Myntra

A study in Organizational Design

Submitted by Section G, Group 10

Amal S 2011502
Apurva Hyanki 2011473
Arnab Mitra 2011487
Kusumitha M 2011484
Pranav Aggarwal 2011450
Sparsh Jain 2011477

1
Executive Summary
Myntra is one of the largest fashion e-commerce company in India. The company,
headquartered in Bengaluru, was founded by 3 IIT Kanpur alumnus - Mukesh Bansal, Ashutosh
Lawania, and Vineet Saxena in 2007. Myntra's goal revolves around giving customers the
ability and convenience of online fashion and lifestyle. In its 13-year journey, Myntra has gone
through many significant events, including Flipkart's acquisition in 2014 and the latest
acquisition of Flipkart by Walmart in 2018. During all these events, structural and
organizational changes happened to Myntra, which transformed the organization from a
small start-up for personalized gifts to the biggest player in the e-commerce of fashion and
lifestyle products.

Myntra started as a firm that focused its growth through creativity. From there, it has now
reached the Collaboration Phase. Myntra has changed its competitive strategy from focused
differentiation to cost leadership with time. It is now moving towards an integrated strategy.
Also, with respect to the external environment, company acts as a Prospector.

Myntra follows a Functional Matrix Structure as all the offerings and departments are
integrated on a single website/app and have a common back-end technology. Supported by
a variety of data science powered approaches as well as cutting edge machine learning and
Artificial intelligence techniques to aid decision making as well as to increase organizational
efficiency. Myntra is part of a variable industry, with frequently changing customer according
to the varying fashion trends. Since it is part of a highly uncertain environment, it has a
product management department that coordinates the products' activities. In conclusion, we
also see the organization's current plans to move into the international markets and the
changes in the organization associated with it.

Objectives
This study aims at following objectives
➢ To understand Myntra’s life cycle and how it evolved over 13 years since its inception
➢ To understand Myntra’s structure and strategy
➢ To understand Myntra’s culture
➢ To understand how Myntra uses information technology to increase efficiency
➢ To understand how Myntra is dealing with uncertainties and it’s response to COVID
➢ To understand Myntra’s global aspirations

Industry and competitor scenario

E-commerce has been one of the biggest transformations in the Indian business landscape.
Over the last decade, this sector has seen a huge boom and is expected to grow to almost 7
times as its current size by 2026, the highest growth rate in the world. The digital
transformation led by the increase in the usage of the internet as well as the penetration of
smartphones in even rural areas are the key drivers of this growth. Latest studies predict that

2
user counts are projected to rise to 830 million by 2021 from 640 million in FY 2018-19 and
correspondingly the internet economy is expected to double from US$ 125 billion as of April
2017 to US$ 250 billion by 2020, all in a matter of 3 years.

Government initiatives on digitization are also key boosters of the E-commerce success. The
Government of India has implemented several initiatives in this domain such as Start-up India,
Digital India, Skill India and Make in India. The timely and effective implementation of these
programs will largely benefit Myntra and other market players in the e-commerce spectrum.

The main competitors for Myntra are Amazon, Flipkart, Snapdeal, Jabong (now acquired by
Myntra) ,Limeroad and Naaptol.

The following exhibit presents the most preferred e-commerce portals in India as of May
2019-

As can be seen in diagram above, Myntra has 3rd largest consumer preference behind the
usual suspects, Amazon and Flipkart and the top 3 are currently way ahead of the other
competitors in the e-commerce segment.

About Myntra
Headquartered in Bengaluru, India, Myntra is an Indian fashion e-commerce company. It was
founded by IIT-Kanpur Alumnus, and was initially conceptualized as a B2B platform to sell
personalized gift items such as T-shirts, caps, mugs etc. Thereon, the company has expanded
into a wide range of products including but not limited to clothing, accessories, footwear,
backpacks and bags, jewelry. The company currently has over 5000 employees in various
locations of the country. Myntra has in excess of 1000 listed brands including famous names
in both Indian and international markets, in its platform. The company was acquired by

3
Flipkart in a high-profile deal in 2014. Today, the company is one of the largest in the Indian
e-commerce sector, most popular among consumers for their tempting, cost-effective deals.

Myntra’s goal revolves around providing customers with the ability and convenience of
experience online fashion and lifestyle.

The Myntra shopping app was launched in the year 2015 to further encourage customers’
online shopping habits. It has a very user-friendly interface for the online platform, allowing
for convenient viewing of one’s favorite brands. It provides for comprehensive size charts and
product information with high resolution product images enabling the users to have a store
like experience from the comfort of their homes. All of this ensured that the company walked
the talk with its tagline, “India’s largest online fashion store”.

In order to make online shopping even more interactive for its users, the company has further
launched the following:

1. An application called ‘Style Studio’, which is a virtual dressing room and built
completely by Myntra personnel. This allows the customers to try-out clothing/ other
accessories much as they would in an offline store and make the best choice for them.
2. The company also launched its first ever fashion property named ‘Star N Style’. This
is another way to form a brand connect with customers, given that today’s generation
looks up to the film industry as fashion icons.
3. Style forum on the Myntra app, which is a style blog featuring fashion trends of the
seasons, celebrity tips as well as expert recommendations from famous designers and
stylists.

Timeline
2007: Startup founded by IIT-Kanpur alumni Ashutosh Lawania,, Mukesh Bansal and Vineet
Saxena and as a B2B platform for personalized gifts.
2011: Myntra pivots to become an online store for fashion and lifestyle products. Vineet
Saxena quits.
2012: In a bid to build on its private label portfolio, Myntra acquires Exclusively.in along with
its online private label Sher Singh. These products are integrated to Myntra and the entire
team also joined Myntra personnel.
2013: Acquisition of virtual fitting room startup, Fitiquette whose CEO, Andy Pandharikar, was
appointed as the head of Myntra's newly formed Innovation Labs based in San Francisco.
2014: Flipkart acquires Myntra in a $280 million deal. Mukesh Bansal from Myntra joins the
Flipkart board as the head of the fashion division. Myntra to function and operate
independently as a standalone brand under Flipkart ownership.

4
2015: Myntra acquires Bengaluru-based Native5, to strengthen and expand its mobile
technology team as it plans to go app-only. Later that year, Myntra shuts down its website
and goes app-only. Ananth Narayan takes over as CEO.
2016: Return to desktop mode after app-only model did not turn out to be as successful as
anticipated. Consequently, major restructuring in the technology team takes place. Rival
Jabong is acquired in a deal valued at $70 million. Mukesh Bansal quits. Acquires Bengaluru-
based Cubeit to focus on content aggregation on mobile. Eyeing retail expansion, Shoppers
Stop's Manohar Kamath is hired.
2017: Ashutosh Lawania quits. Myntra opens its first offline store in Bengaluru. Myntra
acquires InLogg, a Bengaluru based Logistics Technology Firm to expand its reach and improve
UX. InLogg team is inducted into Myntra.
2018: Myntra acquires Witworks, which was a maker of wearable devices, and Pretr, a
Mumbai based end-to-end platform for retail. Myntra also opens a data sciences centre in
Silicon Valley. In the same year, Myntra becomes a part of the Walmart group when it acquires
77% controlling stake in Flipkart in a $16 billion deal.
2019: Ananth Narayan steps down as CEO. Amar Nagaram is appointed as the new CEO
2020: The closure of Jabong redirects their users to Myntra. Myntra goes global with the
launch of fashion brands in the Middle East in partnership with UAE based e-commerce
platforms, noon.com and namshi.com,

Life Cycle
Currently, Myntra has developed past the Creativity, Direction, Delegation, and Coordination
Phases. Over a period of 13 years, it has reached the Collaboration Phase. The functional
matrix structure allows cross-functional teams to have quick response time and simplify the
formal control systems. Townhalls are held frequently and there is an open culture of
communication and collaboration. Myntra has introduced “Myntra performance
management system” which aims towards team performance more than the individual
achievements. There is more emphasis on self-discipline and motivation among the
employees than formal control. Also, the decision-making process is adaptable to the real
time changes in the industry.

As Myntra prepares to expand its presence in the global market, it would be quite interesting
to see what all innovative steps and measures Myntra takes in the future.

5
Flow of information

Myntra is an organic and innovative organization that emphasizes on horizontal

communication. It relies on information flowing in cross-directional ways and across verticals
and hierarchical levels. As an e.g., the CEO may pass on information regarding goals and
strategies, procedures, job instructions, and so forth to the leadership team, which passes
down the same to their reports. The employees are encouraged to provide information up
the hierarchy concerning problems, suggestions, ideas, etc. The marketing manager is
continuously coordinating with the technical team, and the Category managers are in direct
touch with all other concerned employees, creating a web of the inter-departmental flow of
information. Frequent townhall sessions are organized to educate and update employees.
This open culture which allows widespread sharing of information ensures that all employees
have complete transparency of company information so that they can improve their efficiency
and responsiveness. In addition, Myntra maintains an open communication line with Flipkart,
merchants, and customers to enhance stakeholder management.

6
Organization Structure

During its initial years, Myntra began operations in the business to business (B2B) segment
with an aim to sell personalized gift items. Their team consisted majorly of engineers and few
strategy roles with no formalized organization structure. The company shifted its focus from
B2B to becoming a B2C (business to customer) oriented firm, expanding its catalog to lifestyle
and fashion products. It achieved over 50% market share within three years, becoming India's
largest on-demand personalization platform. After Jabong's acquisition, majority of its
workforce merged with Myntra's employees.

There was a need for proper structure in alignment with the firm's strategic intent and
increasing size. At present, Myntra follows a Functional Matrix Structure. Even after
acquisition by Flipkart, Myntra continued to function as an independent organization. The
entire firm is divided into functions led by a leadership team consisting of CTO, CMO, CFO,
CXO, CRO, among others headed by Amar Nagaram (succeeding Ananth Narayanan) in the
capacity of CEO. Each functional unit has a combination of functional head along with
associates, managers and junior analysts. Overall, the associates have a dotted reporting to

7
the heads of different functions and a direct reporting to their immediate directors (task
interdependence).

Given the dynamic nature of the e-commerce industry, there is a need for responsiveness,
which is possible through cross-functional teams. Having said that, Myntra could also have
implemented a divisional structure with each department consisting of all functions.
However, since all the offerings and departments of Myntra are integrated on a single
website/app and have a common back-end technology, there arises a need for a high degree
of coordination multiple roles cutting across functional teams' boundaries. Hence, as per our
analysis, the current functional matrix structure is the right choice.

Organizational Strategy

When Myntra started as a B2B platform for on-demand personalized gifts, it adopted the
competitive strategy of Product Differentiation. The focus of the customer segment was
narrow; hence we term it as Focused differentiation. Soon, the company forayed into fashion
apparel and accessories, and progressed with Cost Leadership. Myntra focused on the mass
premium segment and was able to keep its prices at pocket-friendly rates to attract
customers. The focus was majorly on the upper middle-class segment.
With time, Myntra has expanded its range of prices and brands to include broader segments.
It acquired Jabong to foray into the premium product market. In 2019, Myntra also entered
the luxury segment through a strategic partnership with fashion retailer Pernia’s Pop Up Shop,
owned by Purple Style Labs. This deal opened the platform’s access to designer wear of price
up to 1.5 Lakhs. Also, Myntra brought on board famous Indian designers like Namrata
Joshipura, Masaba Gupta, Ritu Kumar, and Gopi Vaid to offer premium products to its female
customer segment. With its collection of international, domestic and inhouse brands, Myntra
is providing a unique set of offerings on its platform.
From here, we infer that Myntra is moving towards Integrated Cost Leadership and
Differentiation strategy to further strengthen its competitive position in the market.

Miles and Snow’s Strategy Typology

“The strategies employed by an organization should be congruent with their external
environment”

Myntra is part of a dynamic industry, with frequently changing customer preferences

according to the varying fashion trends. Often these fashion trends have no basis, and the
retailer needs to employ a strategy of continuous innovation and risk taking to keep up.
Hence, Myntra follows the Prospector strategy. It continuously looks for new opportunities in
different consumer segments and markets. Most of the departments in Myntra are trained to
regularly adapt though innovation. The following instances highlight how Myntra has
innovated its offerings with time according to the external environment.

8
In setting up their stores in Indian market, various international brands face issues due to high
costs and complex regulations. Myntra provides these brands a customized premium position
on its platform, along with the required collection, image and capability to sell their products.

Handling returns from the customers due to fitting issues is a major expense in e-commerce
business. To mitigate this, Myntra started offering alteration services to its customers in
Bangalore in 2016. Also, recently, the retailer has come up with an innovative initiative to
employ local tailors for delivery to the customers. The prospective issues in the fitting can
thus be fixed on the spot.

To increase the customer engagement on its app and website, Myntra launched ‘Myntra
Insider’, a loyalty program. This program rewarded the customers for accessing more often
and providing ratings and reviews.

In 2019, Myntra tied up with Comic Con India and organized the first of its kind virtual Comic
Con in the country. This was another innovative initiative which provided many of their
consumers with an opportunity to enjoy one of the largest pop cultural events from their
homes.

Along with innovation, Myntra has been active in taking risks in its journey to maintain the
level of creativity and innovation. In May 2015, the retailer decided to shut down its website
and allow the consumers to access only the mobile app. This move came with the wave of
increasing smartphone penetration in the country and the higher potential in the app to
personalized content for the buyers. However, after implementation, this chance was
criticized by market and the customers. Indian customers were reluctant to download
multiple apps in their phones, and preferred websites for shopping online. Hence, within a
year, Myntra relaunched its website. This shows a quick response to the market feedback.

Leading Change

1. Establishing a sense of urgency

❖ Myntra examined market and competitive realities
❖ Encouraged employees to set out of comfort zone, created creativity division

2. Forming a powerful guiding coalition

❖ Acquired Jabong; CEO formed a leadership team

9
 ❖ Culture and integration tools for team building

3. Creating a vision
❖ Created a vision of becoming leading fashion brand platform
❖ Entered personalized online style service, switched to App only

4. Communicating the vision

❖ Horizontal flow of communication to ensure unity of information
❖ Holding townhall sessions, open office culture

5. Empowering others to act on the vision

❖ Got rid of obstacles to change; adopted matrix structure
❖ Encouraged innovation, risk-taking, free flow of ideas

6. Planning for and creating short-term wins

❖ Planned for visible performance improvements, set benchmark, feedbacks
❖ First-of-its-kind digital fashion reality show: Fashion Superstar

7. Consolidating improvements and producing still more changes

❖ Hired, promoted, and developed employees who can implement the vision
❖ Introduced changes to user-interface, improved website, used AI

8. Institutionalizing new approaches

❖ Developed means to ensure leadership development and succession
❖ Articulated the connection between new behavior and corporate success

10
Organizational Culture

Organization culture is the set of ideas, thoughts and beliefs which is developed over a period
to reinforce the strategy and structural designs of the organization. Higher management
continuously try to imbibe the organization’s culture in existing employees and new
employees through various physical artifacts, team building activities, code of conducts etc.
Myntra indeed has following aspects which reflects its culture.

Rites and Ceremonies:

Rites of passage
Rites of passage help in the easy transition of new employees into the organization and get
them accustomed to the culture of the organization. Myntra has induction and orientation to
them, which gives the sense of culture and behavior that employees in the organization have
adapted. Myntra organizes the hackathon during the induction period, which is unique to the
company. It serves two primary purposes. The first is taking fresh ideas from the new
employees as they do not have any biases across functions. The second is, through this
hackathon, new employees get to meet as many employees across functions, not just limiting
to their team or function. With this, new employees know whom to reach out to in each
function when required.

Rite of Integration
Rite of integration is quite essential in every organization to create strong bond among their
employees. Employees generally bond together with certain hobbies and tastes they possess,
Myntra has dedicated space for many sports like cricket, running and bicycling. Myntra also
has its own cricket league named Myntra Premier League, it has the highest number of
employee participation.

Symbols:
Myntra is known for fashion; it reflects its sense of style and creativity in its office across four
floors, with each floor representing different themes like sports, fashion brands, stylists and
editors. They have one of the best offices, recreating the aesthetics of a mall, lobby with
mannequins. Also, they have named their conference rooms after famous fashion designers
like Coco Chanel, Ralph Lauren and Gianni Versace which aptly represent Myntra’s emphasize
on fashion.

Power Relationships:
The concentration of power is not vested in single or few employees. Here employees have
the liberty to come up with their new ideas and put Infront of concerned authorities directly,
or they can also reach out to the CEO through anonymous channels. There is no inner
sanctum. Myntra has open office culture with all the employees seated in the same floor.

11
Each of the employees has the liberty to wear casuals, which again reinforces their strong
stance on fashion, informal and friendly culture.

Relation of environment and strategy to culture

Myntra has adapted adaptability culture. Myntra has flexible work culture wherein it closely
monitors the external environment and gives utmost importance to satisfy the customer
needs. Over time, they developed a strong culture of innovation, risk-taking, ownership, and
collaboration.

Two dimensions, Four cultures

With respect to sociability and solidarity, we believe Myntra follows communal culture. With
respect to sociability, they inculcated the culture of vibrancy and openness that helps the
employees to put in creative and innovative ideas. With team-based rewards, Myntra fosters
teamwork and encourages fresh ideas. With respect to solidarity, employees at Myntra

12
generally mix work and fun with no compromise on final outputs. And Myntra has designated
spaces for work and fun activities.

Information Technology Control

Vice President of engineering , Mr Ved Antani has gone on record to say that data is part of
the DNA of the company. Myntra attempts to solve fashion design problems with a deep focus
on personalization. To achieve this high level of customization, it uses IT driven solutions
spanning across big data and data science techniques, coupled with Artificial Intelligence and
Machine learning. The company believes that data is extremely crucial to gauging customer
demand. Decision making at the grassroots level is dependent heavily on what trends can be
observed and analyzed from procured data.

Since early 2016, the company has focused on building a Rapid technology project. The plan
serves 3 purposes—understand consumer demand, be able to respond promptly to new
fashion trends in the market, and make the system cost effective. In the beginning, Myntra
started experimenting with data science powered systems that recognized consumer
preferences in design trends. These were then used to conceptualize garments that met the
popular demand, at a speed which was previously unimaginable in the fashion industry in the
manual scheme of things. After a series of technical glitches, Myntra has now managed to
implement a fully functional and integrated IT based system that has successfully launched
products with turn-around of less than 35 days. The interesting part is that this is now being
overseen by engineer created algorithms, who knew very little about fashion to begin with.

Myntra also has an optimized and automated user segmentation system that enables them
to fast-track product build as well as in testing and validation thereby offering the best
experience to their customers. This allows for a fast response and rollout process without
indulging into redundant levels of approval and paperwork.

Other than this, Myntra has another AI powered tool called Sabre which is a smart returns
system that checks past consumer behavior for whether the refund is genuine or fraudulent.
This enables the company to initiate a faster refund. The company also has a IVR driven CRM
system that in 90% of the cases allows for first-call query resolution system. The ML driven
payment gateway determiner is also of value, choosing and auto-routing transactions minute
by minute

Apart from this, the company also has a profound telemetry system, uses automated failure
reports, and ensures that it has sufficient test coverage for the entirety of its application. This
helps capture even smallest of deviations from the expected output. A-B testing is also
conducted for every new feature and releases are first rolled out to a smaller segment of the
customers, before a full-scale rollout.

13
Overall, Myntra is a classic example of a firm that indulges quite heavily in information
technology in a bid to increase organizational efficiency, offer faster response times and stay
competitive in the fast-growing e-commerce segment in India.

Uncertainties in environment

I. Changing Fashion Trends

The changing fashion trends and customer preferences cause significant uncertainty in the
fashion industry. To deal with this uncertainty, Myntra regularly partners with multiple local
and international brands.

Myntra basically divides the year into two seasons: spring-Summer season and the Autumn-
Winter season. Before every season, the Category team, product managers, and the business
team assess the fashion trends and market and decide a buying plan, based on which the
organization works in the upcoming season.

Myntra also have their own fashion Brand – Myntra Fashion Band. There is a specific Director
for Myntra Fashion Brand, and he reports directly to the CEO. Under this vertical, there are
17 brands, and it also accounts for approximately 10-12% of the total sales in Myntra. Having
a specific in-house fashion brand with this market share helps the organization to keep up
with the changing fashion trends. The structure of this department is like the category
department.

II. Buffering
Besides showcasing the domestic, international, and in-house brands, Myntra also provides a
few independent designers across the country an opportunity to build their brands through
its platform. In 2014, Myntra launched ‘Designer in Residence’ program under its fashion
incubator for this purpose. In 2017, it further decided to mentor ten small brands and
providing them with the required financial, technical and design assistance.
These additional designers and brands act as a buffer for the company’s fashion portfolio.
They bring design aptitude from multiple sources and support the company further to cater
to the changing fashion trends in the market.

III. Differentiation and Integration

Differentiation:
After acquiring Jabong, Myntra focused on maintaining differentiation between the two
brands. It continued to expand its footprint in the mass premium market, while Jabong
focused upon serving the premium customers.

14
Inside Myntra, to focus on various products, they have divided the category department into
subcategories like shirts, T-shirts, sarees, etc. Each category led by a category manager
analyzes the changes in fashion trends, customer needs, and retail environment of that
product and responds according to it. The category manager also collaborates with the
marketing department for the overall promotion and pricing to maximize consumer appeal.

Integration:
Myntra uses Product managers for the integration between various departments.

Product Management Department

The product management department comes under the Chief Product Officer. There are
directors under him, and the product managers report to the directors. The role of the
product manager is to coordinate between various departments. They coordinate the tech
team, category team, analytics team, marketing team, and the supply chain team based on
the inputs from the business team and the customer requirements. In Myntra, the product
managers act as an individual contributor. The members from various teams do not directly
report to the product manager. They report to the managers in the respective department.
The PM coordinates the work by coordinating with these department managers.

If the change or task is very big and needs coordination with a lot of teams, Myntra uses a
Senior Strategy &Program Manager for integration.

According to the Job description, this position serves the following purposes:

Act as a liaison between internal and external stakeholders.

1. Highlight and solve issues with the relevant stakeholders to make sure the strategic
initiatives are on track
2. Single Point of Contact for the diagnosis, solution, implementation, and tracking of the
projects
3. Coordination with cross-functional teams (engineering, Revenue, Supply chain,
Marketing, product, etc..) to incorporate recommendations into the final solutions

This post, hence, functions as an integrator between the internal and external environment
of the firm to form strategies for implementing critical long-term initiatives across the
organization.

IV. Sudden Changes in Environment

Myntra has a strategy team consist of all the high-level managers, including CEO, CFO, CTO,
CMO, etc. to quickly make decisions during sudden changes in the environment. For example,
during the recent COVID-19 lockdown, Myntra had to shut down their entire warehouses for
21 days due to government regulations. This strategy team has quickly taken the decision for
changes in business and organization working.

15
Myntra during COVID-19 Pandemic Situation
As we have discussed above, Myntra had to shut down their entire warehouses for 21 days
due to government regulations. During this period, at an organization level, Myntra has
allowed its employees to work from home. To support the mental health of the employees
and provide work-life balance, Myntra has provided an option-to-decline any meetings after
7 pm. They have also reduced the amount of work during weekends.
According to a business point of view, even though Myntra had to shut down for three weeks,
the pandemic situation is serving as a huge opportunity for Myntra. According to a study
conducted by BCG, there would be an approximately 40% increase in online shopping in India.
Due to the COVID-19 pandemic situation and the lockdown, people are not able to go to the
store to buy the premium products. This had a significant impact on Tier 2 and Tier 3 cities.
Myntra expanded their footprints to nearly 4000 pin codes this year. This move is considered
a huge success. For example, The End of Season sale of Myntra, 12th edition launched during
this time (June-2020), has achieved a customer acquisition record of 2.5 lakhs on a single day.
To keep the brand visibility high, even though there were no sales during the lockdown,
Myntra revamped the app and introduced games like crosswords, etc. It has also included
cooking advice and a health tracker during the lockdown.

16
Globalization
In 2018, Myntra announced its plans to tap into the international market. Since then, it has
been increasing its presence in Walmart’s platforms and has listed a few of its brands on
Walmart Canada. In 2019, it was reported that Myntra is planning to sell its in-house brands
through Walmart in the US as well.

Recently, Myntra launched its products in the e-commerce markets of West Asia, through
their regional platforms noon.com and namshi.com. Based in UAE, the Noon platform offers
products in multiple categories, and Namshi is primarily known for its premium brand
offerings.

The brands listed by Myntra include Dressberry, Mast & Harbour, Moda Rapido, Here & Now,
Sztori and HRX for Noon, and Dressberry, Mast & Harbour, Wrogn, and HRX for Namshi.

According to its CEO, Myntra plans on increasing its reach further into the Middle East region.
It intends on tapping the large Indian population there. Also, these markets are found to have
fashion choices very similar to Indian consumers; hence, Myntra will have an advantage.

Myntra is in talks with potential partners to launch its private labels in the South East Asian
region as well. According to the plan, over 75 percent of the exported products will be of the
Indian origin. The firm wants to maintain its quality and price control while expanding into
the global markets.

From the above information, we can infer that Myntra is currently in the Domestic stage of
globalization. Most of its business is domestically oriented; however, it is planning to expand
its footprint into the international markets. The structure is domestic, and the initial foreign
sales are being handled through exports. The central workforce of the company is involved in
managing the Indian operations, and the sales abroad are being handled by outsiders.

By increasing its sales in the neighboring markets (West and South East Asia), Myntra is
planning to move to the International phase. However, if we estimate for the near future, the
production will remain mainly domestic, and each target country will be treated as a separate
market. Myntra’s brands will compete with the brands in these respective markets. Hence, if
Myntra establishes itself as a seller in these markets in near future, it could be termed as
Multidomestic.

17
References
1. https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/covid-19-myntra-bookmyshow-others-use-
entertainment-to-connect-with-customers/articleshow/74959029.cms?from=mdr
2. http://search.proquest.com.iimb.remotexs.in/docview/2417685938?pq-origsite=summon
3. https://www.livemint.com/companies/start-ups/how-myntra-rode-the-covid-19-storm-11590076553569.html
4. https://careers.myntra.com/job-detail/4834525002/
5. https://www.marketing91.com/marketing-mix-myntra/
6. https://yourstory.com
7. https://www.medianama.com/2014/05/223-myntra-timeline/
8. https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/myntra-enters-luxury-segment-by-
partnering-with-pernias-pop-up-
shop/articleshow/72480111.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst
9. https://studiousguy.com/myntra-business-model/#Competitive_Strategy_of_Myntra
10. https://www.business-standard.com/article/companies/mynta-owned-jabong-shifts-focus-to-premium-fashion-
segment-luxury-brands-118031400619_1.html
11. https://careers.myntra.com/job-detail/4834525002/
12. https://blog.myntra.com/myntra-wins-trendsetting-workplace-award-with-panache/
13. http://search.proquest.com.iimb.remotexs.in/docview/2291642750?pq-origsite=summon
14. https://www.expresscomputer.in/interviews/how-myntra-is-using-data-science-and-ml-in-its-analytics-
framework/44818/
15. https://www.ft.com/content/eeb4256e-f96b-11e4-be7b-00144feab7de#axzz3al5H6cDx
16. https://www.scribd.com/doc/111773096/History-of-Myntra

17. https://www.livemint.com/Industry/nqORDB613uTIGiUicQudfL/Fashion-brands-taking-ecommerce-route-for-
India-entry.html

18. https://sourcingjournal.com/topics/retail/myntra-ecommerce-returns-india-tailors-global-data-174542/

19. https://www.ft.com/content/2c08fa2e-d491-11e5-969e-9d801cf5e15b
20. https://apparelresources.com/business-news/retail/myntra-ties-comic-con-first-ever-virtual-experience/

21. https://services.hbsp.harvard.edu/api/courses/743622/items/R0701J-PDF-
ENG/sclinks/9632c118c071b8df66188f7467b007c3

22. https://www.thehindubusinessline.com/companies/myntra-looks-to-expand-overseas-
presence/article32219459.ece#:~:text=The%20Flipkart%2Downed%20brand%20has,.com%20and%20namshi.co
m.&text=Speaking%20to%20BusinessLine%20about%20the,the%20company's%20larger%20international%20go
als.
23. https://www.livemint.com/companies/news/walmart-may-soon-sell-myntra-brands-in-us-1559872326348.html
24. https://yourstory.com/2014/09/myntra-fashion-incubator

25. https://inc42.com/buzz/myntra-designer-
residence/#:~:text=Fashion%20and%20lifestyle%20ecommerce%20player,program%20under%20its%20fashion%
20incubator.

26. https://www.ciol.com/myntra-is-reviving-its-2-yr-old-fashion-incubator-to-mentor-10-small-brands/
27. https://indianonlineseller.com/2017/01/myntra-to-support-10-small-brands-financially-technically-through-
revival-of-its-fashion-incubator-programme/

18