A graduate from the J.L.Kellogg 
School of Management in USA, Seigell is gung-ho on the potential that organized digital retail will get on the table for $4 billion HCL Group. The Indian hardware major boasts availability in 1100 plus outlets across the country. HCL Retail also has 5 of its own company-operated outlets (plus 45 more, which are built on the franchise model), where they are banking heavily on experiential marketing. “Unlike MNCs in the space, who are loath to bet big bucks on retail operations because of the heavy investments involved, we at HCL have captured the premium end digital lifestyle stores space,” he states.
From these stores, the company is happily peddling not just its IT prowess to consumers, but also diverse entertainment and communication products. “The response to the sheer experience that we roll out to customers at these centers – not just of handling the box alone, but also of using the product – is overwhelming,” points out Seigell, likening the initiative to the highly interactive Apple stores in America.
Of course, all this involves tremendous hard work and organisational abilities and Seigell’s leadership mantra of “highly involved and motivated team work” goes a long way in streamlining the company’s retail blueprint.
For now, the biggest challenge for both HCL and its retail honcho is to register a strong presence in the nation’s fast-growing notebook market, which for now is dominated by global biggies like Hewlett Packard, Lenovo and Dell. And MiLeap may just be the beginning of HCL’s grand retort!
School of Management in USA, Seigell is gung-ho on the potential that organized digital retail will get on the table for $4 billion HCL Group. The Indian hardware major boasts availability in 1100 plus outlets across the country. HCL Retail also has 5 of its own company-operated outlets (plus 45 more, which are built on the franchise model), where they are banking heavily on experiential marketing. “Unlike MNCs in the space, who are loath to bet big bucks on retail operations because of the heavy investments involved, we at HCL have captured the premium end digital lifestyle stores space,” he states.From these stores, the company is happily peddling not just its IT prowess to consumers, but also diverse entertainment and communication products. “The response to the sheer experience that we roll out to customers at these centers – not just of handling the box alone, but also of using the product – is overwhelming,” points out Seigell, likening the initiative to the highly interactive Apple stores in America.
Of course, all this involves tremendous hard work and organisational abilities and Seigell’s leadership mantra of “highly involved and motivated team work” goes a long way in streamlining the company’s retail blueprint.
For now, the biggest challenge for both HCL and its retail honcho is to register a strong presence in the nation’s fast-growing notebook market, which for now is dominated by global biggies like Hewlett Packard, Lenovo and Dell. And MiLeap may just be the beginning of HCL’s grand retort!
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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