Here’s our Fabindia case study for you. The handloom and handicraft products created by Indian craftsmen showcase rich art and culture. Indian handicrafts have discovered a new marketing opportunity thanks to the rise of e-commerce. However, it wasn’t always like this. The Indian handicraft industry suffered greatly, from the sharp drop in demand for handicrafts under British colonial authority to the inability of workers to find an appropriate marketing outlet. Nevertheless, nothing remained the same.
An American gentleman named John Bissell decided to start “Fabindia” in 1960 after realising the potential of Indian handicrafts. Fabindia currently operates 327 locations in 118 Indian cities and 14 stores abroad.
About Fabindia Company
One of the biggest private marketplaces for handicrafts, Fabindia also sells organic food, apparel, accessories, home items, and beauty products. You can buy Fabindia Kurtis online as well as offline. Connecting more than 55,000 rural artisans to urban markets protects the traditional skill sets of Indians while promoting sustainable rural development. The clothing offered by Fabindia is made from hand-woven and hand-printed textiles with an eye to appeal to the consumer’s aesthetic sense. The goods offered by Fabindia are categorised as entirely organic, natural, and in conversion.
John Bissell established Fabindia in the year 1960. Fabindia was established as a home furnishing exporting firm. After suffering a heart attack in 1993, John’s son William Bissell took over the running of Fabindia. Before 2018, William Bissell led Fabindia as managing director. After that became Fabindia’s chairman. Fabindia’s CEO is Viney Singh. The corporation employs 55,000 rural workers in addition to its 2000 urban personnel. In August 2018, Yoav Lev was recently chosen to serve as a director. Twenty-nine different firms are connected to Fabindia through its directors.
At first, Fabindia exported products for home furnishings. John Bissell, the founder of Fabindia, started the company from his apartment in Golf Links (New Delhi). The business was established in Canton under “Fabindia Inc.” (USA).
Due to the new regulation, John Bissell could no longer conduct business from Fabindia’s secondary location, a residential home on Mathura Road. He created the first retail location of Fabindia in Greater Kailash, New Delhi, to address this issue. The business didn’t start any additional retail locations until 1994.
The company currently runs 327 stores in 118 different Indian cities and 14 stores abroad. It employs about 2000 people overall, including contract workers. The company gives both men and women the same career chances.
More about Fabindia Case Study
The company only sells Indian fabrics and other Indian products, as indicated by the name “Fabindia.” Fabindia’s previous slogan, “Celebrate India,” has been replaced with “Serving India,” which emphasises the company’s commitment to the welfare of Indian craftsmen and to making traditional Indian handcraft products an indispensable aspect of people’s lives.
The business model of Fabindia is based on Direct Supply Chain Management, and it also serves as the foundation of its company strategy. The business not only buys its goods directly from the craftspeople but also makes the artists stockholders in the business. Even if the products are not up to par as agreed upon with the craftspeople, they are not returned to the suppliers.
This Fabindia case study clearly states that one of the biggest private marketplaces for handicrafts in India, Fabindia also sells apparel, accessories, home goods, cosmetics, and organic food items. As stated, Fabindia intends to enter the capital market to raise $1 billion by selling shares to the general public. The company also hopes to expand its overseas stores and increase its organic product market by endorsing possible benefits.
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