10 retail-industry problems solved by Shoppers Stop
Updated: Jan 22
Inspiring takeaways from BS Nagesh’s book, Serve

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Finally, one book down from my #25BookChallenge (read all about it here), and I must say it’s been a great start to the year already.
Serve: Business from the Heart—The Shoppers Stop Way, written by former Shoppers Stop CEO BS Nagesh with Ritu D Ferrao, turned out to be a subconscious influence on my problem-solving skills, both personally and professionally. Especially its numerous examples of creative innovations that not only solved Shoppers Stop’s organisational issues but also transformed India’s retail landscape.
So, if you, too, are looking to enhance your problem-solving, risk-taking, and creative abilities, this book should be your next read (get it here).
Admittedly, the book could benefit from additional perspectives by the store’s employees, customers, and stakeholders, particularly from its early days. However, its overall message will undoubtedly up your work or entrepreneurial game.
Here are 10 key challenges that Shoppers Stop tackled:
Lack of a large departmental store for India’s upper middle class

Image: Valeria Boltneva | Pexels
Although India’s upper middle class in post-liberalisation times had more disposable income, it wasn’t enough for them to fly overseas to shop for world-class brands. Local access to international brands and shopping experiences was limited. Traditionally, consumers relied on smaller stores such as Akbarallys and even smaller non-air-conditioned standalone shops for their lifestyle needs, but the demand for something bigger and better was evident.
The time was ripe for an international shopping experience offering assorted global lifestyle products under one roof. BS Nagesh envisioned it, and, serendipitously, hundreds of miles away in another city, the Raheja family was keen to bring such a vision to life. Thus, Shoppers Stop was born in 1991.
Over the years, this omnichannel brand has grown from strength to strength, surviving crises of all kinds, and stands tall amid e-commerce giants, with 200+ brick-and-mortar outlets in the country spanning 4.3 million square feet and a substantial online presence. Need more evidence to dream big?
Takeaway: What is the biggest, most “impossible” dream you could have? Go ahead and entertain that dream. Then, align your vision with the right partners when you identify them and act with conviction.
Inefficient and costly packaging practices
Once upon a time in India, non-air-conditioned clothing stores packed their wares in plastic bags before putting them in cardboard boxes to protect them from heat and dust. But Shoppers Stop’s air-conditioned environment made such elaborate packaging measures redundant. The company persuaded vendors to ship them multiple plastic-wrapped pieces of clothing in one large carton instead of individual boxes, thereby reducing costs, saving time, and improving efficiency.
Takeaway: What redundant practices exist in your work and home life? List them out and eliminate them to save time and money.
Frequent warehouse visits
Initially, store employees frequently left their duties to pick up inventory from the warehouse. Considering Shoppers Stop had more than 400 partner vendors at the time, the practice was unfeasible. That’s why, inspired by Marks & Spencer’s “milk run” system in the UK, the company hired vehicles to collect products from vendors once or twice a day and bore the costs themselves. This innovative approach strengthened vendor relationships and ensured employees stayed focused on their core responsibilities.
Takeaway: Implement 360-degree solutions that optimise workflows and foster stronger partnerships.
Dearth of retail education programmes
The retail industry lacked specialised training for employees, leaving stores dependent on untrained recruits. Shoppers Stop partnered with institutions such as NMIMS to develop retail specialisations in MBA courses, even contributing to the curriculum of Mumbai University’s Retail Management Programme. The company also started a Retail Management Trainee programme to train graduate freshers for a year before placing them in stores.
Takeaway: When talent is scarce, invest in building it yourself.
Stigmatisation of sales jobs
Sales jobs were considered undesirable back in the day. To elevate the profession, Shoppers Stop not only devised a uniform designation “Customer Care Associate” for all their employees. They also organised events such as Parichay, where they’d invite employees’ parents for high tea and shopping.
Takeaway: Rebranding roles and engaging with stakeholders can improve job perception and employee morale.

Image: Priyanka Agarwal
Long working hours
Long hours contributed to high attrition rates in retail, particularly among women. Shoppers Stop revolutionised the retail workforce by introducing six-hour shifts, part-time options, and weekend roles. Imagine this was almost three decades before our current debate on 70- and 90-hour work weeks!
Takeaway: How to be flexible while also getting the work done? Flexibility-based solutions and working conditions can expand your talent pool and improve retention.
Limited mix-and-match options
Ethnic clothing in particular was typically available in fixed sets, leaving little room for purchases of individual pieces. Listening to consumer feedback, Shoppers Stop swiftly launched mix-and-match options, paving the way for brands such as Go Colors.
Takeaway: Customer feedback is a goldmine for innovation—listen, adapt, and execute.
Lack of modern jewellery for the youth
Back in the 90s, the jewellery market predominantly catered to traditional tastes with heavy pieces, alienating youngsters of the time seeking sleek modern designs. Identifying this gap, Shoppers Stop teamed up with the Gitanjali Group to bring out 14- and 18-carat jewellery.
Takeaway: What gaps do you see in today’s market? Partner with experts, if needed, to fill them.
The need for personal shoppers
Navigating a multibrand store can be overwhelming. Shoppers Stop deployed the services of personal shoppers to assist customers, a concept that is now mainstream. By 2023–24, this segment generated ₹600 crore in revenue for the organisation, accounting for 12–13% of its business.
Takeaway: How can you enhance customer experience by offering personalised services?
Solving the problem of providing updates to vendors
Before the Internet, vendors relied on store employees for updates on stock and payments—an inefficient practice indeed. Shoppers Stop created an online vendor portal, enabling partners to access data on product stocks, sales, pending payments, etc., any time of the day at the click of a button.
Takeaway: How can you leverage technology to simplify processes, improve transparency, and increase trust?
Serve: Business from the Heart—The Shoppers Stop Way
Author: BS Nagesh with Ritu D Ferrao
Publisher: Crossword
Get it here.
Note: A part of this post was generated using ChatGPT.
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