MUMBAI, Sept 19 (Reuters) - For five years, Raj Jain fought
to bring Wal-Mart to India.
After finally getting his wish on Friday, now comes the hard
part for Jain, country head for the world's biggest retailer,
which must negotiate a thicket of restrictions to set up shop in
the world's second most-populous country.
Turning a profit in India for global supermarkets is widely
expected to prove even tougher than in China, where Wal-Mart
Stores Inc loses money after a dozen years and
restrictions are fewer than those imposed by India.
Wal-Mart, which has been ramping up its wholesale operation
in India, where it operates 17 of the cash-and-carry stores
allowed under the old rules, is determined to get its retail
business right in a country where even local chains struggle.
"We are able and willing to invest whatever it takes in the
supply chain, in the retail formats to move our business
forward," said Jain, days after India unexpectedly threw open
its doors to supermarkets in the face of heavy political
opposition as part of a broader spate of reforms.
Bentonville, Arkansas-based Wal-Mart and rivals such as
France's Carrefour and UK-based Tesco Plc did
not get everything they wanted.
Under the new rules, states can opt out of allowing in
foreign players - a choice most seem inclined to make, at least
for now - and even in those states that welcome them, stores
will be permitted only in cities of at least 1 million people.
Foreign multi-brand retailers will also be required to
invest at least $100 million, with half of that going into
back-end infrastructure in rural areas, and source 30 percent of
goods from small and mid-sized local suppliers.
"We sent our thoughts to the government that 30 percent was
very high ... and obviously they looked at that and chose not to
amend it," said Jain, who was previously based in Shanghai as
head of emerging markets for Wal-Mart International.
"In the short term it's a requirement which probably can be
met but as the business starts expanding, the issue will be how
... you continue to comply with it as you would have many more
suppliers than you will desire to have," said Jain, who expects
it take 12-18 months to open the first India store.
India's organised retail market could attract up to $16
billion in foreign direct investment (FDI) over the next three
years, much of that in the farm-to-store supply chain network,
according to estimates by Boston Consulting Group.
The restrictions are meant to appease fierce political
opposition that forced New Delhi to backtrack from a similar
plan late last year, and could yet scupper the latest push.
The rules add to the difficulties of a $450 billion market
already so tough that even Reliance Industries,
India's most valuable company and owner of the second-biggest
supermarket chain, has never made a profit in retail.
Heavy price competition, expensive real estate, and poor
supply chains make for a tough Indian retail environment.
"The market has opened up in pieces and so it is crucial
retailers evaluate the returns on their investments over a
medium to long term," said London-based Himanshu Pal, director
of retail insights with consultancy Kantar Retail.
Carrefour, the No.2 retailer, has taken a more cautious
approach in India, where it has opened two wholesale stores.
Milos Ryba, senior retail analyst at PlanetRetail, expects
it to maintain that approach: "I don't think Carrefour would
change its strategy for India in the short-term. The new FDI law
is tricky with many conditions."
Carrefour has declined to comment on its plans since New
Only nine of India's 28 states - those governed by the
ruling Congress party and its allies - have so far pledged
support for the retail reform. Eleven major states ruled by the
opposition and some allies of the government have opposed it.
The states that support the move have 19 cities of at least
1 million, including Mumbai and Delhi, India's biggest cities.
States opposed have 37 big cities including Kolkata and Chennai.
That patchwork map complicates setting up supply chains and
sourcing networks, undermining a key benefit sought from the
policy in a country where up to one-third of fresh produce rots
before it can be eaten.
"Everyone is optimistic most states will turn around and
eventually allow FDI, but the concern is what if they don't open
up, or if they take really long," said a senior official with
local retail chain Trent, who declined to be
identified because he is not permitted to speak with the media.
"Then will there be enough scale on the front-end to justify
this kind of investment in the back-end?" he asked.
Trent, controlled by the Tata group, runs the Star Bazaar
hypermarkets in a supply chain tie-up with Tesco and the two are
expected to join forces to open stores that would be 51 percent
owned by Tesco, the maximum allowed under the new rules.
Like India, China was seen as a Holy Grail for global
retailers drawn by a huge population and rapidly growing
But China has disappointed foreign retailers as domestic
players offered better prices and global operators failed to
convince customers their stores had better quality goods.
"India as a market will be even more tough than China," said
Harminder Sahani, managing director of retail consultancy Wazir
Advisors in Gurgaon, India.
Wal-Mart's Jain said that while China and India are vastly
different, they have variety between regions in common.
"... Food habits actually change every 200 kilometers in
India. We need to regionalise that assortment. We need to focus
on local flavours, local brands and regional brands," he said.