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HOW D-MART PRODUCTS COST LESS
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BUSINESS
HOW D-MART PRODUCTS COST LESS
Published
3 years ago
on
June 16, 2021
By
Chris
The supermarket chain of DMart stores is owned and operated by Avenue Supermarts
Ltd. Started from its first store in Powai in 2002, DMart today has 214 stores
across Maharashtra, Gujrat, Karnataka, Andhra Pradesh and many more states. Mr
Radhakishan Damani is the founder of DMart.
One of India’s most prosperous grocery chains, DMart has established a
substantial foothold in the consumer products industry. It sells everything from
household essentials to designer clothes at very low prices, making it a
household favorite. But just how does it manage to achieve these incredible
economies? Read on to find out.
THE LOCALITY OF A DMART OUTLET
DMart stores are not located in retail malls. It is a firm believer in the
“store ownership model.” They’ve either purchased or leased land for at least
15-20 years. DMart receives an average of 1000 visitors every day.
PRODUCT RANGE
D Mart Minimax, D Mart Premia, D Homes, Dutch Harbour, and other DMart brands
are available. DMart also charges slotting fees, which help the company make
money. It has partnered with local brands to reduce the cost of some items.
VOLUME SALES
The “Everyday low cost – Everyday low pricing” concept is followed by DMart. Low
prices attract a large number of customers, resulting in large sales. DMart can
quickly sell and refill its goods.
NEGOTIATIONS WITH SUPPLIERS
DMART CREATES A BUSINESS TO CUSTOMER MODEL BY ELIMINATING MIDDLEMEN AND BROKERS.
DMART HAS HUGE LOCATIONS THAT CAN HANDLE ENORMOUS SUPPLIES. BECAUSE DMART BUYS
IN VOLUME, IT CAN NEGOTIATE BETTER COSTS WITH SUPPLIERS.
REDUCED EXPENSES
DMart has maintained its running costs to a minimum. 80%-85% of its stores are
owned or leased for a lengthy time (20-30 years). Suppliers who pay on time and
deliver in bulk receive extra credit and discounts.
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BUSINESS
INDIA’S TECH GIANTS FACE A RECKONING
Published
4 hours ago
on
October 9, 2024
By
Sakshi Dhingra, Senior Editor
India’s booming tech sector, often hailed as the “Silicon Valley of the East,”
is facing a crisis that threatens to tarnish its gleaming reputation. Recent
high-profile cases have thrust the issue of toxic work culture into the
spotlight, forcing industry leaders to confront long-standing problems that have
festered beneath the surface of rapid growth and innovation.
The past year has seen a string of controversies engulfing some of India’s most
prominent companies. Byju’s, the edtech unicorn once celebrated as a success
story, found itself mired in allegations of unrealistic targets, extended work
hours, and aggressive sales tactics. Infosys, a stalwart of India’s IT
revolution, faced backlash over its stringent non-compete clauses and
controversial moonlighting policies. Meanwhile, fashion startup Zilingo and
fintech firm BharatPe both saw top executives exit amid swirling accusations of
financial impropriety and toxic work environments.
These cases have exposed deep-seated issues plaguing India’s corporate
landscape. Long working hours, poor work-life balance, and high stress levels
have become the norm rather than the exception. Discrimination and harassment
continue to plague workplaces, while rigid hierarchical structures stifle open
communication and innovation.
The human cost of this toxic culture is becoming increasingly apparent. Mental
health issues among employees are on the rise, with burnout reaching epidemic
proportions. Job satisfaction is plummeting, reflected in soaring employee
turnover rates and scathing reviews on professional networking sites. Some
forward-thinking CXOs are finally acknowledging the gravity of the situation.
Progressive companies are implementing mental health programs, flexible work
arrangements, and initiatives to foster more inclusive and supportive
environments. However, critics argue that these efforts often amount to little
more than window dressing, failing to address the root causes of toxic work
culture.
As India aims to cement its position as a global tech powerhouse, the industry
stands at a crossroads. The challenge now is to balance the drive for growth and
innovation with the wellbeing of the workforce that powers it. Failure to
address these issues could lead to a talent exodus, tarnishing India’s
reputation as a desirable destination for skilled professionals.
The coming months will be crucial in determining whether India’s tech giants can
rise to the occasion, transforming toxic workplaces into thriving, sustainable
ecosystems that nurture both innovation and employee wellbeing. The world is
watching closely to see if the “Silicon Valley of the East” can rewrite its
cultural code and set a new standard for the global tech industry.
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