the readymade garment manufacturers like:-

1) The number of manufacturers, where are they located, types of


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garments they make?

2) What is the prospect of Sarita’s product in the textile industry?

3) What are the Sarita’s product and non-Sarita product they use?

4) Converting the non-Sarita loyal users into loyal users?

5) Their suggestions (If any) etc.

AIMS AND OBJECTIVES

• To find the exact number of heavy profit giving textile market in north belt
• To know what are the different types of textile items these units
manufacture.
• To know what are the different brands of textile generally in use and get a
good response and repeat purchase by customer.
• To know what are the non-Sarita Brands these Textile units use.
• To know the dealers from whom these Textile units purchase their raw-
materials.
• To find out the reason behind the difference in the price being charged for
the Sarita product by the dealers.
• To make an estimate of per day production in gujarat
• To create a demand for Sarita product in these Textile units.
• To know the reason, as to why these Textile units are using non-Sarita
brands.
• To study the satisfaction level of the Sarita users and non-Sarita users.
• To enquire whether there is complain of Sarita product.
• To study the seasonal variation in the sales of sewing products.
• To know how a Scheme is made.
• To know how targets are set for the Salesman.

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METHODOLOGY
I. SECTOR & PLAYERS:

A. SECTOR – Sarita Textiles Pvt. Ltd.

B. PLAYERS –

• Vardhaman Threads
• American & Efird
• WuxiXin Shenyuan Threads
• Local Unregistered Brands

II. SOURCES OF DATA:

For collecting necessary data two sources have been used. They are

primary data & secondary data.

A. Primary Data:

Face to face discussion with the Area Sales Manager, Territory Sales In-
charge, Owners of Factories and the employees of Sarita textiles pvt. Ltd.

B. Secondary Data:

1. Various Reports of the above mentioned companies

2. Sales Report of the company.


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OVER ALL FINDINGS OF NORTH BELT MARKET

1) DIFFERENT TYPES OF GARMENTS BEING MADE BY TEXTILE


UNITS:

(A) GUJARAT

TEXTILE Shirts Trousers Salwars Petticoat Blouses Others


s

Number 22 12 1 1 1 16
of Units

Percenta 71% 39% 8% 8% 8% 52%


ge

Others Include: Uniforms of Schools, College, Security Agencies, Petrol

Pump Depot etc.

ANALYSIS:
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From the above representation, it can be said that in Gujarat most of the Textile
units are involved in making shirts (72%) and School Uniforms (52%). This means
that there is a great prospect in this area. Although, almost all the Textile units are
using Sarita thread but still a few of them are using non-Sarita threads, only
because of the reason that sometime they don’t get the required shades. It is upon
the company to provide those shades which are in demand but still it has not got
any place in the company’s shade cards. As per as the Sarita Interlinings are
concerned, these are not at all in demand apart from a very few Textile units in
Gujarat. This is because of the reason that these Textile units are not at all quality
conscious which can be clearly understood when they purchase low quality as well
as cheaper Interlinings of competitive brands. But effort must be taken to introduce
as well as to create a demand of the company’s Interlinings in these Textile units
with the help of various promotional tools like Group Canvassing, Textile
manufacturers’ meet etc

(B) RAJASTHAN

TEXTILE Shirts Trousers Salwars Petticoats Blouses Others

Number of
Units
9 0 0 0 0 0

Percentag 100% 0% 0% 0% 0% 0%
e

Others Include: Uniforms of Schools, College, Security Agencies, Petrol

Pump Depot etc.

ANALYSIS:
2
From the above graphical representation, it can be said that at RAJASTHAN almost
all the TEXTILE units are involved in making shirts (100%). This means that there is
a great prospect in this area. It has been seen that almost all of the Textile units
are very much satisfied with Spade Poly but still they use non-Sarita thread. This is
only because of variety in the range of shades. The company must always try to
make some indent shades depending on the demand for the products. On the other
hand, Sarita Interlinings are not at all in demand in the Textile units at Rajasthan.
This is because of the reason that these Textile units are not at all quality conscious
which can be clearly understood, when they purchase low quality as well as cheaper
Interlinings of competitive brands. But effort must be taken to introduce as well as
to create a demand of the company’s Interlinings in these Textile units with the help
of various promotional tools like Group Canvassing, Textile manufacturers’ meet
etc. and the company must try to give some cost benefit to these RMG units in the
form of discounts, schemes etc.

(C) DELHI:

Textile Shirts Trousers Salwars Petticoat Blouses Others


s

Number
of Units
7 2 3 2 2 8

Percenta 41% 12% 18% 12% 12% 4%


ge

Others Include: Uniforms of Schools, College, Security Agencies, Petrol

Pump Depot etc.


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ANALYSIS:

From the above representation, it can be said that in delhi most of the textile units
are involved in making shirts (41%) and School Uniforms (47%). This means that
there is a great amount of prospect in this area. It has been seen that not even a
single Textile unit here is using non-Sarita products. At Delhi, 15 Textile units are
using Ameto out of which 9 Textile units are also using Moon. So, the company
must target these 9 Textile units and try to make them switch to Ameto completely.
As per as the Sarita Interlinings are concerned, there are only 6 Textile units which
are using Coats Interlinings which is quite better than any other places like above
concerned. It can also be suggested that as 15 Textile units are using sarita high
priced threads, Ameto, it can be expected that, if not 17, atleast15 of them are
capable of using Sarita’ Interlinings which comes at higher price as compared to
that of its competitive brands. This can only be possible with proper marketing of
goods and also with the help of various promotional tools like Group Canvassing,
Textile manufacturers’ meet etc

(2) VARIOUS BRANDS OF SARITA BEING USED BY THE TEXTILE UNITS


IN NORTH BELT :

(A) Threads

SARITA Spade Poly Moon Ameto

Brands

(Threads)

Percentage

of Consumption 42.22% 40% 30%

ANALYSIS

From the l representation, it is clear that Saritas’ product are used by the Textile
units but still Sarita has to go a long to to capture these market completely. It has
been seen that most of the Textile units are involved in making shirts, which shows
that it can target those Textile units with its shirt specialist threads like Spade Poly
or Ameto. It is better to target the small Textile with Spade Poly because they will
not use high priced thread like Ameto because of less profit margin. During winter
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season some of them make suits which means that they can be targeted to use
Ameto, Suit specialist. But, in Barpeta the scenario is a little bit different. It has
been seen that majority of the Textile use low priced as well as low quality thread
thread of the competitive brand. In this case, the company has no other option but
to reduce the price of their product or else they will have to make a similar kind of
threads for this market.

(B) YARNS:

SARITA TLR MCL

Brands

(Yarns)

Percentage

of Consumption 36.36% 18.88%

ANALYSIS

From the representation, it can be said that textile units only use either TLR or MCL.
But Sarita has also got other various brands of Yarns like MIG and GUN. Even
though there are few number of textile units that manufactures Trousers but still it
can be used in the throusers as well as in the school uniforms which requires a huge
amount of yarns. Generally, it has been seen that textile units uses cheaper range
of yarns where Saritas’ MIG yarns can very well fit in. The only thing that the
company must remember is that there must be good promotion of yarn like Group
Canvassing, textile manufacturer’s meet.
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CHAPTER 9: SUGGESTIONS

1. It is seen that SARITA’S main competitor in this field are the local brands,
generally manufactured by the dealers dealing in such goods. These
products are available at a very low price. This can be avoided by making
the consumers aware of the various product range of Sarita. settle their
business on cash basis only.

2. Sarita is the market leader of sewing threads but it has not been possible for
the company to explore all the Textile markets in Gujarat. This is only
because of the reason that most of the Textile in Gujarat are small and also
they are not all quality conscious. For this it is very necessary for the
company to make these manufacturers quality conscious.

3. Moon threads must be made available in the range of 90-100 metre


(presently comes in 135 metre) because the ideal length to make a shirt is
90-100 metre which will also reduce the wastage of leftovers.

4. Ameto threads must be made available in the range of 90-100 metre or 180
metre (presently comes in 150 metre) because the ideal length to make a
shirt is 90-100 metre which will reduce the wastage of threads.

5. 10,000 metre Cone must be produced in colour shades because it has been
seen that it has got a huge demand in the Vests and Brief industry.
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6. Like, Textile manufacturers’ meet must also be conducted from time to time
in order to make them aware of the company’s products, make them quality
conscious and in this way the company will also be able to serve the
customers in a better way.

7. The company must also try to target the Fashion and Textile institutes
because they require a huge amount of sewing products and if the company
can tap this market then it will help the company to increase its sales to a
huge extent.

8. As per as the Anchor Stitch Kits are concerned, it has been seen that the
schools are not much interested in introducing it because nowadays the
students don’t show much interest in stitching. But it has been seen that
some of the schools are there, which have stitching as co-curricular activity.
So it would be advisable to target these schools first.

9. Some of the other companies are conducting various workshops in certain


schools. These companies provide the students with material as well as an
instructor to guide the students. So the company must try out some
promotional tools like Summer Camps, Workshops etc. to create a demand
for the product within the schools.

“SWOT” ANALYSIS ACCORDING EXPERIENCE

Strengths

 High quality and safe products at affordable prices.

 Strong and well differentiated brands with leading market shares.

 Strong equity with consumers as a Company with “high quality” brands.

 Ongoing product innovation and renovation, to convert consumer insights.


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 Well diversified product portfolio.

 Efficient supply chain.

 Distribution structure that allows wide reach and coverage in the target
markets.

 Capable and committed human resources.

 Integrated and advanced Information Systems .

Weakness:

 Unable to provide goods at a lower price like its competitors.

 Complex supply chain configuration.

 Sometime it cannot meet the demand of the customers in respect of colours


of the threads.

Opportunities:

 Potential for expansion in the smaller towns and other geographies.

 Development of modern retail formats.

 Potential for growth through increased penetration.

 Growing per capita income.

Threats:

 Competitive environment with diverse players.


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 People attraction and retention.

 Rising prices of commodities and fuels.

 Change in fiscal benefits/ laws.

CHAPTER 10: MY EXPERIENCE AND LEARNINGS

MY EXPERIENCE WITH SARITA TEXTILES PVT. LTD.

These two months with Sarita Textiles Pvt. Ltd., Surat (Gujarat). are unforgettable for
me. The experience, which I got during these days, was tremendous. I have made good
relation with so many people in frontline division, where I did my project and also in
other divisions too. I found everybody within the company very nice, helpful and co-
operative. Really, the experience I have got from my project will be very helpful to
enrich and nourish my career in the near future.

MY LEARNINGS FROM THE PROJECT

It was great opportunity for me to do my Summer Training from Sarita Textiles Pvt. Ltd.
Some of the things which I learnt from my Summer Training are as follows:-

EFFECTIVE SELLING:

 To plan for the discussion.


 To present the thoughts in correct logical order.
 To put technical content in the presentation.
 To punch the key benefits in terms of consumer motivation.
 To perceive the role quickly those are supposed to play in “every situation”
during the interaction.
 To play upon the customers’ ego, but in a subtle intelligent manner.
 To probe deeply to gain more insight into the customers’ mind.
 To prepare for positive results.
 To plant the brand name by creative use of the samples - technical and
promotional material.
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CUSTOMER RELATIONSHIP:

 Be friendly and accessible


 Attend customer calls
 Show personal warmth and empathy
 Be well organized and resourceful
 Be punctual on appointments
 Listen to customers – it helps in discovering his known and unknown
requirements.
 Understand -

1) Customer type

2) Product type & value

3) Buying segment

4) Accounting systems

 Solve the customer problems on priority and revert to customers with replies,
even it is negative.
 Listen to objections and complaints
 Stay cool and dispassionate even when a customer criticizes
 Attentively listening to the customer
 Appreciating customer needs & expectations
 Response to customer queries
 Response to customer complaints
 Accommodating to change in customer behavior
 Understanding the customer’s perspective
 Do a after sale service

Marketing is a very crucial activity in every business organization. Every product and
service produced within an industry needs to be marketed. Despite various difficulties
and limitations faced during my summer training project, I have tried my level best to
find out the most relevant information for the organization to complete the assignment
that was given to me. After completion of my summer training project I have gained
several experiences in the field of sales and marketing.

Theoretical knowledge of a person remains dormant until it is used and tested in the
practical life. The training has given to me the chance to apply my theoretical
knowledge that I have acquired in my classroom to the real business world. It gave me
enough knowledge about the market and the distribution process undertaken by an
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organization. This summer training project has enhanced my capability to manage
business effectively in my near future.

WORD OF THANKS

This project report is a result of endless effort & immense degree of toil by
many great minds. It was pleasure to work in M/s Sarita Textiles Pvt. Ltd.

I would like to thank all those people who graciously helped me by sharing
their valuable time, experience & knowledge. I would like to express
heartiest thanks to my guide Mr. Akhil Maheshwari (Distribution
Manager) in M/s Sarita Textiles Pvt. Ltd., Surat for his constructive
guidance, constant encouragement and proper criticism with affection.

I thanks to the entire team of M/s Sarita Textiles Pvt. Ltd. who influenced me
to work positively at each and every step by giving their precious time to
discuss and to provide relevant information and providing me co-operation
and cordial environment for making me comfortable during my stay in
company. I would like to dedicate this work to my revered institute Ishan
Institute of Management and Technology, Greater Noida where I am
getting the shape of future business manager.

I express my sincere gratitude to honorable Dr. D.K. GARG (Chairman),


Ishan Institute of Management and Technology, Greater Noida for the
support and guidance on the ground of which I have acquired a new field of
knowledge.

Towards the end I would like to thank all those who have directly or indirectly
helped me to complete this project successfully.

I would also like to thank all the readers who would study this project.
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Vikas Heda

Ishan Institute of Management & Technology, Greater Noida

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