The Textile Magazine
SEPTEMBER 2011
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141
their markets and standing on the
verge of closure. Yet that period
saw Arvind at its highest level of
profitability. But the management
did not let their guard down and
concluded that there could be no
better time for a rethink on strategy.
The Arvind management coined
a new word for its new strategy –
Reno Vision. It simply meant a new
way of looking at issues, of seeing
more than the obvious, and that
became the corporate philosophy.
The national focus paved way for
looking towards the international
horizon, and Arvind’s markets
shifted from domestic to global, a
market that expected and accept-
ed only quality goods. An in-depth
analysis of the world textile mar-
ket revealed that people the world
over were shifting from synthetic
to natural fabrics. Cottons were
the largest growing segment, but
where conventional wisdom point-
ed to popular priced segments.
Reno Vision pointed to high quality
premium niches. Thus, in 1987-
history
88, Arvind entered the export mar-
ket for two sections – denim for
leisure & fashion wear and high
quality fabric for cotton shirting
and trousers. By 1991, Arvind was
churning out 1,600 million metres
of denim per year, and it was the
third largest producer of denim in
the world.
In 1997, Arvind set up a state-
of-the-art shirting, gabardine and
knits facility, the largest of its kind
in India, at Santej. With the com-
pany concern for environment, an