Case | HBS Case Collection | July 2012 (Revised March 2013)

Nalli Silk Sarees (A)

by V.G. Narayanan, Namrata Arora and Vidhya Muthuram

Abstract

Nalli Silk Sarees Private Limited was a family owned and operated business that retailed Indian ethnic wear. This 83-year-old company had enjoyed impressive growth with a $95 million turnover, a 22-store retail footprint, and had outdone its competitors by being the only player in its segment to have a national presence. Headquartered in Chennai, India, the company built its unique national brand by emphasizing innovation, customer centric practices, quality, and honesty across the store's retail operations. In 2011, with changing dynamics in the Indian apparel market, the company started to face intense competition from small and large Indian and foreign retailers. The company's chairman, Dr. Nalli Kuppusamy Chetty, announced a $25 million expansion plan and proposed the opening of 12 new stores over a period of two years. This case focuses on the company's pricing strategy, merchandising process, and product assortments to support its own competitiveness and overall customer experience.

Keywords: Price; Strategy; Apparel and Accessories Industry; India;

Citation:

Narayanan, V.G., Namrata Arora, and Vidhya Muthuram. "Nalli Silk Sarees (A)." Harvard Business School Case 113-004, July 2012. (Revised March 2013.)