rm - final doc

8/7/2019 RM - FINAL DOC

1/18


2/18

About the Organization.

The TCNS group, a premier apparel manufacturer and

exporter to some of the world's major brands such as Levi's, Gap, Old Navy, Banana Republic,Saks and J. C. Penney.

Following is a brief snap of the organization:

Name of the organization: T.C.N.S Clothing Company Ltd.

Founded by: Mr. O.S Pasricha

Brands under the umbrella: W, WEVE and Aurelia

The company started the retailing of the garments in the domestic market by the brand name ofW which stands for womens wear. The company rooted at home by setting up its first outlet

in the year 2002 in Lajpat Nagar. It later rolled out its other brands by entering into the business

venture with Big Bazaar, a subsidiary of the Future Group. The brand is launched as budget

brand especially for the hypermarkets and the supermarkets such as Spencers, Megamart etc.

T.C.N.S. Clothing Company Pvt. Ltd also retailed exclusively through the Reliance Mart stores.


3/18

The label is targeted at value conscious woman who look for great bargains but at the same time

do not want to compromise on quality.

Through the new label WEVE, the company wants to penetrate into the more budget conscious

market and reach down the pyramid level. WEVE is looked upon as a value proposition for the

customers offering them comfortable clothes with a scientifically derived sizing and fits. The

label is being retailed out of the first Reliance Retail outlet in Ahmadabad. The category of

products would include Indian wear like Duppattas, Kurtis, Tops and Kurtas.


4/18


5/18

About the STORE.

Location: 26A Upper Ground Floor, DLF City Center Mall, Gurgaon, Haryana-122002

Area:

Total area: 1223 sq. ft.

Carpet area: 850 sq. ft.

Average Footfalls:

Weekdays: 35-50

Weekends: 70-110

Average Conversion: 48%

No. of employees:

Customer Experience Officers: 3

Store Supervisor: 1

Housekeeping: 2

Guard: 1

Lady Guard: 1


6/18

CHAPTER I

RETAIL MIX

CATEGORY SIZE PRICE

COLORS

IMAGES

KURTA/KURTI/TOPS

WP,WS,WM,WL,WG,WVG

Rs.599-Rs.3299

VarietyofIndiancolors

DUPATTAS

(chiffon, netand cotton)

------- Rs. 399

Rs.1799

Wide

colorrange

SALWARS(Mix andmatch)

WS,WM,WL Rs. 499Rs.699

Printedandsolid

CHURIDARS(knitted andwoven)

WS,WM,WL Rs.399Rs.799

Printedandsolid

STRUCTUREDFORMAL PANTS

WP,WS,WM,WL,WG

Rs.1399 Rs.1699

Black,NavyBlue.


7/18

CHAPTER II

Business Operations

A Brief about the everyday work at W

Day-to-day working at W started with the basic business operations that begin with the start of

the day with the opening of the store by the store manager .The basic practice at W is to give a

missed call to the Regional Area Sales Manager as soon as the store opens. The timings of store

opening is 9 A.M. Thereafter it is the duty of the store manager to check the mails, if any and

revert to them. The checking of the grooming of the staff as per the grooming standards of the

organization is the next task to do on the list of the store manager. Once the grooming is done, it

is store manager's duty to ensure that the store opens at sharp 11:00a.m and ensure that all the

areas are cleaned as per the checklist, Check whether all Furniture fixtures applications are in

working order/not damaged and complete/ fill the Opening checklist on a daily basis & file it.

The refolding of merchandise takes place. During the day the current sales status which includes

the sales in both units and volumes along with the average bill size is provided to the area sales

manager at regular intervals of 2:00p.m, 5:p.m and 7p.m daily. At the end of the day, the days

transaction are filled in the system as per the units, categories and the volumes, tally the Cash &

credit card transactions, complete the Daily Sales Report (DSR) and email the same to the ASM. Category wise sales

Cash & Credit Card Details

Deposit Status of previous days collection.

Last but not the least, generate the Tags & email the same to ASM & IT team.

Cash Handling

The cash was counted by the store manager on the daily basis. Keeping apart Rs.3, 000-Rs.4, 000in the cash till, all the cash was deposited to the banks representative who came to the store on

daily basis except Sunday.


8/18

HR Management

The stall queries regarding the store and sometimes even personal matters were solved through

the discussions among the store staff. Any conflict among the staff or the staff and the customer

were also taken care of by the store manager.

Solving Customer queries

Every possible effort is made by the store staff to solve the customer queries and conflict

whether it is related to the product or the store as a whole.

Operating POS

Following were the tasks that are performed on the POS. At W the billing system used was

LS-Retail.

Update any pending manual billing in the system for the previous day.

Take print out of the collection report with Cash & Credit card sales details.

Recheck cash and credit slips against sales report.

Fill the deposit slip for cash

Prepare the cash packet for handing over to the collection agency authorized by W /

Bank, which current now is IDBI Bank.

Display VM (Visual merchandising)

The Display that includes the window display as well as the presentation of the merchandise

story-wise is being done every fortnight or as soon as the merchandise on the mannequin gets

exhasted. The following tasks are the responsibilities of the store staff.

Iron all hung garments/ crushed garments.

Ensure that the display (hang/Stacking)is as per the plan for the day based on the display

norms communicated by the regional team/HO. (Details Instructions as per the

merchandise layout guidelines).

Replenishment on the Floor

The stock needs to be replenished on the floor from the back store, so that it is convenient for the


9/18


10/18

Trade Area analysis

When it comes to setting up a store, store location often becomes one of the most important

elements, this is mainly because:

Generally for customers store location is typically the prime consideration when it comesto shopping. For example, if you do not have a personal vehicle you will tend to choose a

location which is close to your home.

Also store locations can be used to develop a sustainable competitive advantage.

Other strategies can be changed in a short time but location decisions are harder to

change. For example many national chain stores sign lease for 7 to 10years. Therefore,

store location decision needs proper consideration before any decision is taken.

However, these days because of slow down in both, population growth, and new shopping center

construction, a retailer may find a suitable location at high rent, complicated lease and expensivefixturing and expensive remodeling

Retail locations can be of following types:

Central Business Districts (CBDs)

Shopping centers

Neighborhood centers

Community centers

Power center

Regional

Super-regional centers

Fashion/specialty

Outlet

Theme/festival

Free standing sites

Carts, Kiosks, RMUs and tall wall units


11/18

As different business types have different trade areas, it becomes necessary to analyse the

trade area of a particular site. To conduct a atrade area analyis, we basically need to identify

with the trade area in which the store is planned to open. As we understand the trade area is

the geographic region that generates the majority of customers. Trade Area Analysis helps to

locate prospects that fit the profile of your key customers, allowing the retailers to

concentrate and focus on marketing budget and on potentially profitable opportunities.

The trade area analysis is performed on to determine the market penetration of the households

and the target market and evaluating new sites to locate our existing business to be closer to our

prospective customers as well as in case of expanding into a new area where prospective

customers live.

A trade area contains primary, secondary and fringe segments. The most important

characteristics of a trade area are population features, income level of the neighborhood, laborforce and employment, household buying power, dwelling structure and consumer lifestyles.

Trade area analysis helped us to determine whether our business strategy matches the needs and

lifestyles of consumers. It also revealed the market opportunities that exist and the retail strategy

necessary for success.

Trade Area Analysis can even identify where your competition is located, so you can understand

how they impact your profitability, and develop a plan to counter the effect. It can also help youunderstand the impact that the opening or closing of yours or competitors locations will have

within your geographical area, which allows you to make more informed decisions about the

future of your stores.

Technique followed:

Radial Studies

GIS Technology

Gravity Model

Drive- time techniques

We have chosen Ws store at DT city center

mall, MG road, Gurgaon. Following isthe site at which trade analysis has been

performed

National

Capital


12/18

GURGAON

GURGAON

DT city

centermall, MG


13/18


14/18

mall is Lifestyle stores which has a variety of product lines for different age groups. People

might differ in their opinions but DLF City Centre holds a great reputation and credibility among

all the malls in Gurgaon. Mainly because it was the first mall to have opened in Gurgaon or New

Delhi NCR

DLF City Centre is the mall that gave the people of Gurgaon the taste of American mall culture

which further lead to change in outlook for people of Gurgaon and New Delhi about malls. Till

date they have been able to manage the same level of reputation and credibility.


15/18

SITE EVALUATION

Pedestrian and vehicular traffic:

The mall has a two-way entry system. It has a main entrance gate. The vehicular traffic coming

from Mehrauli, Vatika do not have to take a U-turn to enter the mall parking in the basement.However there is a pedestrian flow of customers from both the gates. There are two exit points as

well. However the customers can exit through one gate only because of the security reason. The

second exit is the emergency exit which is used only in case of an emergency or even when the

customer traffic is high, usually on rare weekends and festive time, or when a promotion is going

on.

Parking Facilities:

The mall provides ample parking space. The customers can park their cars either in the basement

of the mall or the open area outside the mall. However the area outside the mall is usually used

for parking on the weekends and the festive time. Thus the parking which seems an issue gets

resolved at the DLF City Center mall.

Transportation:

The site proposed is located in DLF City Center mall

8 lane expressway between Gurgaon and Delhi

Delhi is 10 kms from DLF City Center

Buses connects Gurgaon bus station to Delhi and to cities and towns in Haryana

The Radio taxis are easily available

DLF City Centres main entrance is just 20 mtrs away from the under-construction metro

station. The line is expected to complete by June 2010

Auto running between DLF City Center and IFFCO chowk is a routine affair.

Amenities:

Public Toilets: The centre provides toilets for the convenience at three floors including 2disabled toilet facilities.

Telephones: Are located in the lobby of the mall.

Wheel Chairs: DLF City Center provides 6 free chairs for the use of customers with

mobility issues. These can be reserved by contacting the centre office or the Help Desk.

First Aiders: All staff at the centre are first aid trained for your health & safety


16/18

Security & CCTV: For your safety we have 24 hour security and a high tech digital

system covering the entire centre

Centre Directory: There are two directories located at the entrance, near the lifts and car

park entrance of the centre with full listing of tenants and services available.

Lifts & elevators: The mall provides three lift and two escalators apart from the staircase.

Power back-up: The mall has a power back-up by which the electricity is resumed within10 seconds of a power cut.

COMPETITORS

BIBA

Fabindia

Anokhi


17/18

RECOMMENDATIONS & CONCLUSION

Recommendations:

Here I am giving a few recommendations/suggestions to the store where I had spent five months

as well as for the organization as a whole. However a lot of issues related to the store are closely

linked up to the issues at a higher level.

Thus I have tried to bifurcate the recommendations in two parts, firstly for the organization and

secondly for the store.

For the organization:

Proper merchandise planning:

The merchandise in spite of being a brand based on the mix n match concept, the merchandising

team should manage to send the stock well with the co-ordinates i.e. bottom wear and drape wear

along with the styles in the top wear. Moreover there should be an alternative in the bottom wear

to as many styles in top wear as possible so that if a particular style is finished, the staff at the

store could use a different combination.

Sizes in bottom wear:

Although W provides the widest of sizes in the top wear, there exists only three sizes in the

bottom wear i.e. WS-small, WM-medium and WL-large. However the sizes may seem fine when

it comes to the basic knit churidar, but in cases of the woven churidars, the extra large could not

fit into the large size.

Expensive:

The cotton dupattas with very less embellishments (usually a lace), sometimes even plain

dupattas costs Rs.450, whereas the same quality other competitors are selling at less than Rs.300.

Customers find them a bit on the higher side. Thus the organization should seek ways to decrease

the cost of the dupattas in order to meet the customers expectations.

Salary as per industry norms:

The salaries of the employees at W especially the lower staff should be increased. Also there

should be some profit motive for the staff to drive the sales at the store level.

For the store:

Recruitment of more staff

The staff at the store is very less; there still is an urgent requirement of a CEO in the store. Thus

the store should recruit one staff person more in the store.


18/18

Touch-up required

The store is in a bad condition where all the tube-lights are not working properly, the

mannequins are more than five year old. Hence there is a need of touch-up in the store. The

seating table also needs to be changed. In short the management needs to do the makeover of the

entire store.

More focus on Customer Experience:

The CEOs must be trained and must always keeps in mind that sales are not that important as the

experience they make them feel, since they enter the store till they leave the store. Hence the

sales staff should be more focus upon the customer experience rather than focusing just on the

sales.

More authority to be delegated:

The store managers should be delegated more authority, as asking the area sales managers for apetty expense makes the decision delivery late which affects the brand image and the decision

making process is slower down. For example, the decisions such as genuine defects with the

merchandise should be exchanged at the store level rather than couriering the merchandise to the

head office and then waiting for the reply.

Proper and frequent sales training:

The sales staff should be provided frequent and proper sales trainings at the head-office, where

they can learn more about effective selling, new techniques of selling, more knowledge about the

fabrics and personality development.

Proper records:

Proper records regarding the customers requirements, also of the credit note details would help

the store in better Customer Relationship Management, which would further enhance the sales.

rm - final doc

Documents