The Indian textile industry is the second largest in the world and the Arvind ltd. Is India’s one of the largest producers. The Arvind Mills was set up with the effort of Lalbhai brothers in 1931. Arvind has become a true Indian multinational with the best technology and business strategy. Today it is a flagship company of Lalbhai Group with Rs.2o billion. Arvind Mills has set the pace for changing global customer demands for textiles and has focused its attention on select core products. Such a focus has enabled the company to play a dominant role in the global textile arena. Sanjaybhai Lalbhai is the Chairman & Managing Director of Arvind & Lalbhai Group. In the early 1980s, Sanjay Lalbhai led the 'Reno-vision' whereby the company brought
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Fore vision and Technology has brought Arvind to be one of the top three producers of Denim in the world, and on its way becoming the Global Textile Conglomerate. Arvind is already making its presence felt in Shirting’s, Knits and Khakhis fabrics apart from being all set to create ripples in the ready to wear Garments world over. Arvind Brands Ltd. is one of the fastest growing apparel companies in India. The Brand portfolio is diverse and aimed at offering the best value for each customer segment. The licensed brand, Arrow is the market leader in the premium Men’s formal Wear. In 1980s Arvinds Mills ltd. The 10 years old Textile mills at Ahmadabad was struggling for market place but within a decade it not only survived but has also become impotence parts of stock exchange. In 1986, Indian textile was dominated by mills with obsolete and marching producing unacceptable quality in international market. The main reason behind for this was state of affair largely the protected domestic market and governments policies discouraging modernization, rigid licensing, high import tariffs and modernization cost was high. The combination of highly negative technology and economic environments and existing of global opportunity in textile industry called bold and innovative approach for survival and …show more content…
Threat of substitutes
• No significant threat
CRITICAL SUCCESS FACTORS
CSF are those strategic factors which are crucial for the organizations success. When strategists consciously look for such factors and take them into consideration for strategic management, they are likely to be more successful while putting in relatively lesser effort.
FINANCIAL CAPABILITY FACTORS
Major changes in financial strategy from 1987-88.For modernization company went for large borrowings in 1988.Again in 1991 the company changed to equity financing. Growth and potential of the company attracted foreign institutional investors. Large fund mobilization through capital market. Readiness of domestic investor to invest as well received long term loan from ICICI.
MARKETING CAPABILITY FACTORS
Marketing capability factors could be segregated into four basic categories:
Product
• Unisex leisure/fashion fabric both for international and domestic market.
• High quality fabric for men’s formal shirts and bottom both for international and domestic market.
• Fashion fabric for women primarily for domestic women
• Readymade garments for men-shirts and
Fore vision and Technology has brought Arvind to be one of the top three producers of Denim in the world, and on its way becoming the Global Textile Conglomerate. Arvind is already making its presence felt in Shirting’s, Knits and Khakhis fabrics apart from being all set to create ripples in the ready to wear Garments world over. Arvind Brands Ltd. is one of the fastest growing apparel companies in India. The Brand portfolio is diverse and aimed at offering the best value for each customer segment. The licensed brand, Arrow is the market leader in the premium Men’s formal Wear. In 1980s Arvinds Mills ltd. The 10 years old Textile mills at Ahmadabad was struggling for market place but within a decade it not only survived but has also become impotence parts of stock exchange. In 1986, Indian textile was dominated by mills with obsolete and marching producing unacceptable quality in international market. The main reason behind for this was state of affair largely the protected domestic market and governments policies discouraging modernization, rigid licensing, high import tariffs and modernization cost was high. The combination of highly negative technology and economic environments and existing of global opportunity in textile industry called bold and innovative approach for survival and …show more content…
Threat of substitutes
• No significant threat
CRITICAL SUCCESS FACTORS
CSF are those strategic factors which are crucial for the organizations success. When strategists consciously look for such factors and take them into consideration for strategic management, they are likely to be more successful while putting in relatively lesser effort.
FINANCIAL CAPABILITY FACTORS
Major changes in financial strategy from 1987-88.For modernization company went for large borrowings in 1988.Again in 1991 the company changed to equity financing. Growth and potential of the company attracted foreign institutional investors. Large fund mobilization through capital market. Readiness of domestic investor to invest as well received long term loan from ICICI.
MARKETING CAPABILITY FACTORS
Marketing capability factors could be segregated into four basic categories:
Product
• Unisex leisure/fashion fabric both for international and domestic market.
• High quality fabric for men’s formal shirts and bottom both for international and domestic market.
• Fashion fabric for women primarily for domestic women
• Readymade garments for men-shirts and