CHAPTER - I

INTRODUCTION

The Garment Industry of India is an Rs -one trillion industry. Almost 33 % of its knitwear

production and about 20% of its woven-garment production, both by volume, enters export

markets. Overall about 25 % of the volume of its garment production goes into export markets,

leaving 75 % for domestic consumption.

The Industry covers over one lack units and employs about 6 million workers, both

directly and indirectly in almost equal proportion. The indirect portion helps to sustain the direct

production sector in the shape of items associated with the garment industry production

including sewing/embroidery thread, buttons, buckles, zippers, metal plates, cardboard sheets,

plastic butterflies and packaging material.

Organized sector of the garment industry is roughly 20% of the total industry,

concentrating chiefly on exports. These are usually limited Companies while the rest are

proprietary or partnership Companies.

Geographically, men's garments are largely produced in western and southern India

while production of ladies garments predominates in North India. Eastern section of India

specializes in children garments where in fact, these took their birth.

 Fiber-wise, 80% of the production is of cotton garments, 15% of synthetic/mixed

garments and the rest of silk and wool garments.

The industry manufactures over a 100 different types of garments for men, women and

children. These includes overcoats/raincoats, suits, ensembles, jackets, dresses, skirts, trousers,

shirts, blouses, inner-garments, T-shirts, jerseys/pullovers, babies garments as well as accessories

like shawls/scarves, handkerchiefs, gloves and parts of garments.

Fabric constitutes 65 to 70% of the cost of production with labour making up a further

15% and the rest go for overheads and manufacturer's profit.

Retail trade in India is spread over department stores, hyper markets/discount stores and

specialty stores. A number of shopping malls have sprung up all over the country, especially in

the metros. Due to this, land prices have spiraled. Attention now shifts to "B" class, "C" class

cities and the rural area.

Government policies of economic liberalization have raised incomes, encouraged women

entrepreneurs resulting in a steep rise in family incomes and making available increasing levels

of disposable income in their hands. This has helped to increase purchase of garments but has

limited this purchase due to rise in prices of food grains on account of unseasonable weather.

The benefit of economic reforms has percolated down to rural areas coupled with the spread of

education.

In fact, some of rural areas enjoy a life-style comparable to or even better than that

enjoyed by Urban flock .For the last several years, 9 to 10% of the disposable income goes into
the purchase of garments and textiles in items like house-finishing, drapers, tapestries and the

like.

Export of garments and accessories from India are routed to all corners of the world.

However, the USA, EU and Canada together account for 70% of world exports. Markets in Asia,

Africa, East Europe, Australia, New Zealand and countries in the Pacific Ocean account for the

rest.

Immediately after the cessation of ATC (Agreement on Textiles and Clothing) in

December 2004, limiting exports of textiles and garments from India, there was a 25% spurt in

exports of garments in the following year. This has since slowed down to around 10%. A number

of supplying countries from Asia have come into existence, notably, Bangladesh, Vietnam,

Srilanka, Cambodia and Pakistan resulting in cut-throat competition in the supply of popular

varieties helping to bring down prices.

India has had to adopt innovative practices by upgrading the quality of product in order

to sustain (leave alone increase) her market share in the world community. In recent years,

appreciation of the Indian Rupee vs.US $ and the downslide in US economy has had a

restraining effect on garment exports from India, but the industry is now coming to terms with

the development.

As a labour-oriented industry, the activity in production and marketing has now shifted

to Asia with India and China being leading suppliers as well as markets for garments.
Chapter-II
 INDUSTRY PROFILE

India is the world’s second largest producer of textiles and garments after China.
 It is the world’s third largest producer of cotton—after China and the USA—and the

second largest cotton consumer after China. The Indian textile industry is as diverse and complex

as country itself and it combines with equal equanimity this immense diversity into a cohesive

whole.

The fundamental strength of this industry flows from its strong production base of

wide range of fibers / yarns from natural fibers like cotton, jute, silk and wool to synthetic /man-

made fibers like polyester, viscose, nylon and acrylic. The growth pattern of the Indian textile

industry in the last decade has been considerably more than the previous decades, primarily on

account of liberalization of trade and economic policies initiated by the Government in the

1990s. In producer-driven value chains, large, usually transnational, manufacturers play the

central roles in coordinating production networks.

This is typical of capital- and technology-intensive industries such as automobiles,

aircraft, computers, semiconductors and heavy machinery.

 Large manufacturers control the producer-driven value chains at the point of

production, while marketers and merchandisers exercise the main leverage in buyer-driven value

chains at the design and retail stages. Apparel is an ideal industry for examining the dynamics of

buyer-driven value chains.

 The relative ease of setting up clothing companies, coupled with the prevalence of

developed-country protectionism in this sector, has led to an unparalleled diversity of garment

exporters in the third world. Apparel is an ideal industry for examining the dynamics of buyer-

driven value chains.

Global Evolution of GARMENT Industry

There were various stages - from a historical perspective - where the textile

industry evolved from being a domestic small-scale industry, to the status of supremacy it

currently holds.
 The ‘cottage stage’ was the first stage in its history where textiles were produced on a

domestic basis. During this period cloth was made from materials including wool, flax and

cotton. The material depended on the area where the cloth was being produced, and the time they

were being made. In the later half of the medieval period in the northern parts of Europe, cotton

came to be regarded as an imported fiber.

During the later phases of the 16th century cotton was grown in the warmer climes of

America and Asia. When the Romans ruled, wool, leather and linen were the materials used for

making clothing in Europe, while flax was the primary material used in the northern parts of

Europe.
New innovations in clothing production, manufacture and design came during the Industrial

Revolution - the new wheels, looms, and spinning processes changed clothing manufacture

forever. The ‘rag trade’, as it is referred to in the UK and Australia is the manufacture, trade and

distribution of textiles.
Nature of skill gap in garment industry:

Skill gap can be defined the gap between required level of knowledge and skill to do a

particular activity and the existing level of knowledge and skill to accomplish the work.

Alternatively it can also be identified by the gap in the demand and supply of skilled workers at

the existing wage rate in a unit.

Skill gap may be at varying levels in different sort of activities in a garment unit.

Further skill gap can be found at different hierarchical levels of an organization, example at

operative level, supervisory level, middle management level, and senior management level. So

remove the skill gap at various levels, different strategies should be adopted.
Profile of Readymade Garment Industry In India

While presenting the profile of RMG sector in India, this chapter also presents profile

of the target centers identified for the proposed Workers’ Service Centers in the project.

Profile of RMG in India

The textile industry including readymade garments occupies a unique position in the

Indian economy. Its predominant presence in the Indian economy is manifested in terms of its

significant contribution to the industrial production, employment generation and foreign

exchange earnings.
 The RMG or also called as the apparel sector is the final stage of the textile value

chain and the maximum value addition takes place at this stage. In India RMG industry is

fragmented and pre-dominantly in the small/scale sector. Therefore, the sector is low investment

and highly labour-intensive industry.

This industry is environment friendly as it is least polluting and it could provide

employment to the rural population, as this sector does not need sophisticated skill sets.
 The RMG industry contributes around 8 per cent of India’s exports, 7 per cent of

industrial output and is the largest employment generator after agriculture. It contributes about

14% to the industrial production and about 4% to the GDP. It has immense potential for

employment generation particularly in the rural and remote areas of the country on account of its

close linkage with agriculture.

The contribution of this industry to the gross export earnings of the country is about

37% while it adds only 1 – 1.5% to the gross import bill of the country. It is the only industry

which is self reliant and complete in value chain i.e. from raw material to the highest value added

products i.e. garments/made ups. As a corollary to this the growth and promotion of this industry

has a significant influence on the overall economic development of our country.

Structure of The Industry

Production Units –Garment production units in India are spread across the country

but mainly concentrated in manufacturing clusters.

The clusters are also specialized in terms (a) types of garments manufactured

(either woven or knitted) and (b) variety of products produced (i.e. Men’s Women’s of

Children’s). Major manufacturing centers (19) are Kolkata, Mumbai. Tirupur, Indore, Banglaore,

Chennai, Okhla, Gurgaon, Noida, Jaipur, Ludhiana, Bellary, Kanpur, Ahmedabad, Jabalpur,

Salem, Erode, Madurai and Nagpur.

 Number of Units-Estimated number of units in 19 centers are 33400, that account

for 95% of total production of the country. Almost 92% of total units situated in the following 12

bigger centers account for 85% of total production.

COMPANY PROFILE
 Vinayaga garments is the well established enterprise located near Nachiyar pirivu road,

Idappadi-637102,Salem dealing in various types of men casual shirts and trousers. The casual

wear brand from the house of Tee enterprises is sure to emerge as an instant hit with Young

India. Trendy casual shirts and innovatively designed jeans including fashionable washed denims

in appealing fits aptly make up the range.

Taleta formal Shirts Fashion and style in bottom wear takes a whole new dimension

when denim styling and chinos fabrics come in unison. Casual shirts, a range of highly stylized

cotton trousers offers you a new range of clothing for the youth.

Casual shirts

A basket of fashionable casual shirts catering to the fashion

oriented youth who care for nothing but the best in clothing. Taleta

casual shirts offers you the best of the international styling at

affordable pricing.
Taleta

It offers you a range of shirts guaranteed to

start a cult with its styling and washes. Coordinated with trendy

accessories in imported metal, leather and embroideries, these pieces

of art come in variety of the latest in vogue washes.

TEE ENTERPRISES is a leading player in the fabric and readymade garments

market. Over the years, it has successfully established its footprint across a wide spectrum of

categories from fabrics to trendy casual wear, semi-formal and formal wear to finely crafted

Premium wear.

Tee’s credentials are both an achievement and a pointer to the excellent prospects

for the future. Tee’s financial strength and tremendous Corporate goodwill is the envy of many a

company. It is the largest manufacturer of blended fabrics in India. Tee is the Creator and Owner

of leading brands of textiles and garments.

With a best in class and sophisticated manufacturing facility, vertically integrated

from yarn to garments.

This enables it to benchmark products and quality to international standards, giving

it a strong competitive advantage. Years of experience and domain knowledge gives Tee’s an

edge when it comes to understanding the consumer and the market.

 Tee’s well established and dynamic sales and distribution network gives it ample

muscle in the marketplace .Tee Enterprises has professionally managed woven/knitted  garment

manufacturers in India, which has got a high technical caliber in both woven and knitwear,

offering men, women and children garments and outerwear.

Tee Enterprise takes a lot of care in ensuring all its manufacturing units are socially

& technically conformed to requirements of it’s clients. Over the period, our manufacturing units

have been audited by various agencies/NGOs. Its factories are SA-8000, WRAP certified, which

make it a socially aware organization.

Apart from fresh orders, we are also dealing with left over stocks available in the

market in both woven and knitted garments

 Innovation and technology

Clothing industry is known with fashion and fashion is beautiful combination of

fabric and innovative designs.

Clothing industry is highly fashion driven in western world and most of the

innovative designing takes place in foreign land done by fashion designers of foreign buyers.

Production takes place in Asian countries like India and China. Indian garment industry is not

very technologically advanced. Evidences show that very limited investment is done in

technology up gradation to improve productivity and product quality. It is still skill driven.

Skills

In times of cut throat competition continuous up gradation of skills if also must along

with modernization of plant and machinery. Along with modernization there arises need for

skilled workers to run the hi-tech machines efficiently, understand the modern production

processes. Thus skill requirement increases with technological up gradation.

In hosiery industry scenario, for want of availability of skilled laborer in adequate

quantity, many firms in industry are hesitant to expand their scale of operations or enter into hi-

end segment with cutting edge technology (2009

OBJECTIVES

(1) To understand the problems and prospects of Ready made Garment industry in the context of

employment.

(2) To understand the skill requirements of the industry to equip workers for upgrading their

employability potential as the industry performance improves.

(3) To understand the living conditions of the labour force in the centre, their lifestyles, needs

and aspirations and attitudes towards forming organisations.

(4) To provide opportunities to the labour force in the area for capacity building and improving

their employment potential, better their quality of life, and encourage them for forming their

organisations for addressing to the common goals of attaining better and secured living.

(5) To carry on garment business anywhere in India and/or elsewhere the business of

drappers and dealers in cloth of all types and every description to act as tailors.

(6) All types of readymade garments all dresses made up of natural synthetic or blended

textile of all types and of every description.

Reasons for India’s recent sluggish export performance in textiles and

clothing include:

1. Slowdown in demand from some major importers.

2. The depreciation of the US dollar, resulting in an appreciation of the rupee vis-à-vis

competitor countries that were partially or wholly pegged to the US dollar.

3. Labour laws and scale economics:

Countries like China have historically had high labour flexibility in

their export oriented units. This has allowed them to achieve large scale in terms of labour

force employed in each manufacturing facility and reap the benefit of scale economies and

use the latest advanced machinery from developed countries. India, in contrast, because of

fragmentation of units and small scale (to avoid labour laws applicable to employees above

100 and procedural biases and rigidities), has purchased relatively less of such advanced

machinery.

4. Logistical delays and costs:

though the national highways are improving, this is not true of connectivity to

all sources and destinations. The turn around time in major ports of India and movement of

cargo between ships and source or destination within India is still plagued by monopolistic

bureaucratic structures with little accountability and incentives for efficient service delivery

to the exporter and importer.

 5. High cost of power in India this is 1.5-2 times higher then in competing nations.

India‘s textile products, including handlooms and handicrafts, are exported to more

than a hundred countries. However, the USA and the EU, account for about two-third of India‘s

textiles exports. The other major export destinations are Canada, U.A.E., Japan, Saudi Arabia,

Republic of Korea, Bangladesh, Turkey, etc. In the post-quota period, India has emerged as a

major sourcing destination for new buyers. As a measure of growing interest in the Indian textile

and clothing sector a number of buyers have opened their sourcing/ liaison office in India.

Commercially, the buoyant retailers across the world are looking for options of increasing their

sourcing from the Indian markets.

CHAPTER III
 RESEARCH METHODALOGY

Only 16.9% reported 8 hours of work, and 22.3% said they worked for 9 hours. Half the

sample said they worked for 11-12 hours every day.

However, they had no complaints about working more hours, as they were paid

overtime rate for working above 8 hours.39.9 % worked in shifts.Therefore,41.9 % said they

voluntarily worked overtime, as overtime rate was double, as reported by 33.1%. 39.9% had

weekly off, while 57.4% did not. This was as they were on contract or temporary, hence they did

not take off during their contract period.

 Percentages of respondents who reported other facilities were as follows-

toilet(98%),drinkingwater(100%),washingfacilities(87.2%),restroom(88.5%),crèches(73%),lunch

room(98%),work breaks(100%).

Almost 98% of workers reported that their factory managements had a health and

Safety Committee and safety officer, though they did not perceive any serious safety hazard in

their workplaces.

About 40.5% said that their managements had set up Committee for preventing sexual

harassment in their workplaces, with a woman heading the committee. However,91.2% of them

said that they had not perceived any case of sexual harassment that needed action by the

committee, though one respondent reported being harassed at work by her supervisor.

She too did not envisage taking any action to redress her complaint, and said that she

reported to her supervisor, who handled it discreetly. Most workers appeared to have cordial

working relationship with their immediate supervisors.

Training-

Though 26.4% said they did not have any training at workplace, and 38.5% did not

respond at all, 35.1% reported to have received training at their workplace. Besides,91.2% were

aware of training facilities available in the city. Table 15)

Answer Frequency Percent

.
N.R 57 38.5

Yes 52 35.1

No 39 26.4

Total 148 100.0

However, during interviews they mentioned that they had neither the extra money to pay

for the training, nor the time to take break from work, as all these courses were held during the

day time. There were extremely rare cases where the employer sponsored the courses and were

gracious enough to allow the worker to take a break for the required skill training.
responded to a questionnaire sent to them:

They responded on their experiences in ensuring compliances on labour standards

among their suppliers in India.

Though this was collected for a separate study on contract labour in RMG

industry, also conducted by the AILS, it was felt that it would provide interesting inputs to

understand the overall working of the industry as it has evolved in the present set-up. Some

relevant portions are reproduced here.

Positive changes in the working places of suppliers, as a result of compliance

standards being enforced-

a. Wages/salaries

b. Hours of work

c. Work place condition

d. Application and adoption of legislations

e. Overtime/shifts

f. Absenteeism

g. Labour Turnover

h. Protection of workers’ rights.

i. Contract workers
 All the brand retailers stated that there is a positive change at ground level due to

awareness created by multiple stake holders including the Brands. Initially they found that many

suppliers did not have the basic requirements as time but eventually the BSCI standard can be

reached by all suppliers and their sub-contractors.

a. Minimum Wages are guaranteed with timely and transparent payment procedures. Wages at a

minimum wage level is a first request and has to be met. However they still find some suppliers

who do not meet this level and need to upgrade.

b. Most retailers opined that working hours are very much controlled and mostly within

allowed limits.

However, they were also aware that hours of work / overtime / shifts is a difficult

subject to improve, and they have many suppliers where workers work more than 60 hr/week.

They are also aware of the link between buying practices and working time, but admitted that

they do not actively work with that principle yet.

c. Basic health and safety conditions are improved in a big way. Work places conditions are

often a problem found during audits, but also get improved on a big scale. Improved worksite

safety, especially fire safety, machine safety.

d. Legislation being adopted more readily and suppliers are mostly in compliance with all

applicable laws. Application & adoption of legislation is a general issue in all producing

countries, this is why even BSCI audit results show non-compliances. This is not something we

can change as a retailer.

e. Due to control on working hours, overtime work is also controlled and shift culture has

started. Reduction in overtime if was excessive, and improved systems giving workers right to

decline is observed. Increased attention is being paid to ensure better work hours management.

f. Absenteeism is still a challenge but has improved over the years. So also labour turnover

which has also improved over the years.

g. Workers have become aware and they are aware of their rights and privileges.

Workers’ rights definitely get improved in many companies, especially after the CAP advises the

management how to proceed.

h. However, this is a difficult issue to really convince the management. Better protection of

rights given workers have contracts if did not have before or more legally compliant contracts.

i. The BSCI does not specifically look at labour turnover; however, it might be noticed

during an audit and written down in the audit report. One retailer reported observing reduction in

worker turnover but has not yet seen documented evidence in India.
 SWOT ANALYSIS

Strength:

Attributes of the person or company that are helpful to achieving the objectives.

1. Abundant raw material

2. Low cost skilled labour

3. Presence across the value chain

4. Growing domestic market

5. Strong backward integration

6. Third largest cotton producer as well a the largest area under cultivation

7. Increasing presence across entire value chain

8. Cheap and skilled manpower

9. Sharp reduction in borrowing costs

10. Recent government efforts to promote the industry.

Weakness:

Attributes of the person or company that are harmful to achieving the objectives

1. Fragmented industry

2. Effect of historical govt policies

3. Lower productivity and cost competitiveness

4. Tech obsolescence. Quality is not consistent

5. Caters mainly to the low-end class.

6. Low level of training.

7. The export-import policy of India changes too frequently due to which it becomes very
difficult for importers to import goods.

8. Delay in delivering the goods at the right time.

9. Lack of economies of scale and advance processing capabilities.

Opportunities

External condition that are helpful to achieving the objectives.

1. Huge demand for value added goods in all major countries.

2. Relocation from high cost economies.

3. Large and relatively untapped domestic market

4. Large Indian Expatriate community. Hence there is large demand for Indian Garments.

5. Rate of import duties is minimal.

6. Bilateral Agreements on Avoidance of Double Taxation and Prevention of Fiscal Evasion

with respect to taxes on income and capital have further opened the opportunity for higher export
for the garment sector.

Threats:

External condition which could do damage to the objectives

Competition in domestic market:

Competition will not only increasing in international or export market but also in domestic
market. With removal of cap on non export sector, large textile mills are stepping into domestic
hosiery sector. For example
 Also, there is threat of imports of cheap hosiery products from countries like China and
Bangladesh. India is already importing cheap woven garments from China. In times to come,
hosiery products may be imported from China.

Ecological and social awareness:

In last few years developed markets have seen extensive development in the for of
increased consciousness on issues such as use of polluting dyes, usage of child labor, unhealthy
working conditions.

This is putting pressure on industry to follow international labor and environmental laws.
Regional alliances:

Regional trading blocs plays very influential role in international trade in the form of
preferential duty structure.

For example :

Mexico having free trade agreement (FTA) with US and Canada has edge over India and
China. This will continue to dominate the international trade equation even in the times to come.
CHAPTER-IV
 FINDINGS

WHO ORGANISES THIS IN THE ENTERPRISES?

The question was formulated in two aspects;

 . who decide what is to be given out to subcontractors/home workers?

 . who organizes this in the company?

The prevailing answer to the first question are that this is done by the enterprise

management. In the survey the two question purposefully follow one after another and the

difference in the answer indicates that the question are not misunderstood. It seems that early as

the order is placed, the contractor provides further subcontracting for certain activities or under

certain condition

 Are there labels sewn on to clothes?

Label are sewn onto clothes in almost all enterprises. This is not the case in small

workshop. At the same time, there are other small firms whose only activity is sewing labels. For

example there is a firm in the town of Gotse Delchev, in which about 10 workers are only sewing

labels onto clothes, packaging them and dispatching the production of several workshop from

neighbour villages. It is surprising that in a big enterprises like “bulfanco”, labels are not always

sewn.
  How much is work is done for the company? Just one operation, such as embroidery, or

is it the entire garment?

Home workers usually perform one operation only (see above). In enterprises this is

different at the first level of subcontracting in bulgaria (receiving an order from abroad) and

mainly in big enterprises, there are cases when the sample of the garment is provided and the

entire manufacture has to be done by the enterprises –cutting, sewing, trimming, ironing,

packaging, and dispatching the finished product.

The enterprises itself may decide to further subcontract home workers or other

enterprises to perform some of the operations. In the majority of cases, however, in medium-size

and small enterprises, the fabrics are received pre-cut it is only the sewing that has to be done.

The follow up operation (trimming, packaging) can also be subcontracted to home workers or

firms.

 Are there different agents (intermediaries) /subcontractors/home workers for each new

order. Or do they remain the same?

There are variety of cases with intermediaries. Some enterprises, mostly the big

ones, work with one intermediary for all order- usually this is a trade company that is the only

one maintaining contacts with various international buyers (“brilliant investors” AD-Sofia for

“Brilliant” AD Sofia and Plovdiv, “contex Druzhba “ Ltd.- Sofia for “Druzhba Style” AD Varna

etc.).
  How many suppliers are there to a particular manufacturer?

The delivery of materials and accessories are usually done by the contractors. There

are some cases of delivery materials by a third party- “Vida style” receives orders from spain,

materials from Portugal, and produces and exports for the US.

It is very seldom for Bulgarian firms to deliver the materials and accessories. An

interesting trend is being observed with the settling in Bulgaria of leading textiles firms. Thus a

relationship can be established with garment enterprises.

This is how the italian textiles company “Mirogilo” with 4 textile enterprises in the

country has acted and has started the production of a garments collection of their own with the

brand MOTIVI.
There are two types of units operating within the garment industry .

1. Manufacturers:

Controlling manufacturing operation including purchase of raw materials (primarily fabric or

yarn), design developments, cutting operation, folding & ironing (sometimes), packaging and

marketing of products in local and international markets.

These proprietorship units are closely held by the members of the family. Integrated units

(very few in the industry) undertake other operations like knitting (for knit garments)

stitching, fixing of accessories and dyeing too.

2. Jobbers:

Involved in knitting, stitching, embroidery, accessory fixing, ironing, processing etc. There is,

however, few number of cut –to-pack jobbers operating in the industry. They obtain orders from

the manufacturers supply and work on piece rate basis.

However, sometimes even manufacturers undertake jobbing operation after obtaining fabric and

designs from the buyers in order to ensure optimal utilization of capacities.

Activity wise classification of units

 Knitting- mainly jobbers

 Cutting-Majority are manufacturers

 Cutting & Stitching-are manufacturers as well as jobbers

 Stitching- majority are jobbers

 Embroidery- majority are jobbers

 Accessory Fixing /finishing –largely jobbers

 Dyeing-majority are jobbers

 Packing- mainly manufacturers

 TABLE SHOWS THE DRESS CODES THAT WISE TO BUY THE
CUSTOMER
CUSTOMER’S
S.NO DRESS CODES CHIOCE
PERCENTAGE

1 Formal 19%

2 Casual 54%

3 Style 17%

4 Other 10%

TOTAL 100%

SOURCE: primary data

INFERANCE:
From the above table shows that the dress codes were chose by the customer out
of 100. 54% of the customers are choose casual wears, 19% of them are choose formal
category, 17% of them are choose stylish wears and then 10% of the buyers are choose other
groups.
It is evident of majority (54%) of the customers choose casual category.
CHAPTER-V
 CONCLUSION

 Vinayaga garments has created a notable place in the minds of the people.

 But new arrivals of various other brands have really shaken its market in an expected
manner.

 But better services like after sales service, free service, customer relation will
retain the existing user in the same brand.

 Preference should be given not only in expanding the market.

 This can be successfully carried out only by rendering services in a satisfying manner.

 If it is properly executed then the company will be ranked first in the market.

 A company which wants to target a particular segment should change its

marketing plan to suit the needs of its target group.

 Thus the behavioral changes of customers before and after the purchase of
Outfuits is based on the new trend and design

 Most of the respondents are satisfied with the Vinayaga garments products.

 Less charge and the quality and the trendy collections are three major parameters in
demand.