JS Textile 1.

Industry Analysis
The Textile Industry occupies a vital place in the Indian economy and contributes substantially to its exports earnings. Textiles exports represent nearly 30 per cent of the country's total exports. It has a high weight age of over 20 per cent in the National production. It provides direct employment to over 15 million persons in the mill, power loom and handloom sectors. India is the worlds second largest producer of textiles after China. It is the worlds third largest producer of cotton-after China and the USA-and the second largest cotton consumer after China. The textile industry in India is one of the oldest manufacturing sectors in the country and is currently its largest1. The Textile industry occupies an important place in the Economy of the country because of its contribution to the industrial output, employment generation and foreign exchange earnings. The textile industry encompasses a range of industrial units, which use a wide variety of natural and synthetic fibres to produce fabrics. The textile industry can be broadly classified into two categories, the organized mill sector and the unorganized mill sector. Considering the significance and contribution of textile sector in national economy, initiative and efforts are being made to take urgent and adequate steps to attract investment and encourage wide spread development and growth in this sector.

Problem Identification:
JS textile is only for unique people What do you mean by unique people? Many people have the problem in way they dress as many be very tall or very short or much healthier or too thin. This may lead to problem as they do not have choice or option to choose a right kind of cloth for them they have to just adjust with what they have. Do you think its right on their part? Or is it their mistake that they have a problem with their body?

Scope of developing new business:

Page 1

JS Textile
As this is new segment of textile industry where we are providing products only to the special people there are no other company providing products to particular segment and there are no existing competitors available so as result of it there is no rivalry among the existing competitors. As there is monopoly in business and as it is a monopolistic market condition we have huge scope for developing new business. Not only in domestic market but also in the global market.

2. Business overview
Company Name - JS Textile It is into a textile business in which we are providing products only to the people those who are different from others who are Unique and Special such as, Taller than normal, Shorter than normal, Thinner than normal and Healthier than normal. And products such as, Mens wear & Ladies wear both formal and casual

Vision:
To be the most Admired & Recognized company in the world

Mission:
Delivering quality products with reasonable price worldwide

Objective:
1. Financial Within 2018 we will reach 120crore turnover. Within 2016 we will increase our 12% dividend value

2. Strategic To acquire interest of those people who find difficulty in finding the right cloth

Philosophy:
The basic philosophy behind the company is to find a solution for my problem which is the problem of many To create better world tour special customers Believe us and we will make it possible

Page 2

JS Textile

People Involved:
CEO (Marketing Head) Finance Head H R Head Production HeadAqib Javeed Khan Jeevitha D Jadav Swati Naik Sadanand Shrithi B.M

3. Competitor Analysis :
International Brand:
1. Gucci
High fashion. Italian style. Traditional craftsmanship. Global consciousness. Gucci embodies all these characteristics, producing exquisitely crafted luxury goods with a thoroughly modern sensibility. Ever since Guccio Gucci founded the house in Florence in 1921, the brand has been a destination for the worlds most discerning men and women. Gucci represents the best of Made in Italy with its inimitable combination of opulence, high artisanry and contemporary glamour. Today, the Houses commitment to excellence continues under the vision of Creative Director Frida Giannini, who has enriched its legacy with an exacting offering of handbags, shoes, and critically acclaimed fashion collections, as well as childrens clothing, small leather goods, jewelry, fragrances, and other timeless lifestyle items. Every Gucci piece carries with it close to a centurys worth of artisanal quality and unparalleled design 2. Dolce & Gabbana It is an Italian luxury industry fashion house.The company was started by Italian designers Domenico Dolce (born 13 August 1958 in Polizzi Generosa, Sicily) and Stefano Gabbana (born 14 November 1962 in Milan). By 2005 their turnover was 597 million.The two met in Milan in 1980 and worked for the same fashion house. In 1982 they established a designer consulting studio; in time it grew to become Dolce & Gabbana. They presented their first womens

Page 3

JS Textile
collection in 1985 in Milan, where a year later their store would open its doors. (Dolce & Gabbana 2011). Two years later they launched their leotard line, and in 1989 they began designing underwear and swimming costumes (Domenico). Dolce and Gabbana started to export their products to Japan and other countries like the U.S., where they founded their own showroom in 1990 (Gabbana, Stephano 2011). In 1992, the same year they presented their mens collection, they also launched their first perfume Dolce & Gabbana (Dolce & Gabbana 2011). They won the Woolmark award in 1991, and the prize most feminine flavor of the year in 1993 (Dolce & Gabbana 2007). They won an Oscar for best male perfume in 1996. Towards the end of the 1990s their sales were around 500 million dollars and in 2003 alone their revenue reached 633.2 million dollars (Gabbana, Stephano 2011).

Domestic Brand:
1. Arvind Mills Arvind Limited started with a share capital of Rs 2,525,000 ($55,000) in the year 1931. With the aim of manufacturing the high-end superfine fabrics Arvind invested in very sophisticated technology. With 52,560 ring spindles, 2552 doubling spindles and 1122 looms it was one of the few companies in those days to start along with spinning and weaving facilities in addition to full-fledged facilities for dyeing, bleaching, finishing and mercerizing. The sales in the year 1934, three years after establishment were Rs 45.76 lakh and profits were Rs 2.82 lakh. Steadily producing high quality fabrics, year after year, Arvind took its place amongst the foremost textile units in the country. In the mid 1980s the textile industry faced another major crisis. With the power loom churning out vast quantities of inexpensive fabric, many large composite mills lost their markets, and were on the verge of closure. Yet that period saw Arvind at its highest level of profitability. There could be no better time, concluded the Management, for a rethink on strategy. The Arvind management coined a new word for it new strategy Reno vision. It simply meant a new way of looking at issues, of seeing more than the obvious and that became the corporate philosophy. The national focus paved way for international focus and Arvinds markets shifted from domestic to global, a market that expected and accepted only quality goods. An in-depth analysis of the world textile market proved an eye opener. People the world over were shifting from synthetic to natural fabrics. Cottons were the largest growing segments. But where conventional wisdom pointed to popular priced segments, Reno vision pointed to high quality premium niches. Thus in 1987-88 Arvind entered the export market for two sections -Denim for leisure &
Page 4

JS Textile
fashion wear and high quality fabric for cotton shirting and trousers. By 1991 Arvind reached 1600 million meters of Denim per year and it was the third largest producer of Denim in the world. In 1997 Arvind set up a state-of-the-art shirting, gabardine and knits facility, the largest of its kind in India, at Santej. With Arvinds concern for environment a most modern effluent treatment facility with zero effluent discharge capability was also established. Year 2005 was a watershed year for textiles. With the muliti-fiber agreement getting phased out and the disbanding of quotas, international textile trade was poised for a quantum leap. In the domestic market too, the rationalizing of the cenvat chain and the growth of the organized retail industry was likely to make textiles and apparel see an explosive growth. Arvind has carved out an aggressive strategy to verticalize its current operations by setting up worldscale garmenting facilities and offering a one-stop shop service, by offering garment packages to its international and domestic customers. With Lee, Wrangler, Arrow and Tommy Hilfiger and its own domestic brands of Flying Machine, Newport, Excalibur and Ruf & Tuf, Arvind set its vision of becoming the largest apparel brands company in India. 2. Raymonds The Raymond Group was incorporated in 1925 and within a span of a few years, transformed from being an Indian textile major to a global conglomerate. In our endeavor to keep nurturing quality and leadership, we always choose the path untaken from being the first in 1959 to introduce a polywool blend in India to creating the world's finest suiting fabric the Super 250s made from the superfine 11.4 micron wool. Today, the Raymond group is vertically and horizontally integrated to provide customers total textile solutions. Few companies globally have such a diverse product range of nearly 20,000 varieties of worsted suiting to cater to customers across age groups, occasions and styles. We manufacture for the world the finest fabrics - from wool to wool-blended worsted suiting to specialty ring denims as well as high value shirting. After making a mark in textiles, Raymond forayed into garmenting through highly successful ventures like Silver Spark Apparel Ltd., EverBlue Apparel Ltd. (Jeanswear) and Celebrations Apparel Ltd. (Shirts). We also have some of the most highly respected fabric and apparel brands in our portfolio: Raymond, Raymond Premium Apparel, Park Avenue, ColorPlus, Parx,Makers and Notting Hill.

Page 5

JS Textile
The Raymond Group also has an expansive retail presence established through the exclusive chain of 'The Raymond Shop' and stand-alone brand stores. We are today one of the largest players in fabrics, designer wear, denim, cosmetics & toiletries, engineering files & tools, prophylactics and air charter services in national and international markets. All our plants are ISO certified, leveraging on cutting-edge technology that adheres to the highest quality parameters while also being environment friendly.

4. Strategy
1. Generic competitive Strategy:

We are trying to provide products only to the special people those who are unique those who are different from others So we are trying to concentrate only on particular segment not for the whole market And even the products and service will not be similar to all the targeted customers So as a result to it we are trying to adopt Differentiation focus Strategy.

Page 6

JS Textile
2. Porter 5 forces analysis:

Threat of new entrants: As our company is different from other companies and providing goods and services to only special people there is a huge demand for this industry and also there is a huge threat of new entrants in the industry as there is huge demand and it is almost monopolistic in nature so to sustain from these threats we can include strategies such as Barriers to entry Bargaining power of buyers: The power of buyer is the impact that customers have on a producing industry. In general when buyer power is strong, the relationship to the producing industry is near to what an economist terms a monopsony a market in which there are many suppliers and one buyer. So by understanding this I can say that there is less power of buyers as there is less no of suppliers or i can also say as there is monopoly. Threat of substitute product or service: In Porters model, substitute products refer to products in other industries. To the economist, a threat of substitutes exists when a products demand is affected by the price change of a substitute product. A products price elasticity is affected by substitute products as more substitute become available, the demand becomes more elastic since customer have more alternatives. A close substitute product constrains the ability of firm in an industry to raise prices. By analyzing this I can say that there is less threat from substitute products as there are no specific alternative available in the market.

Page 7

JS Textile
Bargaining power of supplier: Here you assess how easy it is for suppliers to drive up prices. This is driven by the number of suppliers of each key input, the uniqueness of their product or service, their strength and control over you, the cost of switching from one to another, and so on. The fewer the supplier choices you have, and the more you need suppliers' help, the more powerful your suppliers are. As the raw material used in manufacturing process is widely available and there are huge no of suppliers available there is no need to worry about the suppliers because the alternative are more in number. Rivalry among existing competitors: What is important here is the number and capability of your competitors. If you have many competitors, and they offer equally attractive products and services, then you'll most likely have little power in the situation, because suppliers and buyers will go elsewhere if they don't get a good deal from you. On the other hand, if no-one else can do what you do, then you can often have tremendous strength. As this is the new segment of textile industry where we are providing products only to the special people there are no other companies providing products to particular segment and there are no existing competitors available so as a result of it there is no rivalry among the existing competitors

3. Benchmark
We will try to set our benchmark with these following factors Availability of the product Quality products Reasonable price Customer centric service Designer made cloths with latest trend Good Packaging

Page 8

JS Textile 5. Swot Analysis

Weaknesses:
Unknown to the customer New idea Introducing for the first time in market Attracting customer in beginning Positioning the product

Opportunities:
To be market leader Opportunity to globalize the market Monopoly market Huge market potential for the products Opportunity to expand the market

Threats:
Threat of acceptance By the customer Threat from substitute products Threat from major textile companies Threat of government interfere

Page 9

JS Textile 6. Conclusion
JS textile is a textile company where we are providing cloths to serve the people. We are trying to help the people in finding the right cloth for themselves. Here we are providing cloths only for the particular segment not for all market. A segment where there are special kind of people like taller than normal, shorter than normal, Healthier than normal and thinner than normal. So we are targeting only to this particular segment and trying to serve the unique people by creating right product them.

Page 10