Store Operations in Retail Industry

“Aditya Birla Fashion and Retail Ltd. (ABFRL)”

A SUMMER INTERNSHIP REPORT

Submitted By :- Dhannjay Kumar

srivastvaUniv. Roll No. :- 2 2 1 0 1 0 1 9

Reg. No. :- 172040799

AS A PART OF THE CURRICULUM OF

FACULTY OF MANAGEMENT SCIENCE (MBA)

“VEER KUNWAR SINGH UNIVERSITY”

ARA Bihar 802301

(Feb 2023)
 A
SUMMER INTERNSHIP REPORT ON
Store Operations in Retail Industry
“Aditya Birla Fashion and Retail Ltd. (ABFRL)”

Submitted in the partial fulfillment of the requirement for the degree

of

MASTER OF BUSINESS ADMINISTRATION

(2020-2022)
AWARDED BY

FACULTY OF MANAGEMENT SCIENCE (MBA)

VEER KUNWAR SINGH UNIVERSITY ARA 802301

Under Guidance of Submitted By

Dr. Chakresh Kuntal Dhannjay Kumar srivastva
Assistant Peofessor Roll No :- 22101019
Faculty of Marketing Session :- 2021 – 2023
Faculty Of Management Science
V.K.S.U. Ara 802301
 DECLARATION

I am Dhannjay Kumar srivastva, Student of MBA (MARKETING) 3’rd Semester

Studying at VEER KUNWAR SINGH UNIVERSITY, Ara solemnly declare that the
Summer Internship Report entitled “STORES OPERATIONS IN RETAIL
INDUSTRY”. This programme was undertaken as a part of the Academic
Curriculum according to the University Rules and Norms and by No Commercial
Intrests and Motives.

I also Declare that this Summer Internship Report is the Result of my Effort and
not been Submitted to Any other University or Institution for the award of any
degree, or personal favors whatsoever. All the Details and Analysis provided in
this report hold True to the best of my knowledge.

Dhannjay Kumar srivastva

 PREFACE

There is a famous saying "The theory without practical is lame and practical without theory is blind".

Marketing is an important part of any business and advertisement is the most important part
of marketing.

Summer training is an integral part of the MBA and student of Management have to undergo training
session in a business organization for 1 month to gain some practical knowledge in their specialization
and to gain some working experience.

Our institution has come forward with the opportunity to bridge the gap by imparting modern
scientific management principle underlying the concept of the future prospective managers.

To the emphasis on practical aspect of management education the faculty of Veer Kunwar Singh
University , Arrah with a modem system of practical training of repute and following management
technique to the student as integral part of MBA. In according with the above obligation under
going project in "PANTALOONS, Aditya Birla Fashion and Retail Ltd”. The title of my project is " Store
Operations ”.

Store Operations in marketing and strategic management is an assessment of the strengths and
weaknesses of current and potential competitors. This analysis provides both an offensive and
defensive strategic context to identify opportunities and threats. Profiling coalesces all of the
relevant sources of competitor analysis into one framework in the support of efficient and effective
strategy formulation, implementation, monitoring and adjustment.

Certainly this analysis explores my abilities and strength to its fullest extent for the achievement
of organization as well as my personal goal.
 ACKNOWLEDGEMENT

The internship opportunity I had with Pantaloon (Aditya Birla Fashion and Retail) was a great chance for
learning and professional development. Therefore, I consider myself as a very lucky individual as I was
provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so many
wonderful people and professionals who led me though this internship period.

There are many other people without whom the completion of the project would not have been possible.
Some have contributed towards this directly while other have provided indirectly.

It gives me immense pleasure to thank

Mr. Arif (Department Manager) and Mr. Manoj Dash (Store Manager) for providing me summer training in
his reputed organization and giving me a chance to have the experience of actual retail operations.

Last but not the least I would like to convey my heartiest gratitude to all Members of PANTALOONS
who helped a lot during my summer training

I perceive as this opportunity as a big milestone in my career development. I will strive to use gained
skills and knowledge in the best possible way, and I will continue to work on their improvement, in order
to attain desired career objectives. Hope to continue cooperation with all of you in the future .

Place :-

Date :-

Signature
Dhannjay Kumar

srivastva“Veer Kunwar Singh

University”

“Master of Business Administration”

Session 2021 - 2023

 CONTENTS

NUMBER TOPIC PAGE NO

CHAPTER :-1 Organizational Analysis
1.1 Company Profile
1.2 Market Updates
1.3 Sustainability Strategy

CHAPTER :-2 Overview

2.1 Pantaloons
2.2 Brands
2.3 Product Mix
2.4 Lifestyle Brands & Types

CHAPTER :-3 Retail Store Operations

3.1 Store Management
3.2 Components Of Store Management
3.3 Shrinkage
3.4 Strategy For Managing Shrink

CHAPTER :-4 Stock Take

4.1 Features & Benefits
4.2 Store Layout
4.3 Conversion Rate
 CONTENTS

CHAPTER :- 5 Research Methodology

5.1 Research Design

5.2 Data Analysis Based On Gender

5.3 Data Analysis Based On Age

5.4 Data Analysis Based On Occupation

5.5 Data Analysis Based On Shopping Behaviour

CHAPTER :- 6 Notes, Conclusion & Suggestions

6.1 Some Important Terms

6.2 Guest Module

6.3 Area Of Improvement

6.4 Conclusion

6.5 Reference

Questionnaire
CHAPTER :- 1
 Company Profile

Aditya Birla Fashion and Retail Ltd. is a NSE listed company and a part of the Aditya Birla Group,
an Indian multinational in the league of Fortune companies. The Group is a member of several
global sustainability organisations including the United Nations Global Compact and World
Business Council for Sustainable Development and aims to become a leading Indian conglomerate
for sustainable business practices.

As India's largest pureplay fashion and lifestyle powerhouse, ABFRL offers an

elegant bouquet of leading fashion brands and retail formats.

Over the past few years, ABFRL has grown to become India's largest fashion powerhouse with a portfolio
of the largest and most loved fashion brands in the industry. These include Louis Philippe, Van Heusen,
Allen Solly and Peter England. Pantaloons is one of India's largest fast fashion store brand. We also
created strong positions in new categories such as innerwear. ABFRL is charting out a strong, sustainable,
and profitable growth journey that will result in significant value creation for stakeholders. In the reporting
year there are no significant changes in the supply chain.

ABFRL, with a network of 6,878 points of sale in department stores, has a

presence across 31,767 multi-brand outlets throughout India.
 MARKET UPDATES

Omni-channel & E-commerce :-

 E-commerce continues to display a steady upward trend

 Synchronizing offline and online: Brick & mortar betting big on omnichannel to expand
its business

 New digital-led sales channels emerging with a promise to enhance customer experience

Value Fashion :-

 Value fashion players continue to adapt, evolve, and expand

 Tier- and Tier- markets are set to undergo rapid recovery

 Value fashion given primacy by focussing on a steady growth of essentials while

undergoing a partial down trading

Merchandising Shifts :-

 The industry witnesses a gradual shift as casual, every day, and unstructured clothing
gains preference.
 Activewear, and loungewear are emerging as the new preferred way of clothing

Rebound of footfalls :-

 The industry witnessed a sharp surge in consumer footfalls in light of festive and
wedding season
 Recovery in high street stores significantly better than at malls
Revenue 5,249
(INR crore)

Net Sales 5,181.14 (INR crore)

Total Capitilization

3,802.50
(INR crore)

2,684.58 1,117.92
Equity (INR crore) Debts (INR crore)

Retail Space 8.4mn sq.ft.

Employees 22,000+

ABFRL Stores 3,212

Cities 850+
OVERVIEW
CHAPTUR - 3
Store Management :-

Store managers have the responsibility of tracking and monitoring inventory levels to prevent
stocking too much or too little products. By maintaining the optimal amount of inventory,
retailers will be able to meet customers' demands while minimizing unnecessary expenses.

Additionally, they must reach retail sales goals to ensure that the store remains profitable. Store
managers also look after their employees' wellbeing and assign tasks to encourage staff to
meet their individual sales targets.

In some cases, retail store managers may also assist in strategizing for advertisements on
the sales floor and promotions to increase revenue
Components of Store Management :-

Fulfilling all of the obligations pertaining to the management process can enhance a
retail operation's overall success and profitability. The 3 core components of productive
store management include .

Supporting and Encouraging Staff :-

According to reports by the National Retail Federation, the retail industry's average turnover
rate is above 60 percent. Store managers have an important role in supporting and motivating
staff to enhance employee retention. For example, providing incentives or communicating
with retail employees can promote a positive environment.

Managers can further reduce employee turnover by effectively administering these

employment processes

Give Employees Responsibility :-

Every employee wants to feel valued and like their contributions make a difference to the
business. The monotony of a retail job can quickly make employees disengage, and one way
to combat this is to reward employees with more responsibility. Delegating tasks not only
lessens your workflow, but it helps disrupt the routine of an employee’s day.

By offering more responsibility to your employees, you demonstrate that you’re invested in
their professional growth and see them as more than just an “asset” for the business.
Build a Culture of Recognition :-

Recognizing retail employees for their effort is the true key to motivating them. Employees —
especially those who work in retail — thrive on recognition for a job well-done. Recognition can

come in many forms: verbal, peer-to-peer, manager-to-peer, and more. Whichever type of
recognition you choose, it’s important that retail employees are recognized publicly for
their efforts.

One easy way to do this is to implement a formal company-wide recognition program. This kind
of program includes a streamlined platform that all employees use to send recognition to each
other for covering shifts, helping out, taking a short lunch, staying late — anything you can
think of. You can even customize your reasons for recognizing on these platforms to be aligned
with your company core values. All recognition appears in a social feed where employees can
like and comment on recognitions or add their own.

Encourage Feedback :-

Your employees are the conduit between your business and your customers. They hear
feedback from your most precious resource — your customers — every day, so encourage them
to pass this feedback on to management. Your employees also spend the majority of their time
on the floor, so they have a clear understanding of what works and what doesn’t.

Schedule monthly meetings (at a minimum) with your employees to deliver feedback about
how your workflows could improve, how you could better provide service to your customers,
and what customers think could be improved upon.
During these meetings, it’s critical that you demonstrate active listening skills. Make sure you take
in everything your employees have to say — don’t interrupt, don’t lose focus queuing up

your next thought, and don’t disengage from the conversation if you hear something you
don’t want to hear.

Reward Retail Employees for Great Work :-

Retail employees are highly motivated by rewards. Whether you reward them with gift cards to their
favorite restaurants, a bonus at the end of the month, or even a selection of customized rewards to
choose from, your employees will appreciate knowing they have something to work toward.

The most effective rewards are personalized to each employee. But how do you personalize your
rewards when you have hundreds of employees working for you?

One easy way to motivate retail employees en masse while still maintaining personalization is by
implementing a rewards platform that enables them to choose their own rewards. Rewards platforms
automate the process of securing discounts, gift cards, and special items from your favorite local and
national spots so you can quickly request what you want and provide it to your workforce. Employees
send points to each other on the platform for a job well done, and they can redeem these points for
thousands of amazing rewards. You can even customize your rewards to be specific to your
company, like an extra day off, company-branded swag, a long lunch, and more.

Using a rewards platform provides the personalization you need to motivate your retail workers
without the time and effort it would take to customize rewards manually.
Fun zone Room :-

Employees spend so much of their time on the floor helping customers, and the only reprieve
they have is taking a quick rest in the break room. If your break room is dreary, employees
are more likely to

disengage and spend less time at work. After all, you don’t want employees who constantly
watch the clock, leave early, and demonstrate that they would rather be anywhere else than
your store.

Let’s say you have an employee who works retail for a reputable fast fashion chain. Her name
is Pooja, and She is a part-time college student and full-time mom. Pooja is about to go on her
lunch break. Pooja works her retail job to pay rent and daycare bills. How do you motivate
Pooja, even though she’s already exhausted?

Pooja hates spending time in the break room because it feels more like a prison. The walls are
gray cement, it’s always cold, and it has a tiny table and a single microwave to heat up food.
The chairs are fold-out and creak when she sits in them. It seems like everything about the
break room is designed to be uncomfortable

The break room sends the message to Pooja that she’s not welcome to spend time here. This
directly contradicts everything about what a break room should be. Consider sprucing up your
break room to make it feel more hospitable. It should be a place where people feel at ease
relaxing, so be sure to outfit your break room with comfortable chairs, a table where multiple
employees can sit and eat, and a small selection of snacks. Lighten up the walls with warm
tones and bring plants into the space to make it more inviting. You can even play quiet music
to give your break room a nice atmosphere.

Have Regular Meetings :-

Employees, especially those in the service industry, need regular communication with their managers
to feel valued. have several key purposes:

To build a trusting relationship between employees and management

For both parties to stay informed and aligned

To provide mutual feedback

To address topics prone to getting lost in the shuffle (like career development or constructive feedback)

Have scheduled meetings with every member of your team to check in on their workload, evaluate their
schedule, and get any feedback on processes. This is an especially good time to provide feedback to
employees as well. Go over their performance and offer words of encouragement if you’re meeting with
a high performer.

Set Attainable Goals :-

Retail is a fast-paced and competitive environment, so it’s no surprise that setting attainable goals is
a huge motivating factor for employees. First, identify what your company’s overall goals are. Is your -

objective this month to raise your overall sales to a certain amount? Are you looking to increase your
units per transaction (UPT)? Are you striving for a perfectly organized store at the end of each close?

An easy way to motivate retail employees and work toward your company’s goals is to create
competitions encouraging employees to strive for those goals. Make sure these goals are
attainable, otherwise they’ll just exhaust employees who already struggle with burnout.

For example, if your company wants to increase your UPT, hold a daily competition for those working the
registers. Encourage cashiers to upsell extra items at the register, and whoever has the highest UPT at
the end of the night wins a $10 gift card to your store.
If your goal is to completely recover the store before close, break your employees up into teams.
Whichever team recovers more of the store by close will win gift cards to the store, a free meal, a
long lunch, or whatever you want to reward. These small competitions are an amazing way to get
your numbers up, motivate employees, and keep them engaged throughout a long workday.

Surprise for Team :-

Sometimes the best way to motivate retail employees is to break out of the monotony of a day with a
nice surprise for your employees. For example, if you know Saturdays are always a busy day for your
store, surprise your team with some baked goods! You can make them yourself at home, or if you’re not
much of a baker, you can stop by the store on the way to your shift and pick up a box of donuts or a
tray of cookies. A small gesture to alleviate the stress of a busy workday goes a long way toward
motivating employees, and they’ll appreciate that you’re thinking of them.

There are plenty of ways to surprise employees: if your team had a particularly great day, consider letting
them go home early. They’ll appreciate the small reward and the extra time off their feet. If your team
exceeded their monthly sales goals, you can even surprise them by taking them out to dinner after a
shift to congratulate their efforts!

Encourage Career Development :-

Many retail employees don’t consider that their jobs in retail offer more than cash in their pockets. In
fact, a retail job can be a career launching point, and it’s important that your employees understand this
from day one. Retail can be laborious and difficult, but you have the power to reduce that stress through
career development. If employees see a path forward, they are more motivated to work hard and
achieve goals.

Providing a clear path forward is an easy way to motivate retail employees. During a new employee’s
training, clearly outline what a career trajectory looks like at your company. It could be as simple as
explaining the management hierarchy to them and detailing how a manager works their way into
that position, or it could be more complicated, like offering senior positions for employees who
achieve certain sales goals.
Recruiting and Hiring :-

One way to minimize employee turnover is by hiring dependable candidates whose skill
sets align with the job description and who will fit in well with the company's culture.

During the recruitment process, managers should indicate clear expectations for the role
and ask candidates questions that provide insight into how they work under pressure.

On boarding :-

Managers should conduct thorough training to ensure their new hire's transition into the
position is seamless. Comprehensive onboarding should include training on how to use
the point-of-sale (POS) system and tips on increasing sales.

To monitor an employee's onboarding progress, managers should set performance goals

and milestones for new hires to meet

Managing :-

Although a new employee may be fully on-boarded, managers should still interact with them
to make sure they are meeting their goals and making progress. It is also important that
management teams listen to their store staff, encourage new ideas, and address any challenges
that may arise. This is important because managers must keep store employees motivated to
ensure that they work hard and productively.

Now comes the part which the manager of the new hire can influence on day 1.
You can offer them some guidelines on the role that you want them to do.

Make sure that their first task is not your long pending work or something that you
wouldn’t want to do if you were him.

Create a short checklist for your new hires that can help them get on-boarded into their
role and gain context. Encourage them to finish off the tasks by the end of the week.

Some of the tasks you can include such as meeting up with your team members for a coffee or
lunch, embarking on some of the interesting projects/certifications just to prep them up, etc.,

Proactively Controlling Inventory :-

For a retail business to flourish and operate smoothly, inventory must be kept at optimal levels at
all times. By properly controlling stock levels, business will minimize their risk of profit deficit.

For instance, stock-outs can lead to loss of potential sales and customer loyalty, as shoppers
seek competitors to purchase the products they need. On the other hand, overstocking store
inventory causes carrying costs to rise since unsold products will take up storage space.

Inventory shrinkage, which is when retailers have fewer items in their actual inventory than
what was recorded, is also a concern for store management. Shrinkage is generally caused by
theft, product damage, or errors in counting.

To control inventory and mitigate stock-related risks to profits .

Conduct Physical Inventory Counts :-

Retail managers should implement regular cycle counts to track inventory on a routine
basis. Cycle counting is an inventory auditing technique where a small portion of the
inventory is counted on a specific day.

By conducting cycle counts, management can quickly monitor their inventory and identify
popular items that may need to be restocked. Also, since managers would be focusing on a
subset of inventory, they can finish promptly and spend more time helping customers in
their store.

Prevent Shrinkage :-
Theft can occur externally by customers or internally by employees. Implementing loss
prevention practices can help businesses detect any shrinkage and allow them to have
more visibility into their day-to-day inventory.

How Retailers Can Manage the High Cost of Shrink :-

Regardless of location, shrink is a universal problem for retailers across the globe. Too often
retailers face the stark reality that as their business grows, so does shrink. A costly problem for
many, shrink is defined as the loss of stock that can be attributed to factors such as employee
theft, shoplifting, organised retail crime, administrative error and vendor or supplier fraud.

Quantifying the financial impact of shrink is complicated since it affects profitability in

different ways – loss resulting from in-store theft by customers and staff, poor stock
management and chronic operational inefficiencies.

In an age where consumer needs and desires are changing rapidly, retailers face
increased business complexity.

The use of debit, electronic gift cards, self-checkout systems, online order pick-up, omni-channel
returns, same day delivery and loyalty programmes all contribute to increased stock volume and
a variety of problematic payment options that can further complicate a security breach at the
point of sale.

To effectively combat shrink, retailers need to understand the whole picture. Across the globe
business models are being tested and transformed by engaged and digitally connected
consumers. Leading retailers are enhancing their physical stores by ensuring that
operational controls are in place to handle the growing problems of retail shrink.

Practical Strategies for Managing Shrink :-

It’s a common misconception that you can absorb shrink as part of the cost of doing business.
While loss has to be factored into your bottom line, there are some practical steps you can
take to help reduce the high cost of shrink. Making smart technology investments is the very
first option to consider when deploying an effective LP solution, you should also consider an
integrated approach, which includes or is a combination of .

 Electronic Article Surveillance (EAS) systems to prevent external theft.

 IP video surveillance to control internal theft and vendor fraud.

 The use of RFID to track products throughout the supply chain from production to point-
of-sale.

 Business intelligence for monitoring point-of-sale employee theft.

 Video analytics to highlight events for LP staff to improve surveillance efforts.

 Shrink management services to manage your LP systems in addition to real-time

data analytics to better understand loss events.
  In-store monitoring to help modify store traffic and give the store more
intelligence about what is going on in their operation.

Other theft deterrent strategies include :-

Closely monitoring daily operations - Increase awareness into where things are going wrong.
When you can pinpoint the origin of your store losses, you can quickly identify if these losses
are coming from your employees, your customers or your suppliers so that you can leverage
the right merchandise protection solutions to help control and reduce shrink.

Training your staff – Educating your employees on LP objectives is critical to managing shrink.
For instance, if your employees understand the causes and impact of losses to them personally
in terms of reduced hours and limited pay increases, they might be more motivated to help in
controlling loss. Train them on methods they can use such as attentiveness, service and
customer courtesy (the greatest weapons against theft and shrink); EAS tagging of high-theft
products; and more visible product placement – all of which can help protect your
merchandise and profitability.

Reorganising the layout of your store – having the right deterrents in place makes it far less
likely that shoplifters will carry out their crime. You can organise your store using a variety of
methods to better deter theft, such as: leverage open floor plans for increased visibility in your
store; keep more easily stolen merchandise closer to the point-of-sale (POS); design POS areas
to give staff clear sight of the store floor while they’re checking out customers; install
adequate lighting to eliminate dimly lit areas where intruders can hide; and display shoplifting
signage and security mirrors as a low-cost deterrent option.
Work with Staff :-

Store managers should delegate tasks and work with staff to control stock. By communicating
the importance of inventory and providing related training, businesses will have extra help
with making sure stock is properly maintained.

Implementing Management Tools :-

Store management can be streamlined with the latest digital tools and software. For example,
retailers can implement cloud POS systems that have advanced features, such as real-time
reporting. These solutions can also be integrated with other software, such as inventory
management and forecasting. This is important because executive teams will be able to
produce data reports, track their inventory, and oversee their financial performance.

Management can take advantage of these tools to maximize their productivity, make
data-driven decisions, and promote sales.

Store Management comprises a myriad of responsibilities and with effective implementation,

retail operations can be productive and customer experience will be enhanced.
STOCK TAKE
Stock Take :-

Stock take is a process in Retail environment wherein a count is performed of physical stock, be it warehouse or
store, to compare with stock as per Retail ERP. If there are differences between them, verification is performed to
ascertain the difference, and stock is adjusted to match the physical count. Traditionally, stock take is done after the
close of business hours and freezing the stock take area for any transaction. This is done to ensure the physical count
is accurate. Modern Retail ERP enables Retailers to perform stock count at any point of time, without needing to
freeze the location of stock take.

A Warehouse or store can be fully operational without any disruption during the stock take. Stock take is performed by
way of specialized mobile with barcode scanners or handheld terminals, which can communicate to the server instantly
through wireless for count validation. Stores can perform a stock count on perpetual basis by picking stock keeping
units at random. Stock take also acts as an internal control mechanism for an organized way of stocking alongside
performing busy Retail operations. Whether you operate a small, medium, or large-scale Retail business, performing a
complete stock take is crucial for healthy inventory levels and minimizing unwanted losses over time. Stock count is also
performed as part of the Retailer’s annual audit plan.

Retail ViVA’s integrated and on-demand Stock Take module is designed for modern retailers to perform stock counts
without any business interruption even during business hours. The Stock count can be compared with system stock
online and recount can be continued to double-check without loss of time. This improves in arriving at correct count
variance and immediate disposal of count differences right until accounting. Ever ready to perform stock count, and
without needing to download item masters, our stock take module makes it easy to perform count and close stock
take at the quickest possible time.

Features :-
No need to freeze location or perform Stock take after business hours

While performing stock take, count is instantly matched with system stock

Immediate or batched recount option to ensure 100% accuracy of stock take

Benefits :-
Automated process helps in systemic Stock take process in a transparent manner

Blind counting of our Stock take module improves accuracy of count

Auto reconciliation of stock movement during stock count helps in immediate reconciliation and quicker disposal
of stock take
However, it’s worth noting that your retail conversion rate can fluctuate on different variables. If you’re running a flash
sale on the weekend, for example, you might see an uplift. On the flip side, if your sales associate calls in sick and
you’re one person down, you might see a decrease in your retail conversion rate.

Account for those fluctuations by calculating your conversion rate over a longer period of time—like per week, month,
or quarter. That will give a good benchmark for any improvements you try to make.

store conversion rate playing important role :-

Conversion rate gives insight into how your retail stores are performing.

Find your average without making any changes. Then, test the following against your benchmark to see which
tweaks influence more customers to leave with an item in hand .

Store layout :- Does your conversion rate increase when you use grid, herringbone, or geometric layouts?

Product mix :- Does pairing items with related items—such as coffee beans with mugs—cause more people to buy
because they can purchase several items from one store?

Discounting :- Does your conversion rate differ if you offer 15% or 20% discounts? If not, go with 15%. You’ll increase
your profit margins while still making an attractive offer that convinces people to take advantage of cost savings.

More accurate indicator of performance

Retailers should have key performance indicators (KPIs) for each store they’re operating. KPIs are benchmarks for
what good looks like. Should you go below that KPI, you know some extra work needs to be done.

Conversion rate is one of the most accurate indicators of retail store performance because it doesn’t fluctuate
massively day to day.
Other KPIs, like foot traffic and gross revenue, for example, can differ significantly depending on days of the week
and events happening around town.

A festival happening around the corner from your store might bring $20,000 in retail sales that day. Is that
sustainable? Probably not—you won’t increase sales to meet that benchmark consistently. Using that as your goal sets
you up for failure.

Retail conversion rates are less affected by dramatic variables. It’s a KPI to help understand how the in-store
experience you give to shoppers influences their decision to buy—regardless of how big your sample size is.

Store layout :-

Even if you’ve got a small location, the layout of your retail store has an impact on conversions.

Do you pair t-shirts with other t-shirts, or different items of clothing that go with each individual shirt? Mixing stock with
frequently-bought-together items can increase average order value. But for the people who enter looking to just
browse t-shirts, walking around the store and searching for them can be off-putting.

The space inside your store can have an impact on its conversion rate, too—especially after the COVID-19 pandemic
changed in-store shopping habits. Some 62% of consumers say social distancing makes them feel more comfortable
shopping in-store. That’s bound to have a positive effect on your bottom line.

Visual merchandising :-

Did you know that the average shopper makes three unplanned purchases in four out of every 10 stores they visit?
Showing your products in their best light (literally) with visual merchandising displays could convince more in-store
shoppers to head to the checkout desk.

Experiment with lighting, arrangements by color schemes, and showing items on mannequins. They might sound
like small tweaks, but the smallest of changes to your shopping experience can drive higher conversion rates.
Inventory management :-

Managing inventory is one of the hardest things about running a brick-and-mortar store. You don’t want to have too
much stock and nowhere to store it (or worse, have it pass its sell-by date). Similarly, you don’t want customers to
visit and have nothing available to sell them.

Having a central system to track inventory solves that problem. With Shopify POS, for example, you’ll see how
many items are available in each location. As soon as items are running low, set up an alert to restock.

That way, you never have to turn in-store away because you don’t have a product they want in their size or color.

increase your retail conversion rate :-

Retail conversion rate is the percentage of visitors to a retail outlet who make a purchase. In other words, it
indicates the number of people out of all potential shoppers who buy something from your store - and is this act of
purchasing which "converts" them into customers.

Conversion rate calculated by :- No of bills ÷ customer entry × 100 = we will be found conversion rate .

There are some point .

 Offer local pickup

 Leverage email cart functionality
 Train and motivate sales staff
 Use shopping technology

Offer local pickup :-

Not all visitors to your brick-and-mortar store will visit by chance. Sure, attractive window displays and retail signage
can convince passersby to impulsively drop in. But some people shop in-store because they have a reason to do so.

One of those reasons is local pickup, where customers can buy or reserve items online. They visit the location to
collect and pay for the item.
As of April 2020, 35% of retail merchants fulfill local pickup orders—a figure accelerated by the coronavirus
pandemic. Some 64% of consumers are now interested in this type of buy online, pick up in-store (BOPIS) or curbside
pickup service .

So, how do these BOPIS options increase retail conversion rate? The secret lies within impulse buying. Smart
product placements convince people to buy more items in-store .

Leverage email cart functionality :-

The sad truth is that not everyone visiting your brick-and-mortar store will convert. There are tons of reasons behind
it; some are outside of your control. But that doesn’t mean you have to lose one-time store visitors forever.

Point-of-sale (POS) systems like Shopify have email cart functionality that helps recover abandoned in-person sales.
Store staff can add items to a customer's cart and send it to them via email. If the shopper buys any products via
the email, the store staff (and retail store) is credited with the sale.
This is a double win: customers can purchase items they were interested in when they’re ready to do so. Retailers also
collect contact information for future email marketing campaigns.

Bedding retailer Sheet Society uses Shopify POS in its Melbourne store to collect customer information. From there,
it emails a list of recommended products to complement the item each customer was interested in.

The result? Sheet Society has a 50% in-store conversion rate (compared to 2.4% online). Almost a quarter of those
customers return to shop again.

Train and motivate sales staff :-

Did you know that 67% of people left a store because they couldn’t find the product they needed? Another 39% left
because of poor customer service. Both of those elements can be easily rectified by training and motivating your
shop floor team.

Invest in a retail training program that helps associates deliver outstanding customer service. That might include:

 Role-playing how to greet customers when they enter the store

 Training staff to pick up on body language cues from shoppers

 Demonstrations of how to use your POS to take payment away from busy checkout desks

Motivation is another important factor to consider when developing your training program. If your sales associates
are unmotivated, they likely won’t go above and beyond to help customers (and therefore worsen your retail
conversion rate).
Incentives—such as sales commission and promotions—could be the nudge they need to deliver A+ customer service.
That will stop shoppers leaving empty handed.

Use shopping technology :-

The majority of in-store shopping experiences aren’t as tech-free as we might expect. Research shows that
once entering a store, 34% of shoppers continue to interact with the brand through .

Help those shoppers make their purchases through retail technology such as ,

 Contactless checkout :- 70% of shoppers say the checkout experience influences their perception of a store
more than anything else. If they see long queues or human checkouts, some may turn away. Use
contactless payments hardware and a mobile POS system to accept payments anywhere in store quickly
and prevent shoppers from having to wait in line to pay for their items.

 QR codes for product descriptions :- 69% of shoppers would rather use their mobile device for product reviews
than ask a sales associate. Help them do that with QR codes that direct people to product pages or landing
pages for the products they’re interested in.

Boost your retail conversion rate :-

When you’re evaluating the success of your retail store, conversion rate should be up there on your list of priorities.
It’ll show you how many people who visit your store leave with a product in hand.

If you’re not happy with your conversion rate, test tactics to improve it. In-store pick-up options, social proof, and sales
team motivation will have a bigger impact than you may think.
RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

This report examines the effectiveness of promotional schemes from pantaloons. A survey was done for the
purpose of completing this report, as well as completing the questionnaire. A sample size of 117 people was
chosen.

Research Design :-

Descriptive research focuses on presenting real and reliable facts to explain the phenomenon. It is well suited to
educational research. It describes statistics and features about the population or phenomenon being examined,
and is also known as statistical research. However, it does not provide answers to questions such as
how/when/why the features developed, which are addressed by systematic research.

I'm using DESCRIPTIVE RESEARCH as my research design since it allows me to go into greater detail about my topic.

Information was collect for research of Comparative study of effectiveness by promotional schemes Pantaloons.

When:
The data was collect in February .

Why:
Why researcher’s obtaining the information from respondents? I conducted for under of Comparative study
of effectiveness by promotional schemes Pantaloons.

Where:
The data was collected from respondents in Patna.

How :
A structured questionnaire was used for primary data collection

Objectives of research :-

1. To know the effectiveness of promotional schemes compare to Pantaloons.

2. To find out the schemes or offers that influence while buying from both the stores
 DATA ANALYSIS AND INTERPRETATION

GENDER :-

Gender Frequency Perecent

Female 58 50
Male 59 50
Total 117 100

Interpretation :-
Out of 117 responded 50% are male and 50% are Female .
Age :-

Age Frequency Perecent

18 – 25 Year 75 64
26 – 30 Year 23 20
31 – 40 Year 12 10
40 Year Above 7 6
Total 117 100

Interpretation: Out of 117 responded Majority people age are 18-25 year and second highest between 26-30
year youngster responded to do shopping from pantaloons.
Occupation :-

Occupation Frequency Perecent

Student 64 56
Job 35 30
Home-Maker 5 4
Professional 11 10
Total 115 100

Interpretation :-

Out of 115 responded 56% are are Students and second highest responded doing job
are 30%
Shopping Behaviour :-

Shopping Behaviour Frequency Perecent

Yes 94 82
No 21 18
Total 115 100

Interpretation :-
Out of 115 people 82% responded affected their shopping behaviour from advertisement .
NOTES & SUGGESTION
WITH
CONCLUSION
 Some Important Terms Related To Retail

1. Basket Size :- Basket size refers to the total number of products sold in a single bill/
purchase.

 Calculation of Basket Size :- Basket size is calculated by,

Total quantity sold

Total number of bills

2. Ticket Size :- Ticket size refers to the amount of money that the store almost earned
from each bill.

 Calculation of Ticket Size :- Ticket size is calculated by,

Net sales value

Total number of bills

3. Single Quantity Bill (S.Q.B) :- S.Q. Bills are such type of bills in which only one products
are purchased, from store point of view the primary focus of the staffs of the store is
to minimize the number of single quantity bills.

4. Variety Target (V.T) :- The main purpose of V.T is to get the actual number of stocks
which we have and the number of stocks which are in transit. Variety target is also
helpful in getting the exact location of products on the floor. V.T is done every week.
 5. Store Display Manual (S.D.M) :- The main purpose of S.D.M is to properly arrangement
of the products in an ideal way so that they may look attractive and may attract the
customers. S.D.M is arranged under the guidance of V.M (Visual Merchandise).

6. Merchandise Category (M.C) :- It refers to the particular types of items(clothes) Such

as Shirt, T-Shirt, Denims, Sorts e.t.c

7. Assessment group :- It refers to the sub types of a particular item

8. Pivotal Size :- It refers to such size of items which are sold maximum. Such as
S,M,L,XL

9. Scanning :- when products come from factory they are scanned box wise if they are
our home products.

In case of Pantaloons the P.T (Pantaloons) products are scanned box wise because they are
the home products of A.B.F.R.L and N.P.T (Non Pantaloons) & M.F.L (Madurai fashion
limited) products are scanned piece wise because they are not the home products of
A.B.F.R.L.

10. Stocking :- P.T products are stocked in the warehouse as,

WORLD BRAND D.M NAME SESSION

Non P.T products are stocked in the warehouse as,

WORLD BRAND D.M NAME STAFF NAME

 11. Sell Through :- Sell Through refers to the % of a particular item sold.

Calculation of Sell Through :- Sell through is calculated by,

Total number of stock sold

Total number of stock received

Sell through tells us that which iems have fast sells rate and which items have slow sales rate.
So that we can arrange items accordingly.

12. Seven(7) Star customers :- These are such types of customers who purchase more than
40,000 rupess items in a single year. These customers are given preference by the retail. They
are usually informed about the running schemes and plans of the retail.

13. Return To Vendor (R.T.V) :- The stocks which remain unsold in their period are returned
back to their respective vendors and this process is called R.T.V. The clothes are properly
packed and are properly arranged according to M.C. After that the all clothes are properly
scanned and counted and at last are sent to their respective vendors by suitable modes of
transportation.
 Guest Module

The Customers who enter our store should be treated according to Guest Module. GUEST

stands for,

 G - Great the customer

 U - Understand the needs of customer

 E - Explain the product details

 S - Suggest for trail

 T - Thank You for shopping with us

  Area of Improvement

1. we should make 1/3 of staffs available Compulsory during first hour so that We can attend our Customers

properly .

2. Proper arrangement of items (Folding , Ironing , Maintaining S.D.M… ......... ) should be done twice a week .

3. The Sensor (tag) which are under scope of doubt will have to be finally removed .

4. Each and every item will have to be tagged properly .

5. To control shrinkage we will have to provide printed handbills and will have to match them accurately at security

check print bills .

 REFERENCES

1. Aditya Birla Fashion and Retail Limited home page .

2. Aditya Birla Fashion and Retail Limited sustainability report ( 2020 – 2021 ) .

3. Theoretical knowledge provides us by Mr. Amaresh Dash .

4. Practical knowledge provides us by Department Manager Md. Arif .

 Conclusion

This internship has been a very useful experience for me . I can safely say that my understanding of the
store operations/floor management/marketing has increased greatly.

The two main things that I learned after my

experience in this organization are the importance of store management as well as floor management . I
can honestly say that my time spent interning with “Aditya Birla Fashion and Retail LTD (Pantaloons)”
resulted in one of the best summers of my life. Not only did I gain practical skills but I also had the
opportunity to meet many fantastic people. The atmosphere at the Patna 1 branch (Vasundhra Metro
Mall) was always welcoming which made me feel right at home. Additionally, I felt like I was able to
contribute to the company by working with the staffs.

For example, as a staff work at ground level to learn how to manage

ground work of this organization and also I’m played role of Visual Merchandise to learn how to product
display in the organization and also I play as a role of Department Manager to understand how to
manage and operate the different- different department under an organization and also I learn ware
house operating to manage stock and In word and out ward process .

Also I learn with my D.M ( M.D Arif ) in warehouse to arrange the stocks properly . Overall, my internship
at Pantaloons has been a success. I was able to gain practical skills, work in a fantastic environment, and
make connections that will last a lifetime. I am very thankful to all the members of Pantaloons for giving
me such a pleasant working environment.

Thank You
 Consumer Buying Behaviour Questionnaire
Apparel & Accessories in Pantaloons
Dear Sir/Madam,

I a student of Master of Business Administration in Marketing from Veer kunwar Singh

University, am conducting a survey on the Buying Behaviour of the consumers in Pantaloons. I request you to kindly
spare a few minutes and help us in the survey. Your co-operation will be highly obliged.

Personal Details

Your Name :- E-mail :-

Gender :- Male ( ) / Female ( ) Age :- 18-25 ( ), 26-35 ( ), 36-46 ( ),

47+ ( )

Occupation :- Student ( ), Salaried Person ( ), Home Maker ( )

1. Are you a regular customer at Pantaloons ?

(a) Yes ( ) (b) No ( )

2. How often do you visit Pantaloons ?

(a) Fortnightly ( ) (b) Monthly ( ) (c) Occasionally ( )

3. What is the average time that you spend at Pantaloons ?

(a) Less than 30 minutes ( ) ( b) More than 30 min ( )

4. Who influences your purchase at Pantaloons ?

(a) Friends ( ) ( b) Self ( ) (c) Family ( ) (d) Others specify

5. Who accompanies you for the purchase ?

(a) Friends ( ) ( b) Family ( ) (c) Alone ( ) (d) Others specify

6. 6. On which occasions do you make purchase ?

(a) Festivals ( ) (b) Gifts ( ) (c) Offers ( ) (d) Weddings ( ) (e) Others specify