All traders desirous of dealing in agri-products are required to obtain APMC licence from the Agriculture Promotion and Marketing Corporation, which in the state is currently under the control of AIFB.

Despite reconciliation between ruling partners to renew the licence, which came about after CM Buddhadeb Bhattacharji directed the local District Megistrate to issue the licence to the retailer bypassing the corporation’s authority, AIFB began to insist on attaching commercially unrealistic conditions to the licence.

One of the most contentious conditions insisted upon by the Bloc was to insist on a minimum sales amount of Rs 5,000 per item. CPI-M, however, was opposed to putting any such stiff condition.

The final settlement happily was arrived at the the figure of a minimum amount of Rs 1,000 per invoice (and importantly not per item).

Another condition attached to the renewed APMC licence stipulates sale of agri-commodities to only those customers who hold “a trade licence, an RMC (Regulated Market Committee) licence, or any other business licence issued by an appropriate authority.” Metro should have no problem in accepting such a stipulation as it bars individuals from buying products from its stores.

Settlement of this long pending dispute has come as a welcome relief to the Chief Minister who is still licking wounds of Tatas’ recent exit from Singur to Sanand (Gujarat) for their Nano car project.

It is interesting to recall that Germany’s counseller in Kolkata had threatened to pull off from all potential investments from West Bengal, if Metro’s licence was not renewed.

While, expressing his satisfaction, Frits van Peski, Executive Director of Metro, hoped to launch the new store in Kolkata within a couple of months. Metro is currently operating four cash and carry stores in Bangalore (2), Hyderabad (1), and Mumbai (1).

Kasliwals through demerger were looking at increasing their focus on retail besides unlocking the value of the emerging retail business which has a high potential for growth.

The dermerger, as per a DNA Money report, is being opposed by Alok Kumar Kasliwal (half brother of its Chairman Shambhu Kumar Kasliwal) as his faction’s share in the demerged business will become lower than than as at present, thus, robbing of his current status of minority shareholder in the non-demerged company.

Aspi Bhesania, of Aspi Bhesania and Co, a cost accountancy firm has also echoed similar sentiments as according to him the promoter group is actually trying to increase its control over the new company through the demerger. This according to him is being done at the cost of the interests of shareholders.

In the proposed scheme of demerger, every shareholder will get one share of Brandhouse Retail foer every five shares of SKNL held. Post demerger, promoter’s stake will go up from 44.50% (in SKNL) to 56.87% in the new company.

While, IBREL recently split from Indiabulls Finance, a Delhi-based stock broking and management firm, Indiabulls Wholesale Services was formed to conduct the group’s foray into retail. Only a few days back, IBREL had announced setting up 30 big-box, wholesale (hypermarket) stores in the next three years at an investment of Rs. 1,500 crore. These stores will be set up in central business districts CBDs) of tier II cities, across the country. These stores catering to bulk retail consumers (unlike cash and carry retail stores like Metro AG which cater to bulk commercial customers) will be based on Costco’s (US) business model.

This purchase would catapult Indibulls into all formats (wholesale/ large lifestyle/ convenience grocery) of retail.

After selling Crossroads Mall in 2005 to Future group’s Kishore Biyani, Pyramid was always in the news about imminent sale of its retail chains. Though denied several times by Nandan Piramal, VCMD of Pyramyd, Aditya Birla group’s name used to always crop up as the likely buyer.

Indiabulls has bought entire 63.9% equity stake of Piramals for Rs. 40 crore. Indiabulls will also pay Rs. 121 crore to Pyramid to repay debts. Indiabulls will make an offer to acquire additional 20% of equity at Rs. 74.73 per share, a discount of 28% on Friday’s closing price of Rs. 105. Pyramid Retail, which was listed in 2005 after an IPO, carries accumulated losses of Rs 55.28 crore in its books. During FY 2006-07, it incurred net loss of Rs 47.81 crore on gross sales of Rs 162.01 crore.

Gross Margin of the company for the quarter, however, increased by a healthy 37% to Rs. 79.21 crore as compared to Rs. 57.98 crore last year. Operating profit (profit before interest, depreciation and tax) for the quarter was higher by 6% to Rs 13.86 crore from Rs. 13.07 crore in the same period last year.

“The coming year will see us expanding our presence through our various formats. Our EBIDTA has seen a six per cent increase and shrinkage has been maintained below 0.5 per cent levels,” said B.S. Nagesh, Customer Care Associate and Managing Director.

Shoppers’ Stop has a strong customer loyalty programme called “First Citizen.” As of June 30, 2007, over 837,000 members, contributed two-thirds of the company’s Q1 turnover. The company as at end of June, 2007 had 3426 customer care associates (employees).

“We have seen not only a very healthy increase in the top-line but have also seen growth in GMROF and GMROI . EBIDTA has seen a 6% increase and shrinkage has been maintained below 0.5% levels, which is lower than the international benchmark,” said Govind Shrikhande, Customer Care Associate & CEO while commenting on the results.

Shoppers’ Stop has subscribed to 51% stake in Gateway Multichannel, a home and general merchandising retailer, which is engaged in retailing of home and general merchandise through various channels and has the franchise for operating under Hypercity Argos brand, retailing through catalogue and internet.

Domestic supermarket chains in Vietnam, which is third fastest growing retail markets in the world after China and India, are accelerating pace to open new stores, ahead of opening of the sector for foreign retailers, in 2009. Vietnam will allow FDI in retail in 2009 pursuant to the commitments made to WTO, reports Vietnam Economic Times.

Experts estimate supermarkets in Vietnam to garner up to 20% in retail share by 2010. Viet Nam is expected to experience rapid changes between 2007 and 2011, making it one of the seven most profitable retail markets in the world, predicts a research reports. Recent surveys indicate plenty of room for growth in the retail sector.

“The boom in new supermarkets in major cities and provinces reflected a race against time to grab market share before the Government allowed foreign-invested enterprises to open supermarkets and increase competition in goods distribution and retail, said Dong Hung, Deputy Director Ngo Van Hai.

With foreign investors already knocking on the doors, domestic retailers are worried about the shortage of viable store sites in urban areas that are suitable for developing supermarkets and shopping centres as they may find it difficult to match their MNC counterparts in terms of price, size, or rent

Land lease rents for prime building sites, over the next three years, are predicted to increase more than two-fold.

Founded in 1960, the €94 billion, Carrefour, is the world’s second biggest and Europe’s biggest retailer. Apart operating in France, the retail chain operates a total of about 7,000 outlets across the world. Carrefour in French incidentally means “crossroad.”

Carrefour had filed the application for restraining the use of its name in the Madras High Court against the Chennai-based Carrefour House of Interiors and its owners. The Honourable court ruled that the applicant would suffer irreparable injury if injunction was refused.

The respondents pleaded that the applicant was not entitled to prevent them from using the brand name, which they were using from the year 2000, and their use of the trademark was an ‘honest adoption’ of the name. They had applied for the registration of the name in respect of furniture items in 2001 and that no one had opposed their application for registration.

However, Carrefour rebutted the argument saying that use of Carrefour name could not be considered as ‘honest adoption’ as it had secured registration of ‘CARREFOUR’ trade mark way back in 1995.

While, announcing the Q1:FY2008 results it also unveiled roadmap for its foray into retail business.

According to company officials, Dabur will make an investment of Rs. 140 crore in the retail venture and this amount would be spent over a period of the next three years.

Although, retail venture will begin taking shape in the first quarter of calendar 2008, the major thrust will begin only during FY 2008-09 only.

According to reports, while it will initially set up 350 stores, the number in three years will eventually grow up to 1,000 stores.

Being a highly potential business, the airport duty free retailing is drawing interest of many local and foreign players. Since, this business calls for technology and sourcing network, most aspirants have tied up with MNC players. Notable among the major tie-ups in this space are Alpha with Pantaloon, Nuance with Shoppers’ Stop,  Aer Rienta with Flamingo and Aldeasa with ITDC.

Apart from the duty free stores already under operations, Flemingo has also obtained licences to operate duty-free shops at Chennai, Visakhapatnam, Haldia, Goa and Mumbai seaports.

Flemingo has associated with the Switzerland-based Kraft Foods to offer Toblerone, Milk chocolate brands, Maxwell House instant coffee and Tang powdered soft drinks at preferential rates to customers visiting their shops in India.

The duty-free shopping at Indian airports is still a new concept. According to Mr Atul Ahuja, Director, who had spoken earlier to the Hindu Business Line, the average spend in duty-free shops internationally is about $14 per person while in India, it is among the lowest at $2 per person. Customers in India, according to him, require education on the advantages of duty free shopping.

While 70% of the revenue at international airports outside India, for comes from non-aeronautical services, in India, it is just 25%, added.

Retailing at airports in terms of space, ambiance and environment, according to him, was still evolving.

Founded in 1964 in Germany, the € 55.7 billion, third largest trading and retailing group in the world, employing over 2,50,000 persons, operates 544 Metro C&C and Makro C&C stores across 30 countries in the world. In India, it offers a range of over 18,000 food and non-food articles at wholesale prices to registered Hotels, Restaurants, Caterers, Food and Non-food Traders, Institutional buyers and professionals, through a network of stores located at Bangalore, Kolkata, Mumbai and Hyderabad.

Apart from wholesale retailing, Metro is also engaged in sorting and packaging operations as well as imparting of training to farmers.The chief minister of Haryana Bhupinder Singh Hooda wants the company to invest in fisheries and hatcheries as Haryana is the second largest producer of inland fish in India. Hooda suggested this, ehen O.E. Birr, Metro’s Vice President, International Affairs, recently called on him.

Metro is already imparting training to the farmers in AP and Karnataka. It is also training the fisherman on fish farming in Tamil Nadu and in Maharashtra.

“The threats were made against the stores rather than individuals,” said Sarah Ryle, a Tesco spokesperson. She, however, declined to offer further information on the subject. Eye witnesses, though, claim of being told about a bomb scare.

The Police have been on the heightened alert since failed bombing attempt by the terrorists in London and forced entry of boms laden vehicle inside the Glasgow airport.

Criminal investigations are in progress to find reasons for the threat that forced the evacuation of lakhs of weekend shoppers in its 14 stores.

Speculations are rife about the reasons for the series threats, which range from extremism to the handiwork of animal rights activists, who are said to be rattled against Tesco, as it was selling live turtles in its shops in China. They had even called for action on Saturday against the retailer.

Although, the Police has discounted any links with the terrorists, the company has urged the public to remain calm and vigilant.

“Inquiries to identify those involved in a series of threats to 14 Tesco stores continue as affected stores have returned to business as normal. Each of the stores involved has been searched and given the all-clear and the company continues to work closely with the Constabulary,” said a Tesco spokesperson.

“Stores were expecting to be trading as normal,” added the spokesperson.

Starbucks preferred to shut the doors of its 20 square meter shop on the grounds of the 587 years old Imperial Palace, rather than agree to the proposal of Forbidden City’s managers to operate the shop under the palace’s brand name and to also sell coffee of other brands in the store. Earlier, shortly after opening the shop, Starbucks had agreed to lower its profile by removing its exterior signage.

“There were several choices, one of which was to continue, but it would not carry the Starbucks name any more,” said Eden Woon, Starbucks’ vice president for Greater China. “We decided at the end that it is not our custom worldwide to have stores that have any other name, so therefore we decided the choice would be to leave.”

This is reflective of sensitivity of the Chinese about their cultural symbols and discomfort over inroads being made by the symbols of capitalist culture.

Starbucks had opened the coffee shop in the grounds of the ancient palace of the Ming and Qing emperors – one of China’s most important cultural heritage sites, seven years ago. Today, Starbucks, which entered China in 1999, has 250 shops in mainland, and considers the country to be its biggest growth market.
A popular television presenter of China Central Television’s English-language channel, Rui Chenggang, through a blogging campaign, was clamoring for the closure of the Starbucks shop, saying it trampled on Chinese culture. His appeal found an echo in the Chinese parliament, which also asked for closure of the shop.

DLF is currently developing a 3.20 lakh sq.ft. luxury mall at Vasant Kunj in New Delhi to be called Emporio DLF, slated to open early next year. Apart from providing world class shopping ambiance, this Mohit Gujaral designed mall will offer fine dining restaurants, a spa, a salon, and a member’s club. DLF is also developing similar malls in Mumbai, Hyderabad and Chennai and has roped in the services of the US-based architect firm Jerde, which has the experience of constructing the Mall of Minneapolis and the Edminton Mall in the US.

According to TV18 sources, Georgio Armani DLF may be seeking a tie up with DLF to offer its world renowned iconic lines of luxury clothes and fashion accessories to growing base of customers in India. Armani is said to be keen on this association as in the past it has also unsuccessfully tried to enter the Indian market through tie ups with Reliance Retail and Aditya Birla Retail. DLF’s experience of developing properties could also prove to be an asset for Georgio Armani SpA, as it is also looking at setting up luxury hotels.

“It is a grand finale of a different kind for Georgio Armani,” said Kajal Aijaz, CEO, Emporio DLF, when quizzed on the subject. She, however, ruled out the possibility of a joint venture. It is, however, pertinent that DLF is also mulling over entering the luxury segment not merely as a developer but also as a retailer. It is said to be also in talks with other well known luxury brands, including Ralph Lauren of the USA.

Founded in 1975 by Giorgio Armani and Sergio Galeotti, Georgio Armani SpA, is an Italian fashion company which designs, manufactures and markets products in several categories including fashion accessories, apparel, cosmetics, fragrances, home interiors, jewelry, eyewear and watches. Its sales of €1.5 billion come from products under several luxury labels including Giorgio Armani, Armani Collezioni, Emporio Armani, Armani Jeans, Armani Junior, Armani Exchange A|X, and Armani Casa.Employing about 4,700 persons, Armani has about 400 retail stores across 46 countries of the world. The company also operates a range of cafes worldwide, in addition to a bar, restaurant and nightclub.

Fortis is looking at a combination of company owned and franchisee stores. It would even like to promote the idea of setting up its stores inside multi-product malls.

Promoters of the Ranbaxy group, the family of Bhai Parvinder Singh, have committed an investment of Rs. 800 crores for the project. The company would consider raising resources from public, once it achieves the critical mass of 500 stores. This may happen within three or four years.

Fortis Healthworld chain is different from traditional chemist shops as besided stocking medicines, it also offers a complete range of heathcare products including holistic medicines. Round the clock, round the year (24×7) operations with home delivery of ordered goods on 24×7 basis, sets it apart from other pharmacies. Fortis also has arrangements to fix appointments with its group hospitals. It offers free check-up of blood sugar, bp, and weight of its customers as a part of its social responsibility.

Organised retailing is new to pharma sector and currently there are few chains that are operating on a regional basis, although most of them have pan-India expansion plans. Notable among other organised players are Apollo Pharmacy, Medicine Shoppee, Subhiksha, Dial for Health, Lifeken, Guardian, 98.4, and Planet Health. Reliance Retail, which according to media reports, is looking at acquiring India’s biggest formulations seller Cipla, is all set to roll out its pharmacy stores within the next couple of months. Even existing chemists, numbering around six lakhs, have begun forming companies to meet the threat posed by the big  retailers. Apart from sourcing their requirements directly from manufacturers, these chemists will maintain uniform standards for quality and customer services. Chemists from Maharashtra, Kerala and Gujarat have taken the lead in this regard.

What is at stake? Well, the business of about Rs.30,000 crore, excluding hospital sales of about Rs. 18,000 crore, that are growing at around 15% per annum.

Max Mara is one of Italy’s largest fashion firms, with about 1,800 stores worldwide under the Max Mara (luxe) and Max & Co. (youthful, trendy) names. It competes with such illustrious premium fashion brands as Armani, Dior, Prada, and Gucci.

Max Mara, also known as the House of Max Mara, will be introduced in the country under the label of Max Mara by Kimaya, reports Business Standard. Max Mara fashion products to be initially made available through Kimaya stores, will later on be available through exclusive Max Mara boutiques.

Max Mara with about 20 fashion labels under its name is best-known for a number of lines produced under the labels of Sportmax, Weekend (lower priced with less expensive fabrics), I Blues (separates), Penny Black and Marella (lower priced), Pianoforte (evening clothes), Max and Co, and Marina Rinaldi (for larger sized women).

Max Mara was one of the first ready-to-wear companies in the world, because post fifties most people either made their own clothes or had them made up by tailors. Brevity of design has always been Max Mara’s signature. Max Mara is the epitome of Italian fashion, good quality and cut, in classic styles.