Innovative Journal of Business and Management 2 :6 November December (2013) 131 - 136.

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INNOVATIVE JOURNAL OF BUSINESS AND MANAGEMENT

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FDI IN MULTI-BRAND RETAILING: OPPORTUNITIES AND THREATS FOR RURAL

INDIA
Dr. Brajaballav Pal
ARTICLE INFO

ABSTRACT

Corresponding Author:
Dr. Brajaballav Pal
Asst. Professor,
Dept. of Commerce, V.U
[email protected]

Indian retail industry is one of the sunrise sectors with huge growth
potential. According to the Investment Commission of India, the retail
sector is expected to grow almost three times its current levels to $660
billion by 2015. The last decade has witnessed the entry of a number of
organized retailers opening stores in various modern formats in metros
and other important cities. Still, the overall share of organized retailing in
total retail business has remained low. The traditional grocery retail is the
largest contributor to the total grocery retailing in India. But, more than
that, it is a major employment provider accounting for 10 % of the total
employment in the country. This became a major concern for the Indian
government while deciding over the opening of FDI gates for India.
This paper attempts to discuss all these aspects. The paper is
organized into four main sections. While the FDI in Indian Retail is
discussed in first part, the second part of the paper outlines the
Employment in Retailing .The third part presents a discussion on
Current Scenario of AgriInfrastructure in the Country and the fourth
part deals with the Opportunities and Challenges faced by the Indian
retail sector.
2013, IJBM, All Right Reserved

1. INTRODUCTION
Foreign Direct Investment (FDI) is a method of
allowing external finance into an economy. FDI facilitates
international trade and transfer of knowledge, skills and
technology. Foreign Investment in India constituted a small
per cent of Gross fixed capital formation in 1993, which
went up to 4 per cent in 1997.The Tenth Plan approach
postulates a GDP growth rate of 8 per cent during 20022007.1 This implies an increase in FDI from the present
levels of $3.9 billion in 2001-2002 to at least around US$ 8
billion a year during 2002-2007.2
India is fast emerging as a key destination for FDI.
According to the FDI Confidence Index prepared by A T
Kearney, India ranks second in FDI attractiveness ranking,
the first being China. Developing countries, emerging
economies and countries in transition increasingly see
foreign direct investment (FDI) as a source of economic
development, modernization and employment generation
and have liberalized their FDI regimes to attract
investment.
The liberalization of Foreign Direct Investment (FDI)
policy of the Indian Economy in 1991, that has made most
business sectors in India eligible to receive foreign
investment, has opened up front doors to many a
multinational corporation. But the policy framework for
the retail and the trading sector has continued to be
highly
restricted.
Ever since, the multinational
corporations have been eagerly waiting for the opening
of the Indian retail sector for the FDI. Discussions
pertaining to FDI in retail trade in India have always
yielded a mixed bag of reactions. In the recent times FDI

in retailing has been the most heard buzzword in the

Indian Corporate World. And finally the big news seems to
have arrived. India is ready to open up the doors for FDI in
retailing.
1.1 Objectives
The objective of our study is to analyze the current retail
scenario in India, investigate the controversial issues and
evaluate the likely challenges and threats of FDI in retail
sector in India. The specific objectives are:
(i) To study the FDI Policy of Government of India in
Indian Retail,
(ii) To study the scope of employment in retailing,
(iii) To study the situation of agri-infrastructure in the
Indian economy, and
(iv)To identify the opportunities and threats.
1.2 Methodology
The whole paper is based on descriptive arguments,
statistical data, comparative study and analytical logic
developed through the understandings from various
research papers, reports, journals, books, newspapers,
conference proceedings, Government reports and websites.
2. FDI in Indian Retail
2.1 Meaning of retail
Retailing encompasses those business activities
involved with the sale of goods and services to the final
consumer for personal, family or household use. It is the
final stage in a channel of distribution. Retailing is the
interface between the producer and the individual
consumer buying for personal consumption. This excludes
direct interface between the manufacturer and institutional

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PAL et.al/FDI in Multi-Brand Retailing: Opportunities And Threats For Rural India
buyers such as the government and other bulk customers.
A retailer is one who stocks the producers goods and is
involved in the act of selling it to the individual consumer,
at a margin of profit. As such, retailing is the last link that
connects the individual consumer with the manufacturing
and distribution chain.
2.2 Evolution of retail in India
It is essential to highlights on the evolution of the retail
sector in India. Earlier, weekly markets, village fairs and
melas evolved as a source of entertainment which was

within the rural reach. Later on, these were transformed

Mom and Pop/ Kirana stores which are of traditional
variety neighbourhood shops. After that we see
government supported PDS outlets, khadi stores,
cooperatives etc. Finally, with the liberalization a new large
middle class with spending power had emerged and shaped
this sector a new format. The vast middle class market
demanded value for money products. This has fuelled the
growth of supermarkets, departmental stores and shopping
malls.

Fig. 1 Evolution of Retail in India

Source: Technopak Research

2.3 Division of Indian Retail Industry
Retailing in India is divided into organized and
unorganized retailing.
(a) Organized retailing refers to trade activities
undertaken by the licensed retailers i.e., those who are
registered for sales tax, income tax etc. These include the
corporate backed hypermarket, retail chains and also the
privately owned large retail business.
(b)Unorganized retailing, on the other hand, refers to
traditional format of low cost retailing, for example the
grocery shops, owner manned general stores, cigarette
shops, convenience store, pavement vendor etc. It is the
most prolific and visible form of retailing in India while the
organized retailing constitutes only a very small percentage
(3-4%). The unorganized sector is thus not a profit
oriented vocation but a mere source of livelihood.
Naturally, the capital investment is very low and the
infrastructure is rudimentary. It is estimated that less than
4% of Indian retailers have shops larger than 500 square
feet.3
2.4 Types of Retailing in India
The retail sector in India is organized into three categories,
namely, single-brand, multi-brand and cash and carry
retail.
(a) Single Brand- Single-brand retail comprises those
retailers selling products of a single brand only, such that
products should be sold under the same brand
internationally and single-brand product retailing covers
only products which are branded during manufacturing.
FDI in Single brand implies that a retail store with foreign
investment can only sell one brand. For example, if Adidas
were to obtain permission to retail its flagship brand in
India, those retail outlets could only sell products under the
Adidas brand and not the Reebok brand, for which separate
permission is required. If granted permission, Adidas could
sell products under the Reebok brand in separate outlets.

(b) Multi Brand- FDI in Multi Brand retail implies that a

retail store with a foreign investment can sell multiple
brands under one roof. No FDI is allowed in the multibrand retail category. This includes all firms in organized
retail that seek to stock and sell multiple brands, such as
large international retailers like Wal-Mart and Carrefour.
This is the sector that is most under dispute.
(c) Cash and Carry -The third segment, called cash and
carry, refers to wholesale retail. The government defines
this segment as the sale of goods and merchandise to
retailers, industrial, commercial, institutional or other
professional business users or to other wholesalers and
related subordinated service providers. In India, FDI of
100 per cent is permitted in this segment. As per the cash
and carry' structure commonly employed in India, the
wholesale and retail entities are maintained as separate
entities without any cross-shareholdings. The retail entity
is owned and controlled by the Indian partner while the
wholesale entity can be owned by the foreign partner up to
100 per cent. Wal-Mart, for example, has already
established a successful presence in this category of
wholesale operations by entering into a joint venture with
Bharti Enterprises Ltd. of India. The new entity, BhartiWal-Mart, is in operation with stores opening around the
country.
2.5 FDI Policy Scenario- Foreign Direct Investment under
the Industrial Policy 1991 and thereafter under different
Foreign Trade Policies is being allowed in different sectors
of the economy in different proportion under either the
Government route or Automatic Route. In Retailing,
presently 51 per cent FDI is allowed in single brand retail
through the Government Approval route while 100 per
cent FDI is allowed in the cash-and-carry (wholesale)
formats under the Automatic route.
a)
Foreign Direct Investment in Multi Brand Retail
Trading (MBRT) was prohibited.

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PAL et.al/FDI in Multi-Brand Retailing: Opportunities And Threats For Rural India
b) Foreign Direct Investment (FDI) up to 51%, in the
Single Brand Retail Trading (SBRT) sector was
permitted, under the Government/ Foreign
Investment Promotion Board (FIPB) route, subject to
the following conditions:
i) Products to be sold should be of a Single Brand only.
ii) Products should be sold under the same brand
internationally.
iii) It would cover only products which are branded
during manufacturing.
iv) The foreign investor should be the owner of the brand.
c) Government allowed 100% FDI in single brand retail
with a rider that foreign brands would mandatorily
have to source 30% of their requirements from Small
and Medium Enterprises.
2.6 Entry Options for Foreign Players
Some of the popular entry options for foreign players have
been as follows:
i) Franchising: Under this arrangement, the parent
company lends its name and technology to a local
partner and gets loyalty in return. In case a master
franchisee is appointed at the national or regional level,
the parent company gets the right to appoint local
franchisees. Nike, Marks and Spencer, Pizza Hut and
Mango are some of the best-known foreign players who
have adopted this set up of operations.FDI (unless
otherwise prohibited) is allowed with the approval of
the RBI under the Foreign Exchange Management Act.
ii) Strategic Licensing Agreements: Some foreign brands
offer exclusive licenses and distribution rights to Indian
companies. Through these rights, Indian retailers can

either sell it through their own store or enter into shopin-shop arrangements or distribute the brands to
franchisees. Mango, the Spanish apparel brand has
entered India through this route with an agreement
with Pyramid, Mumbai.
iii) Joint Venture: In this case, the international partner
provides equity and support to the Indian investor. The
Indian partner provides all the local knowledge that is
typically needed in such a venture. Mc Donalds and
Reebok have adopted the joint venture route in India
iv) Manufacturing and Wholly Owned Subsidiaries: The
foreign brands such as Nike, Reebok, Adidas, etc. that
have wholly-owned subsidiaries in manufacturing are
treated as Indian companies and are, therefore,
allowed to do retail. These companies have been
authorized to sell products to Indian consumers by
franchising, internal distributors, Indian retailers, own
outlets, etc. For instance, Nike entered through an
exclusive licensing agreement with Sierra Enterprises
but now has a wholly owned subsidiary, Nike India
Private Limited.
2.7 Benefits of FDI in other countries: FDI was not
permitted 100% at a time for most of the companies
operating in different countries in retail businesses. It
accrues benefits in different way in different countries. In
1992, China permitted foreign ownership up to 49% and
gradually lifted the restrictions. Thailand, Russia,
Indonesia, Brazil, Argentina, Singapore and Chile allowed
100% FDI in retail while Malaysia permits to a certain limit.
FDI entails impressive growth in retail and wholesale trade
of China.

Chart 1 Benefits of FDI in other countries

Country
China

FDI limits
100%

Benefits
First permitted in 1992 with foreign ownership restricted to 49%, progressively lifted
with no restrictions now.
Over 600 hypermarkets opened between 1996 and 2001.
The number of small outlets (equivalent to Kiranas) increased from 1.9 million to over
2.5 million.
Employment in the retail and wholesale sectors increased from 28 million people to 54
million people from 1992 to 2001.
Thailand 100%
Referred to as a country where FDI had an adverse effect on the local retailers.
Has limited capital requirement for retail and wholesale outlets.
Russia
100%
Supermarket revolution took place in 2000.
Heavy growth registered.
Indonesi 100%
Modern retail took off in 1990s.
a
No limit on number of outlets.
Matahari is leading chain.
Brazil, Argentina, Singapore and Chile allow 100% FDI in retail sector while Malaysia permits FDI to a certain limit.

Source: YES BANK Ltd. and ASSOCHAM.

Chart 2 Timeline of FDI Policy in Retail in India

133

Remarks
Impressive growth in retail and
wholesale trade.

Growth in agro processing

industry.

PAL et.al/FDI in Multi-Brand Retailing: Opportunities And Threats For Rural India
2.8 FDI in Retail and Corporate Finance:
The available theoretical and empirical research has mainly
discussed and quantified the positive effects of FDI on the
performance of the domestic economy, including indirect
effects on domestic companies, especially in the framework
of supplier-customer relations. The available evidence
suggests strong direct positive effects on investment
activity, employment, export performance and output
growth. From the macroeconomic perspective, FDI is
known to be the least volatile form of capital flows.
However, foreign direct investment can also introduce
certain risks into the economy. The strengthened export
orientation due to FDI increases the dependence of the
domestic economy on the external environment and
possibly also on global developments in those sectors
where the investors operate, which may lead to higher
volatility in the economys performance. In addition,
transfers of profit from foreign-owned corporations may
put pressure on the current account and exchange rate of
the host economy. The tendency of foreign companies to
obtain funding for their operations within their group
rather than from local banks may reduce the demand of
large foreign-owned companies for loans on the local
market. This slows the development of the domestic
financial sector.4
3. Employment in Retailing
A number of issues have been raised about opening up the
retail sector for FDI in India. The first concern is the
potential impact of large foreign firms on employment.
Following agriculture, in 2007-2008, the retail sector is the
second largest employer in India.5
3.1 Employment Shares in Retail Trade
Table 1 Employment Shares in Retail Trade, 1993-2008
Rural
Urban
Male
Female
Male
Female
2007-08
5.6
1.7
18.8
8.6
1993-94
3.63
1.4
14.6
6.66
Source: DIPP Report

It transpires from the above table that the share of retail

employment has risen significantly when compared to its
share in 1993-1994. The pattern holds for both males and
females, in rural, and in urban areas.
3.2 Share of Retailing in Employment across Different
Countries: A simple glance at the employment numbers is
enough to paint a good picture of the relative sizes of the
two forms of trade in India organized trade employs
roughly 5 lakh people, whereas the unorganized retail
trade employs nearly 3.95 crores6. According to a GOI study
the number of workers in retail trade in 1998 was almost
175 lakhs. Though these numbers translate to
approximately 8% of the workforce in the country (half the
normal share in developed countries) there are far more
retailers in India than other countries in absolute numbers,
because of the demographic profile and the preponderance
of youth.
Table 2 Share of Retailing in Employment across Different Countries
Country
Employment (%)
India
8
USA
16
Poland
12
Brazil
15
China
7
Source: Presentation to FICCI by Alan Rosling (Chairman, Jardine
Matheson Group): International experience on Policy Issues.

Table2 shows that retail contributes 16% in employment

in case of USA, 15% in case of Brazil, and Poland

contributes 12%. But, India and China contribute 8% and

7% share in employment respectively.
3.3 Retail Trade in India & South East Asia: Organized
retail is still in the stages of finding its feet in India even
now. Though organized trade makes up over 70-80% of
total trade in developed economies, Indias figure is low
even in comparison with other Asian developing economies
like China, Thailand, South Korea and Philippines, all of
whom have figures hovering around the 20-25% mark.
These figures quite accurately reveal the relative
underdevelopment of the retail industry in India.
Table 3 Retail Trade in India & South East Asia
Countries
Organized (%)
Unorganized (%)
India
2
98
China
20
80
South Korea
15
85
Indonesia
25
75
Philippines
35
65
Thailand
40
60
Malaysia
50
50
Source: CRISIL7

Table 3 shows that organized retail has ranged

from 15% to 50% in South East Asian Countries except
India, which is only 2%. Thus, unorganized trade makes up
over 90% of the total trade in India. It is clear that Indias
retail is still in the unorganized sector.
3.4 Employment Share of Retail in India from 2006-11:
The employment opportunities in the retail sector
are definitely on the rise but organized retail is yet to
become a preferred career option for most of India's
educated class.
Chart: 3 Chart showing Employment Share of Retail in India from
2006-11

Source: YES BANK ANALYSIS

Chart 3 reveals that the overall employment share
of retail in India has hovered between 9.3% to 9.4% from
2006 to 2011. In 2011, the retail sector provided
employment to 41,000 people as compared to 37,000 in
2006 growing at a CARG of 2%.
4. Agri-Infrastructure in the Country
4.1 Current Scenario of Agri-Infrastructure in the
Country
The warehouses in our country have been built
following traditional norms and without proper
specification. They lack in optimal size, adequate design,
ventilation facility, inventory management and storage
system. According to latest estimates, the warehousing
capacity available in India, in public, co-operative and
private sector is about 108.75 million MT and another 35
million MT warehousing capacity is required during the
Twelfth Five Year Plan period for the storage of all major
crops. Thus there exists a huge demand supply mismatch.
Warehouse accounts for the largest share of infrastructure
segments in the logistic industry claiming around 6-7%.

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PAL et.al/FDI in Multi-Brand Retailing: Opportunities And Threats For Rural India
Though India is the second largest producer of fruits and
vegetables (about 200 million MT), it has a very limited
integrated cold-chain infrastructure, with only 5,386 standalone cold storages, having a total capacity of 23.6 million
MT. Lack of adequate storage facilities causes heavy losses
to farmers in terms of quality degradation and wastage of
produce in general, and of fruits and vegetables in
particular. Post-harvest losses of farm produce, especially
of fruits, vegetables and other perishables, have been
estimated to be over INR 1 trillion per annum, 57% of
which is due to avoidable wastage and the rest due to
avoidable costs of storage and commissions.8
Table 4 CURRENT STATUS OF WAREHOUSING CAPACITY IN INDIA
Name of the Organization/Sector
Storage Capacity
(in million MT)
Food Corporation of India (FCI)
32.05
Central Warehousing Committee (CWC)
10.07
State Warehousing Committee (SWC)
21.29
State Civil Supplies
11.3
Cooperative Sector
15.07
Private Sector
18.97
Total
108.75
Source: Government of India

4.2 Agri-Infrastructure Creation

Provision of adequate infrastructure, in terms of both
quantity and quality, is very essential for rapid
achievement of sustainable economic growth. While the
precise linkages between infrastructure and development
are yet to be firmly established, it is estimated that
infrastructure capacity grows in step with economic
output. A 1% increase in the stock of infrastructure is
associated with a 1% increase in GDP across all countries
Similarly access to appropriate infrastructure services is
considered as the most important factor to growth of
Agribusiness. Provision of adequate and quality
infrastructure is necessary for increasing the productivity
and efficiency of agri value chain. The spread of technology
in agriculture depends critically on both physical and
institutional infrastructure. It is estimated that worldwide
15 % of crop produce is lost between the farm gate and the
consumer because of poor roads and inappropriate storage
facilities alone.9
Retailing is a technology intensive industry. Successful
retailers use their distribution and information systems
closely to predict consumer demand, shorten lead time, and
reduce inventory holding and hence save cost .The entry of
modern retail formats in India will undoubtedly bring with
it an intensive infrastructure creation. More focus will lie
on cold chain infrastructure warehouse distribution in
order to strengthen the supply chain.
4.3 Need for Warehousing
i) An11 Plan working group has estimated a total
investment of INR. 64,312 crore in agricultural
infrastructure. A storage capacity gap of 35 million tones
has been assessed, requiring an estimated investment of
INR 7,687 crore during the 11 Plan.10
ii) There has been a record level of procurement of food
grains in the last 4-5 years by government/FCI and due to
this several states have been facing problems of covered
storage capacity. In Rabi Marketing System (RMS) 2011-12,
FCI procured around 281 lakh MT of wheat which was 30
lakh MT more than the earlier record procurement and
procurement of rice in Kharif Marketing Season of 20102011 was around 335 lakh MT.11
iii) There is a dire need for the creation of sufficient
modern warehousing capacity in the country to store and

preserve food grains apart from construction of storage

facilities like seeds and fertilizer.
iv) Since Indian agriculture is witnessing a major shift
from traditional farming to horticulture, meat, poultry and
dairy products and the demand for fresh and processed
fruits and vegetables is increasing due to rising urban
population and transforming consumption habits, the role
of cold storages becomes critical.
5. Opportunities and Threats
5.1 Opportunities: The following may be regarded as
major perceived benefits of allowing FDI in retail in India:
i) Capital Inflow: This would provide an opportunity for
domestic retailers to bridge the gap between capital
required and raised. In fact FDI is one of the major sources
of investments for a developing country like India wherein
it expects investments from Multinational companies to
improve its economy by creating job opportunities,
imparting expertise, developing infrastructure and
opportunities for research and development in the host
country.
ii) Impact on Food Inflation: FDI in retail will give
impetus to the backward linkages which is essential for
controlling food inflation. Players in the organized retail
sector will create adequate infrastructure facilities, thereby
reducing wastages and increasing the supply of
commodities, bringing down their prices considerably. Due
to the Direct Procurement model followed by organized
retailers, there would be substantial cost savings through
disintermediation which would ultimately benefit the
consumer.
iii) Improvement in Supply Chain: Improvement of
distribution efficiencies along with capacity building and
introduction of modern technology will help to avoid
wastages.
iv) Impact on Consumers: The strongest impact of
organized retailing would be seen on the consumers. Along
with the increase in disposable income and increased
discretionary expenditure, the consumers will get better
choice of formats. Due to the Direct Procurement model
followed by organized retailers, there would be substantial
cost savings through disintermediation which would
ultimately benefit the consumer.
v) Benefits for the Farmers- Lack of adequate storage
facilities causes heavy losses to farmers, in terms of
wastage in quality and quantity of produce in general, and
of fruits and vegetables in particular. Farmers would be
gainer with the farm-to fork ventures with retailers
which helps (i) to cut down intermediaries ; (ii) give better
prices to farmers, and (iii) provide stability and economics
of scale which will benefit, in the ultimate analysis, both the
farmers and consumers.
vi) Creation of More and Better Employment
Opportunities- Huge investments in the retail sector will
see gainful employment opportunities in agro-processing,
sorting, marketing, logistic management and the front-end
retail business. Industry estimates suggest employment of
one person per 350-400 sq.ft of retail space, which means
nearly 1.5 million jobs will be created in the front-end
alone in the next 5 years. Assuming that 10% extra people
are required for the back end, the direct employment
generated by the organized retail sector in India over the
coming 5 years will be close to 1.7 million jobs. Indirect
employment generated on the supply chain to feed this
retail business will add millions of jobs.12

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PAL et.al/FDI in Multi-Brand Retailing: Opportunities And Threats For Rural India
5.2 Threats: In a survey, conducted by The Confederation
of Indian Industry (CII) during December 2011 to January
2012 on the impact of FDI on Small and Medium
Enterprises (SMEs) showed that 52 percent of respondents
hope for early implementation of 51% FDI in multi- brand
retail. On the question how the SME industry consider
entry of MNC retailers as a threat or opportunity, majority
of respondents (66.7%) see it as an opportunity for their
sector while around 21 % of respondents perceive it as a
threat. About 12.5 percent of respondents are of the
opinion that the decision would have little or no impact on
their company.13
1. Effect on Traditional Mom and Pop StoresTraditional retailing has been established in India for many
centuries, and is characterized by small, family-owned
operations. Because of this, such businesses are usually
very low-margin, are owner-operated, and have mostly
negligible real estate and labour costs. Getting customers to
switch their purchasing away from small neighbourhood
shops and towards large-scale retailers may be a major
challenge. The oppositions, on the other hand, believe that
local kirana shops will not be affected. The kirana stores
operate in a different environment catering to a certain set
of customers and they will continue to find new ways to
retain them.
2. Effect on Farmers- It is being claimed by the advocates
of FDI in retail that the elimination of intermediaries and
direct procurement by the MNCs would secure better
prices for the farmers. The fact is that the giant retailers
would have far greater buyer power vis--vis the farmers
compared to the existing intermediaries. The entry of giant
MNCs into agricultural procurement would make the
problems worse for the farmers. On the contrary, the
advocates of FDI believe that FDI in retail in the agriculture
will help in improving supply chain, infrastructure and
ensure economic security for farmers through the
elimination of middlemen in the country.14
3. Effect on Consumers- Those who purchase at modern
outlets have reported better product quality, lower prices,
one-stop shopping, choice of more brands and products,
better shopping experiences with family and fresh stocks
as some of the reasons for their choice of outlet. On the
other hand, proximity to residence, goodwill, credit
availability, possibility of bargaining, choice of loose items,
convenient timings, home delivery, etc., are some of the
benefits of traditional outlets.15 .
4. Effect on Existing Indian Organized Retail Firms- The
existing Indian organized retail firms support retail
reforms. They expect a flurry of joint ventures with global
majors for expansion of capital and opportunity to gain
expertise in supply chain management.
FINDINGS AND CONCLUSION
We have dealt with various aspects of FDI Policy in
Indian retail. It has been mentioned in table 1 that the
share of retail employment has risen significantly. But, in
India, only 8% of the workforce engaged in retail sector
which is half of USA. Moreover, employment in organized
retail is only 2% which is far below than South East Asian
countries. Chart 3 shows that the retail sector has provided
employments to 41,000 people as compare to 37,000 in
2,006 growing at CARG of 2%

We have made an attempt to ascertain the scenario

of Agri-Infrastructure in India. Provision of adequate
infrastructure, in terms of both quantity and quality, is very
essential for rapid achievement of sustainable economic
growth. Additional 35 MT warehousing capacity is required
during the Twelfth Five Year Plan period for the storage of
the all major crops. So, the entry of modern retail formats
will bring with it an intensive infrastructure.
The major perceived benefits of allowing FDI in
Indian retail are : (i) Capital; Inflow,(ii) Control of food
inflation, (iii) Improved supply chain, (iv) Consumer
benefit,(v) Farmer benefit and(vi) Creation of more and
better employment opportunities.
REFERENCES
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2. Foreign Investment India, Report of the Steering Group
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of FDI in Retail in India, IOSR Journal of Humanities And
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2012), pp. 100-101.
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5. NSSO, Report No 531, Employment and Unemployment
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13. Rajib Bhattacharyya, The Opportunities and Challenges
of FDI in Retail in India, IOSR Journal of Humanities And
Social Science (JHSS), Volume 5, Issue 5 (Nov. - Dec. 2012),
pp. 100-101.
14. Rajib Bhattacharyya, The Opportunities and Challenges
of FDI in Retail in India, IOSR Journal of Humanities And
Social Science (JHSS), Volume 5, Issue 5 (Nov. - Dec. 2012),
p. 106.
15.107 Rajib Bhattacharyya, The Opportunities and
Challenges of FDI in Retail in India, IOSR Journal of
Humanities And Social Science (JHSS), Volume 5, Issue 5
(Nov. - Dec. 2012), p.107.
(Retail trade employed 7.2% of the total workforce which
translates to 33.1 million jobs (DIPP Report, 2010).

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