Central Mall Project Part A & B

Analysis of digitization of the office and going paperless
1. Industry Profile
Retailing in India is one of the pillars of its economy and accounts for 14 to 15 percent of its GDP. The Indian retail market is estimated to be US$ 450billion and one of the top five retail markets in the world by economic value. India is one of the fastest growing retail markets in the world, with 1.2 billion people. India's retailing industry is essentially owner manned small shops. In 2010, larger format convenience stores and supermarkets accounted for about 4 percent of the industry, and these were present only in large urban centers. India's retail and logistics industry employs about 40 million Indians (3.3% of Indian population). Until 2011, Indian central government denied foreign direct investment (FDI) in multi-brand retail, forbidding foreign groups from any ownership in supermarkets, convenience stores or any retail outlets. Even single-brand retail was limited to 51% ownership and a bureaucratic process. In November 2011, India's central government announced retail reforms for both multi-brand stores and single-brand stores. These market reforms paved the way for retail innovation and competition with multi-brand retailers such as Wal-Mart, Carrefour and Tesco, as well single brand majors such as IKEA, Nike, and Apple. The announcement sparked intense activism, both in opposition and in support of the reforms. In December 2011, under pressure from the opposition, Indian government placed the retail reforms on hold till it reaches a consensus. In January 2012, India approved reforms for single-brand stores welcoming anyone in the world to innovate in Indian retail market with 100% ownership, but imposed the requirement that the single brand retailer source 30 percent of its goods from India. Indian government continues the hold on retail reforms for multi-brand stores. IKEA announced in January that it is putting on hold its plan to open stores in India because of the 30 percent requirement. Fitch believes that the 30 percent requirement is likely to significantly delay if not prevent most single brand majors from Europe, USA and Japan from opening stores and creating associated jobs in India.
PES INSTITUTE OF TECHNOLOGY, Bangalore
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Organised retailing, in India, refers to trading activities undertaken by licensed retailers, that is, those who are registered for sales tax, income tax, etc. These include the publiclytraded supermarkets, corporate-backed hypermarkets and retail chains, and also the privately owned large retail businesses. Unorganized retailing, on the other hand, refers to the traditional formats of low-cost retailing, for example, the local mom and pop store, owner manned general stores, paan/beedi shops, convenience stores, hand cart and pavement vendors, etc. Organised retailing was absent in most rural and small towns of India in 2010. Supermarkets and similar organized retail accounted for just 4% of the market. Growth over 1997-2010 India in 1997 allowed foreign direct investment (FDI) in cash and carry wholesale. Then, it required government approval. The approval requirement was relaxed, and automatic permission was granted in 2006. Between 2000 and 2010, Indian retail attracted about $1.8 billion in foreign direct investment, representing a very small 1.5% of total investment flow into India. Single brand retailing attracted 94 proposals between 2006 and 2010, of which 57 were approved and implemented. For a country of 1.2 billion people, this is a very small number. Some claim one of the primary restraints inhibiting better participation was that India required single brand retailers to limit their ownership in Indian outlets to 51%. China in contrast allows 100% ownership by foreign companies in both single brand and multi-brand retail presence. Indian retail has experienced limited growth, and its spoilage of food harvest is amongst the highest in the world, because of very limited integrated cold-chain and other infrastructure. India has only 5386 stand-alone cold storages, having a total capacity of 23.6 million metric tons. However, 80 percent of this storage is used only for potatoes. The remaining infrastructure capacity is less than 1% of the annual farm output of India and grossly inadequate during peak harvest seasons. This leads to about 30% losses in certain perishable agricultural output in India, on average, every year. Until 2010, intermediaries and middlemen in India have dominated the value chain. Due to a number of intermediaries involved in the traditional Indian retail chain, norms are flouted and pricing lacks transparency. Small Indian farmers realize only 1/3rd of the total price paid by
PES INSTITUTE OF TECHNOLOGY, Bangalore Page 2
the final Indian consumer, as against 2/3rd by farmers in nations with a higher share of organized retail. The 60%+ margins for middlemen and traditional retail shops have limited growth and prevented innovation in Indian retail industry. The Retail Business in India is currently at the point of inflection. As of 2008, rapid changes with investments to the tune of US $ 25 billion were being planned by several Indian and multinational companies in the next 5 years. It is a huge industry in terms of size and according to India Brand Equity Foundation (IBEF), it is valued at about US$ 395.96 billion. Organised retail is expected to garner about 16-18 percent of the total retail market (US $ 6575 billion) in the next 5 years. India has topped the A.T. Kearneys annual Global Retail Development Index (GRDI) for the third consecutive year, maintaining its position as the most attractive market for retail investment. The Indian economy has registered a growth of 8% for 2007. The predictions for 2008 were 7.9%. The enormous growth of the retail industry has created a huge demand for real estate. Property developers are creating retail real estate at an aggressive pace and by 2010, 300 malls are estimated to be operational in the country.
Growth after 2011 Before 2011, India had prevented innovation and organized competition in its consumer retail industry. Several studies claim that the lack of infrastructure and competitive retail industry is a key cause of India's persistently high inflation. Furthermore, because of unorganized retail, in a nation where malnutrition remains a serious problem, food waste is rife. Well over 30% of food staples and perishable goods produced in India spoils because poor infrastructure and small retail outlets prevent hygienic storage and movement of the goods from the farmer to the consumer. One report estimates the 2011 Indian retail market as generating sales of about $470 billion a year, of which a miniscule $27 billion comes from organized retail such as supermarkets, chain stores with centralized operations and shops in malls. The opening of retail industry to free market competition, some claim will enable rapid growth in retail sector of Indian economy. Others believe the growth of Indian retail industry will take time, with organized retail possibly needing a decade to grow to a 25% share. A 25% market share, given the expected growth of Indian retail industry through 2021, is estimated to be over $250 billion a
year: a revenue equal to the 2009 revenue share from Japan for the world's 250 largest retailers., The Economist forecasts that Indian retail will nearly double in economic value, expanding by about $400 billion by 2020.The projected increase alone is equivalent to the current retail market size of France. In 2011, food accounted for 70% of Indian retail, but was under-represented by organized retail. A.T. Kearney estimates India's organized retail had a 31% share in clothing and apparel, while the home supplies retail was growing between 20% to 30% per year. These data correspond to retail prospects prior to November announcement of the retail reform. Major Indian retailers
REI AGRO LTD Retail: 6TEN and 6TEN kirana stores Future Groups-Formats: Big Bazaar, Food Bazaar, Pantaloons, Central, Fashion Station,
Brand Factory, Depot, aLL, E-Zone etc.
Raymond Ltd.: Textiles, The Raymond Shop, Park Avenue, Park Avenue Woman, Parx,
Colourplus, Neck Ties & More, Shirts & More etc.
Fabindia: Textiles, Home furnishings, handloom apparel, jewellery. The Tata Group-Formats: Westside, Star India Bazaar, Steeljunction, Landmark, Titan
Industries with World of Titans showrooms, Tanishq outlets, Croma.
Reliance Retail-Formats: Reliance MART, Reliance SUPER, Reliance FRESH, Reliance

Footprint, Reliance Living, Reliance Digital, Reliance Jewellery, Reliance Trends, Reliance Autozone, iStore
Reliance ADAG Retail-Format: Reliance World Raheja Corp Group-Formats: Shoppers Stop, Crossword, Hyper City, Inorbit Mall
Government Initiatives Finally paving way for foreign retailers like Wal-Mart, Tesco and Carrefour to open independent retail stores in India, the Government has initiated steps towards allowing 51 per cent FDI in multi-brand retail and raising FDI limit in single brand retail from 51 per cent to 100 per cent.
Road Ahead The BMI India Retail Report for the first quarter of 2012 released forecasts that the total retail sales will grow from US$ 422.09 billion in 2011 to US$ 825.46 billion by 2015. The report highlights strong underlying economic growth, population expansion, increasing disposable income and rapid emergence of organised retail infrastructure as major factors behind the forecast growth. The report further predicts that sales through mass grocery retail (MGR) outlets will increase by 219 per cent to reach US$ 28.14 billion by 2015 while automotive sales would swell by almost 44.8 per cent from 3.6 million units in 2011 to 5.21 million units in 2015. Consumer electronic sales are estimated at US$ 29.44 billion in 2011, with over-the-counter (OTC) pharmaceutical sales at US$ 3.03 billion. On the similar lines, global consultancy firm PricewaterhouseCoopers expects Indian retail sector to be worth US$ 900 by 2014 in its report Strong and Steady 2011'. Brief About Indian Retail Industry India Continues to be an Attractive Proposition for Retail India is set to become a US$ 450 billion market by 2015 Current share of organized retail is estimated to be 4-5% i.e US$18-20 billion market. It is expected to expand to 14-18% by 2015 i.e US$ 75 billion . India is at the brink of a Creative Economy driven by speed and imagination. Shopping basket of average Indian ranges from US$7-10 lower than international average is expected to increase. India is one of the youngest consumer markets in the world. Over 50% of the population is below the age of 25 years . Indias working population to be 68% in FY2020 from 63% in FY2008. Self employed people form a majority of consumers in India (organized sector accounts for less than 10% of jobs)
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Segments in the Indian Retail Industry
India's Total Retail Size (in billions Rs)

600 500 496 400 368 300 278 200 201 100 0 1998 2000 2002 2004 2006 2008 2010 2012 238 321 421
204
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2. Company profile A. Background and inception of the company

Central Central is format of Future Lifestyle Fashion Indias leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer marker. Central is one of Indias leading fashion destinations with 22 stores spread across 13 cities. It houses over 1000 fashion brands with more than 500 categories to shop from. Central seamless mall:-brand new
Bangalore Central was establishing in 2004. Central is a showcase, seamless mall and the first of its kind in India. The thought behind this pioneering concept was to give customers an unobstructed and a pure shopping experience and to ensure the best brands in the India market are made available to the discerning Indian customer. Central offers everything for the urban aspiration shopper to Brand new. Located in the heart of the city, Central believes its customers should not have to travel long distances to reach us; instead we must be present where customers frequently visit. Central houses over 500 brands across categories, such as apparel, footwear and accessories for men. Women, children and infants, apart from a whole range of Music, Books, Coffee Shops, Food courts, Super Markets (Food Bazaar), Fine Dining Restaurants, Pubs and Discotheques. The mall also has a separate section for services such as Travel, Finance, Investment, Insurance, Concert/Cinema Ticket Booking, Bill Payments and miscellaneous services. In addition, Central houses Central Square, a dedicated space for product launches, impromptu events, daring displays, exciting shows, and art exhibition. Central is an integral part of the city and in the long run a City should become part of CENTRAL.
Brand factory It is a fashion value retail format that steadily maintains its unique core proposition of
providing over 200 best brands at 20% - 50% discount, 365 days of the year, since its inception. It offers the best Indian and International brands stocking a host of lifestyle products such as apparel, accessories, cosmetics, footwear, home linen and luggage. Brand Factory continuously focuses on offering customers the best of brands at smart prices Brand Factory, the leading destination for fashion and value retail prides itself on offering the best offers on top international and national brands to its customers, making it the ideal destination to shop smart.
B. Nature of business carried The company is present across several lines of business which have various formats
(stores) Plywood, The Dollar Store (JV)
Fashion - Pantaloons, Central, aLL, Brand Factory, Blue Sky, Top 10, Fashion General Merchandise - Big Bazaar, Shoe Factory, Navras, Electronics Bazaar,
Furniture Bazaar, KB'S FAIR PRICE, Food Rite
Leisure and entertainment - Bowling Co., F123, TGIF (Thank God it's Friday!) Telecom and IT - Gen M, M Bazaar, M-Port, Converge M, Future Axiom, T 24, One
Mobile (in alliance with TATA Teleservices)
Consumer durables - Koryo, Sensei, IPAQ Service - E Care, H Care, Design & Service
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C. VISION & MISSION

VISION
Future Group shall deliver

Everything, Everywhere, Every time For Every Indian Consumer in the most profitable manner.
MISSION
We share the vision and belief that our customers and stakeholders shall be served only by
creating and executing future scenarios in the consumption space leading to economic development.
We will be the trend setters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments for classes and for masses.
We shall infuse Indian brands with confidence and renewed ambition. We shall be efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determination
shall be the driving force to make us successful
D. Product /services profile The retail sector is diversified into two different sectors 1. Life style 2. Value
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Life style Pantaloon Retail is focussed on driving the growth of the lifestyle retail business. As Indias leading retailer, we operates multiple retail formats in the lifestyle segment of the Indian consumer market. Led by its lifestyle formats - Pantaloons and Central, Pantaloon Retail makes every effort to delight its customers, tailoring store formats to changing Indian lifestyles and adapting products and services to their desires. Pantaloons, Indias favourite fashion chain has 65 stores across the country offering the most popular loyalty program Green Card. Central, our large-format lifestyle department store has 22 stores in key urban consumption centers in the country and offers over 500 foreign and Indian brands across merchandise categories. Value Led by its format divisions Big Bazaar and Food Bazaar, Future Value Retail Ltd. is a wholly owned subsidiary of Pantaloon Retail (India) Ltd. that has been created keeping in mind the growth and current size of the companys value retail business. Covering an operational retail space of over 8.5 million square feet, the company operates 162 Big Bazaar stores and 200 Food Bazaar stores, among other formats, in over 93 cities across the country. As a focused entity driving the growth of the group's value retail business, Future Value Retail Ltd. will continue to deliver more value to its customers, supply partners, stakeholders and communities across the country and shape the growth of modern retail in India
E. Area of operation
Pantaloon Retail (India) Limited, is a large Indian retailer, part of the Future Group, and operates in multiple retail formats in both, value and lifestyle, segments of the Indian consumer market. Headquartered in Mumbai, the company has over 1,000 stores across 71 cities in India and employs over 30,000 people, and as of 2010, it was the country's largest listed retailer by market capitalization and revenue.
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The
company
separated
its
discount
store
business,
which
includes
the Big
Bazaar hypermarket and the Food Bazaar supermarket businesses, into Future Value Retail Ltd., its wholly owned subsidiary, so that the company may be listed independently. The companys brands include Pantaloons, a chain of fashion outlets, Big Bazaar, a hypermarket chain, and Food Bazaar, a supermarket chain. Some of the company's other regional brands include Depot, Shoe Factory, Brand Factory, Blue Sky, all, Top 10 and Star and Sitara. A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions store, Collection i, selling home furniture products and E-Zone focussed on catering to the consumer electronics segment. Pantaloon Retail is the flagship company of Future Group, Indias retail pioneer catering to the entire Indian consumption space. Through multiple retail formats, we connect a diverse and passionate community of Indian buyers, sellers and businesses. The collective impact on business is staggering: Around 300 million customers walk into our stores each year and choose products and services supplied by over 30,000 small, medium and large entrepreneurs and manufacturers from across India. This number is set to grow. Our other formats include Brand Factory, Planet Sports, aLL and more. As modern retail drives fresh demand and consumption in new categories, our strategy is based on a deep understanding of Indian consumers the products they want, and making these products available in every city in every store format. We are in line with our broad objective of being a catalyst in Indias consumption-led growth and being a positive agent of change in the communities we serve.
F. Ownership pattern
Subsidiary companies The Company now has in all 27 subsidiaries as at the end of financial year 2010-11.
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Future Value Retail Limited Future Value Retail Limited (FVRL) is a wholly owned subsidiary of PRIL, and is now engaged in Value Retail Business since 1st January, 2010 as part of the realignment initiative of the Company Future Capital Holdings Limited Future Capital Holdings Limited (FCH) is the financial services arm of the Future Group. FCH is involved in the business of providing retail financial services, corporate lending, wholesale credit, trade finance and asset management services Home Solutions Retail (India) Limited Home Solutions Retail (India) Limited (HSRIL) was incorporated to operate in the home and hard goods consumption space. The key product categories that the company deals with include Consumer Durables & Electronics (CD & E), Furniture, Home furnishing & decor. Future Supply Chain Solutions Limited Future Supply Chain Solutions Limited (FSCSL) is operating in the logistics, transportation, and distribution and warehousing space. FSCSL provides solutions in the areas of integrated Supply Chain Management, warehousing, distribution and Multi Modal transportation Future Agro vet Limited Future Agro vet Limited (FAL) is to strengthen sourcing and distribution of staples and other food products for the Company. FAL has sourcing and distribution bases at all key cities across the country Future Media (India) Limited Future Media (India) Limited (FMIL) is the Groups media venture, aimed at creating of media properties in the ambience of consumption and thus offers active engagement to brands and consumers.
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Future E-Commerce Infrastructure Limited Future E-Commerce Infrastructure Limited (FECIL) is to capture the consumption space through the internet, as well as other technology based and digital modes and provide infrastructure services for the same. Future bazaar India Limited Future bazaar India Limited (FBIL) has been set up as the e-Retailing arm of the Future Group for providing on-line shopping experience our Company is presently holding 100% in FBIL. FBIL commenced its ecommerce services through e portal www.futurebazaar.com. Other Subsidiaries In addition to the above operating subsidiaries, other subsidiaries viz Future Knowledge Services Limited, Future Learning and Development Limited, Splendor Fitness Private Limited, nuZone Electronics Limited, nuZone Ecommerce Infrastructure Limited and Winner Sports Limited have been created as subsidiary with the certain specific objectives and will be utilised accordingly at opportune time. JOINT VENTURES
Office Products Joint Venture NTC joint ventures Footwear Joint Venture
G. COMPETITORS
In the fashion segment, they face competition from
Shoppers Stop Trent Westside Lifestyle Wal-Mart Tesco plc Reliance Industries
H. Infrastructure Facilities 1.
Flooring and ceiling
The interior layout generates good brand associations through appropriate colour combinations. The white colour of the walls and floor coupled with the green colour of the visual merchandise helps in portraying the brand effectively. Atmospherics 2. Lighting Good lighting in a store involves more than illuminating space. Lighting is used to high light merchandise, sculpt face and capture a mood feeling that enhances the store image. White lighting has been majorly used in the store so that the customers can identify the requisite colours of the apparels. 3. Sound type and density
Instrumental music is played over loud music in the store making the shopping environmental more serence and calm. 4. Fixtures
Detachable fixtures with smooth edges are maintained in the store especially in the kids Segment. 5. Logistics
Category manager ensure that goods are dispatched in right quantities and at right time to reach stores with sufficient time in hand to promptly cater to customer demands. 6. Sourcing / Purchasing
The category manager controls quantities to be purchased as per the sales forecast. The purchasing is done based on a plan made for the season and re-orders been placed based on sales and stock levels. The Category Manager reviews the actual sales versus planned sales and source the material based on feedback from storefront.
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I. Achievement / awards 2009

Cnbc Awaaz consumer awards 2009 Most Preferred Multi Product Chain - Big Bazaar
Most Preferred Multi Brand Food & Beverage Chain - Big Bazaar Images fashion forum 2009 Most Admired Fashion Group Of The Year - Future Group. Most Admired Private Label - Pantaloons, the lifestyle format Critics Choice For Pioneering Effort In Retail Concept Creation Central
Coca-Cola Golden Spoon Awards 2009 Most Admired Food & Grocery Retailer Of The Year Most Admired Food Court Most Admired Food Professional
2008
Indian retail forum awards 2008
Most Admired Retail Company of the year - Future Group Retail Face of the Year - Kishore Biyani
The INDIASTAR Award 2008 Food Bazaar: Best Packaging Innovation.
Retail Asia Pacific 500 Top Awards 2008 Gold Winner -Top Retailer 2008 Asia Pacific
Coca-Cola Golden Spoon Awards 2008
Most Admired Food & Grocery Retail Visionary of the Year: Kishore Biyani Most Admired Food & Grocery Retailer of the Year Supermarkets: Food Bazaar. Most Admired Retailer of the Year - Dynamic Growth in Network Expansion across Food, Beverages & Grocery: Future Group
The Reid & Taylor Awards For Retail Excellence 2008
Retail Leadership Award: Kishore Biyani Retail Best Employer of the Year: Future Group
2007
Images Retail Awards
Most Admired Retail Face of the Year: Kishore Biyani Most admired retailer of the year: Food and Grocery: Food Bazaar Most admired retailer of the year: Home & office improvement: HomeTown Most admired Retail Company of the year: Pantaloon Retail (India) Ltd.
World Retail Congress Awards Emerging Market Retailer of the Year 2007 Pantaloon Retail (India) Ltd Hewitt Best Employers 2007 Best Employers in India (Rank 14th) Pantaloon Retail (India) Ltd Readers Digest Trusted Brands Platinum Awards Trusted Brands Platinum Award (Supermarket Category) Big Bazaar
2006
Retail Asia Pacific Top 500 Awards Asia Pacific Best of the Best Retailers Pantaloon Retail (India) Ltd Best Retailer in India Pantaloon Retail (India) Ltd. Ernst & Young Entrepreneur of the Year Award Ernst & Young Entrepreneur of the Year (Services) Kishore Biyani CNBC Indian Business Leaders Awards The First Generation Entrepreneur of the Year Kishore Biyani Lakshmipat Singhania IIM Lucknow National Leadership Awards Young Business Leader Kishore Biyani The awards were presented in New Delhi by the Prime Minister Dr. Manmohan Singh in December, 2006.
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J. Standard Work Flow Model.

The entire project will be managed by the Account Executive, with a second contact person if the AE is not available. The Company operates an open-house policy and will be available for on-site inspection at all times during the production process.
Brief and brainstorm The Production and Creative Consultant meet with the client and relevant stakeholders for open discussion and brainstorm creative themes, objectives, target market, deadlines and technical criteria.
Design studio Two design concepts are developed and presented for approval .Each concept to express the brief in a different approach with alternative style sheets .Concepts to include creative style, typography and layout. Formalisation of concept A combination of, or alteration from the first concept submissions are represented for final approval. Photographers briefing The selected photographer(s) are briefed in accordance to the approved design concept. The creative and production team, in conjunction with the photographers and printers will compile a time schedule on which a weekly status report will be delivered to the client. Design & layout The Creative team will supply a full set of proofs at each stage for approval and finalisation. Scanning The Scan Studio will supply high resolution scans from a high end Crossfield drum scanner. The images will be colour corrected and patch proofs checked before image setting to film or direct to plate. The production studio will image Litho Positives supply dyeline proofs and the necessary colour proofs for approval. Printing will be handled in-house or by one of SAs top printers with the necessary binding & finishing equipment.
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K. Future group prospect

Become a part of a vibrant culture, dedicated to customer service excellence and high ethical standards to deliver great value to customers. Starting your career There's no better place than Future Group to take your first steps into the world of Indian retail. Discover the exceptional support, learning and growth opportunities across our business. Taking your career further If you're talented, experienced and committed, but are looking for new challenges, in an environment where you can achieve more and genuinely impact the business, then Future Group has limitless opportunities for you. Corporate Future Groups mission is to help millions of people in India live a better quality of life every day. But, helping people live better requires more than just saving them money; it is about streamlining our operations in a way that helps people, protects the environment and drives business growth. Helping Future Group fulfill its mission is an opportunity to make a difference in a unique and powerful way. If our businesses, mission and work ethos appeal to you, explore the career opportunities we have to offer in our corporate office. Stores Every day millions of customers turn to Future Group to realize their dreams and aspirations to live a better quality of life every day. This means as a Future Group associate your objective is to help customers through the value we offer in our products, and the values we practice in our everyday work. Keeping millions of customers happy takes exceptional service, knowledge and lots of work. At Future Group, we provide the training and development opportunities to help you advance as far as you want to go in your career Style.
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3. Mckinseys 7s frame work with special reference to central

The Mckinsey 7s model involves seven interdependent factors which are categorized as either hard or soft element Introduction The 7S model, made famous by the McKinsey consulting company, is good for a thorough discussion around an organizations activities, infrastructure, and interactions. Strategy -This is the organizations alignment of resources and capabilities to win in its market. Structure -This describes how the organization is organized. This includes roles, responsibilities and accountability relationships. Systems -This is the business and technical infrastructure that employees use on a day to day basis to accomplish their aims and goals. Shared Values - This is a set of traits, behaviours, and characteristics that the organization believes in. This would include the organizations mission and vision. Style- This is the behavioural elements the organizational leadership uses and culture of interaction. Staff - This is the employee base, staffing plans and talent management. Skills - This is the ability to do the organizations work. It reflects in the performance of the organization
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Strategies The company observes retail customer trend and changing consumption tastes. Organization is customer driven opposed to product driven .Company is very conscious about culture and regional consumption pattern. Strategies change frequently due to orient to the customers needs. The continuation of learning, unlearning and relearning is applied to update the quick changing strategies across the organization. As Kishore Biyani MD Pantaloon retail India LTD says Retail is like riding bicycle. In uphill if you stop pedaling you will slide down . The statement express the need of continues learning process to form the strategies. Based on analysis its business strategies can be categorized in 3 major groups. They are
Diversification strategy Classes destination strategy Maximum market shares strategy
Business diversification of pantaloon

Structure The organization structure of the senior management of our Company is given below:
Board of Directors
Managing Director
Head Retail Business
Head Projects
Head Operations
Head Risk Manageme nt
Head Marketing
ChiefFinance & Company Secretary
Head Human Resource
Head Informatio n Technolog y
System Information Technology-to manage stock inventory, sales process billing. HRIS system SPARSH system- support people office (H.R dept). Electronic Document Conferencing Imaging / Scanning & Indexing Personal Digital Assistant (PDA) Screen Input System Document-Sharing Software
Shared value Rewrite Rules. Retain Values. Group Vision Future Group shall deliver Everything Everywhere Every time For Every Indian Consumer in the most profitable manner.
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Group Mission We share the vision and belief that our customers and stake holders shall be served only by creating and executing futures scenarios in the consumption space leading to economic development. We will be the trend setters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments for classes and for masses. We shall infuse Indian brands with confidence and renewed ambition. We shall be efficient, cost conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful. Core Values Indianness: confidence in ourselves. Leadership: to be a leader, both in thought and business. Respect & Humility: to respect every individual and be humble in our conduct. Introspection: leading to purposeful thinking. Openness: to be open and receptive to new ideas, knowledge and information. Valuing and Nurturing Relationships: to build long term relationships. Simplicity &Positivity: Simplicity and positivity in our thought, business and action. Adaptability: to be flexible and adaptable, to meet challenges. Flow: to respect and understand the universal laws of nature
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Style
Future Group believes in developing strong insights on Indian consumers and building
businesses based on Indian ideas. In everything we have done, we have kept the consumers in mind. That is what has worked for us, he says. Future group has consumer centric style of working as they cater to the needs of the
consumers. Customer focus is an axiom in business these days; Unlike many companies who has business centric environment, Future group bases
itself with the customer centric approach.
Staff
The staffs are divided according to band wise. BAND 5A Designation
General manager, chief-RM key account, Head people office CT&BF, chief- projects manager.
5B
CEO-Central& Brand factory, Head operations, chief financial officer. chief merchandising.
4A 4B
Manager-category
Senior
manager-category,
Deputy
General
Manager category.
3A
Assistant manager- commercial, IT. assistant manager people office
3B 2C 2D
Deputy manager- commercial
Executive-category , commercial (Gm) Senior Executive category
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Skills
Organisations are increasingly focusing on performance of employees as a core asset as the realisat ion that a successful business depends on how their people strategy is designed, has to be aligned to and supports the business strategy materialises. The important skills are-
computer skill communication skill Information and technology Planning ability Leadership skill presentation skill
4. SWOT ANALYSIS
Pantaloon Retail (India) Ltd.-SWOT Analysis Report Summary Pantaloon Retail (India)SWOT Analysis company profile is the essential source for top level company data and information. Pantaloon Retail (India) SWOT Analysis examines the company's key business structure and operations, history and products, and Provides summary analysis of its key revenue lines and strategy.
Strength
Multiple formats to achieve maximum consumers wallet share. Focused on fashion.

Private labels margin drivers. Weakness
Inventory is a critical issue

Consumer spending pattern
Consumer loyality
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Opportunity
Industry is booming. Percolating down .

Threat Rural retailing
Compitition is increase. Risk opening format.

Less conversion level
SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. This analysis helps in pointing out the objective and flow of business under internal and external factors. Favourability of the strategy based on the factors can be analyzed. The technique first used by Stanford University in 1960 by Albert Humphrey. Figure 1 is formulated based on the factors for pantaloon retail chain.
5. Analysis of financial statement Financial Objectives 2012This year the Pantaloon India Retail, central holding company is expected to bring in Rs15,000 crore in revenue with a profit of about Rs900 crore. (Now, set aside Rs350 crore
for interest payments and Biyani is still left with over Rs500 crore for expanding)
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Balance sheet - Future Retail Ltd. Particulars Liabilities Jun'11 12 Months Share Capital Reserves & Surplus Net Worth Secured Loans Unsecured Loans TOTAL LIABILITIES Assets Gross Block (-) Acc. Depreciation Net Block Capital Work in Progress. Investments. Inventories Sundry Debtors Cash And Bank Loans And Advances Total Current Assets Current Liabilities Provisions Total Current Liabilities NET CURRENT ASSETS Misc. Expenses TOTAL ASSETS (A+B+C+D+E) 1,877.66 410.64 1,467.02 100.13 2,255.41 1,762.20 185.24 85.77 497.96 2,531.17 1,272.56 29.92 1,302.48 1,228.69 0.00 5,051.25 1,417.04 294.89 1,122.15 59.68 2,002.91 1,270.67 123.57 100.54 452.89 1,947.67 965.72 24.22 989.94 957.73 0.00 4,142.47 1,876.45 307.69 1,568.76 345.23 954.03 1,787.84 177.25 109.34 1,211.08 3,285.51 1,010.26 20.46 1,030.72 2,254.79 0.00 5,122.81 1,368.76 170.59 1,198.17 330.64 586.52 1,429.84 113.16 121.10 991.66 2,655.76 715.11 17.58 732.69 1,923.07 0.00 4,038.40 767.07 92.47 674.60 131.13 252.01 885.96 65.16 162.97 637.35 1,751.44 401.71 15.71 417.42 1,334.02 0.00 2,391.76 206.90 2,671.23 2,878.13 1,675.89 497.23 5,051.25 Jun'10 12 Months 228.77 2,527.48 2,756.25 1,236.03 150.19 4,142.47 Jun'09 12 Months 60.94 2,211.48 2,272.42 2,525.53 324.86 5,122.81 Jun'08 12 Months 95.12 1,751.50 1,846.62 1,991.77 200.01 4,038.40 Jun'07 12 Months 29.36 1,062.82 1,092.18 951.93 347.65 2,391.76
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6. Learning experience
It was a great opportunity for me to do my internship in such an esteemed organization. The organization culture is very good and it does create an homely atmosphere and thus motivates to learn. I had great experience learning in this Organization. Learning by doing was the strategy adopted throughout ten weeks of duration of the project. Every minute in the organization taught new things that would be a basement in my career. This was a good platform for me to learn about the day to day management in an organization. The ten weeks stay in the organization also helped me in improving my over all personality. I learned how to apply theory into practical application. This was done by applying theoretical knowledge of Porters five force model into practical application. I gained the knowledge of organisation structure which affects the daily operations, decision making and flow of information.
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GENERAL INTRODUCTION
Paperless office introduction In todays fast growing world science and technology is continuously revolutionizing the way human live and work. One of such areas of human lives experiencing radical change due to the advancement of science and technology is the use of paper. Several technologies have been developed to reduce the amount of or eliminate paper outright. This phenomenon, known as the paperless officea term coined by George E. Pake, the then head of Xeroxs Palo Alto Research Center in 1975has become a desirable but difficult objective to achieve. Enterprise rights management systems, Enterprise forms automation, Optical Mark Readers, screen input systems, document sharing software and a myriad of other technologies have been developed to make the paperless office concept realizable. The focus of this paper is to explore how enterprise rights management contributes to the achievement of a paperless office and how to implement a paperless office solution in the central corporate office. This study is motivated by the growing amount of cries from the global community on the need to tackle global warming. This is coupled with the fact that corporate office are moving towards the digital end of business operations by acquiring computers, printers and other IT solutions for their business operations. Many more are connected to the world-wide web to enhance their business operations. Historically, Corporations and central globally have business processes that rely heavily on the use of paper. Business to Business (B2B) operations, Customer to business operations (C2B e.g. Sales and marketing) as well as internal business operations (e.g. reports) depend on paper. For example, office provides papers by maintaining the records of the employee. However, most of the technologies acquired to cut back on paper use are under-utilized for several reasons. Another important reason for this phenomenon is security concern .i.e. how to protect sensitive data from falling into the unintended recipients.
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Defining the paperless office

The paperless office can be defined as an electronic document management environment that provides an alternative to the workflow and storage issues associated with paper files. The tasks involved in organizing and working in a paperless office can be divided into two areas: document management and project management.
Technologies
The following form part of the various technologies that can be used to implement some form of paperless office. The technologies are used alone or in combination with other technologies. Optical Mark Recognition Optical Character Recognition (OCR) Magnetic Ink Character Recognition (MICR) Intelligent Character Recognition (ICR) Audio/Video Conferences Electronic Document Conferencing Imaging / Scanning & Indexing Personal Digital Assistant (PDA) Screen Input System Document-Sharing Software
However, A Case Associates article categorizes paperless office tools into three complementary technologies namely electronic imaging, automated document management and automated workflow-management products
The problem of implementation
Paperless office concept is an enticing one looking at the sort of benefits it is suggested to provide. However if it is not well implemented, it may lead to costly disruptions of business operations. Moreover the cost and expertise needed to implement such a system is significant in the corporate office context and may be well without the reach of the some businesses in India. The challenge here is: how can Indian businesses deploy paperless office solutions efficiently and in the least difficult way .Secondly, one important feature of digital documents which gives them an advantage over paper documents is the ease of movement. Digital
documents can be moved across continents at the click of a mouse. This makes it easy for the collaboration and the sharing of information. It is this key attribute of electronic documents that gives them the technological edge over paper leading to the support of the ultimate goal of the paperless office. However this same feature hands digital documents its flaw as the freedom of movement also means that extra measures need to be taken to ensure that data does not fall into the wrong hands. Enterprise rights management which is a digital document-based security model that enforces access, usage, confidentiality, and storage policies aim at solving this defect. Enterprise rights management systems introduce another challenge that is the maintenance of the inherent fluidity of movement of digital documents in the attempt to combat data leakage.
Benefits of going paperless

The term "paperless office" refers to the idea of a workplace in which all work-related documents are saved digitally, with no hard copies. The paperless office is intended to reduce waste in several different ways, and to make the office work more efficiently. Many benefits are available to offices that try the paperless approach
Central stand the chance of benefiting from a paperless environment in several ways. This section discusses the benefits to be derived from running a paperless office. There are many benefits to a paperless office, some of which you might not even have thought about.
Here are the top 10 reasons to go paperless:

1.Easy storage: With a digital document management system in place, all documents that come into your office can immediately be scanned and electronically stored, making it easy to send them electronically to everyone who needs it. 2 .Automatic audit trail: Increasingly, businesses need to adhere to strict guidelines on compliance and need to store records for many years. With a digital document management system, there are no limits to the amount of documents you can store, and every document will have a unique number automatically generating an audit trail. This also gives the ability to make changes to documents and still keep the original, helping with compliance and audit guidelines.
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3. Time savings: It is no longer necessary to waste time looking for documents. Document searches can be done quickly and gives results in seconds. All the documents are stored in the same organised manner, and are easy to retrieve. 4. Simplicity: With a digital document management system, you can simplify many business processes. Users can action or authorise tasks and transfer data with the touch of a button. Ordering goods and authorising invoices, are just two of the best examples of daily tasks that become more efficient when done digitally. 5. Accessibility: Digital document management lets you create security settings and give all authorised users the ability to view the same document. This makes it easy when more than user needs access to a single document or in cases when the company is on multiple sites. 6. Business development: With time saved, executives can spend their time more productively, on developing the business. According to the You Gov survey, 30% of business managers and directors would spend the time they save on business development. 7. Security: A digital document management system stores the documents on secure servers. This means that only authorised users are able to retrieve the documents, making it more secure than paper, which could fall in the wrong hands. 8. Better customer services: A digital document management system allows you to access all customer data, retrieving information such as customer orders and documents, allowing your business to proactively provide customer service, and respond to enquiries faster. 9. Email efficiency: A digital document management system that communicates with your server-based email system will allow you to save emails into the system just like any other document, making it easy for you to search your email history. 10 ROI: Businesses do not need to spend a lot of capital in order to have a digital document management system. There are cost effective choices that will allow you to see a return on investment in as little as 6 months
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"The advantages of going paperless are many and obvious, both for individuals and organizations. The main reason why most people still use paper is because of a life-long conditioning; paper has become an intimate part of how we generate, access and store information. By recognizing the paperless advantages it will be easier to implement it." George Demopoulos.
Advantages for individuals
Enhance efficiency and productivity Save Money Reduce, or eliminate the clutter and gain focus. Enjoy time flexibility & freedom Enjoy location flexibility & freedom Become environment friendly and live greener
Advantages for organizations & businesses
Cost savings Staffing flexibility Organizational flexibility and resilience Enhanced customer service Improved public image
PAPERLESS GLOBAL IMPACT The rapid adoption of information and communication technologies is transforming economic and social development around the world, and especially in developing areas, where paperless ICT -based practices can greatly contribute to public health, education, governance, business, and decreasing the gap between the poor and the rich. Learn more about the global impact of paperless work practice in Paperless Joy.
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Reduction of footprint on the environment

Companies can also benefit through the reduction of their environmental impact footprint. A paperless office environment also improves a firms competitiveness in the industry as customer service can easily be enhanced by reducing the number of processes that depend on paper. This in addition to the above can enhance business prospects and profitability. If you purchase 40 cases of copy paper made from 100% postconsumer recycled content paper instead of paper made from virgin pulp, it saves: 24 trees 7,000 gallons of water 4,100 kilowatt-hours of electricity 60 pounds of air pollution One metric ton of carbon dioxide equivalent is eliminated when you buy: 20 cases of 30% post-consumer recycled paper 6 cases of 100% post-consumer recycled paper
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Excess paper use = Paper waste > When we use excess paper, we routinely generate paper waste. Rethinking paper use = Less paper waste > The less paper we use, the less potential for paper waste. Less waste = More profit > Waste is an inefficient use of resources: energy, materials, and labour. THE PAPERLESS OFFICE IN CENTRAL CORPORATE OFFICE The literature on paperless office idea in future group is scanty. Albeit relatively small, future group has had her own share of the paperless office phenomenon as more businesses acquire technologies for running their business operations. Some businesses have adopted different kinds of technologies that provide some sort of paperless benefits. Several automated services like e-Banking, point of sale terminal services (not entirely paperless) and ATM banking. It is evident that most of the efforts at attaining a less-paper office environment are made by the financial institutions. Apart from that, the bulk of both business to business (B2B) and business to customer (B2C) interaction remains paper based. This may be attributed to the businesses and customers desire for signatures on paper. Future group also support electronic transactions and thereby Support the paperless office agenda. However, the use of digital documents raises the question of legality; whether or not there are legal implications of transaction businesses with other parties based on digital documents which in this case cannot be physically signed, digital documents is making a strong impact in business operations, from accounting, through law, the impact of technology and digital information on how businesses are being run is overwhelming. Reversal of this trend is not foreseeable but whether digital documents will be able to kill paper documents outright is another question. What is evident is that some future group businesses have many of the basic tools needed for attaining paperless office and as such with a few components and technologies a paperless office environment would be attainable by these organizations.
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How to do digitalize in central corporate office

Knowing the Operations An organization's first step when implementing a paperless office is to know its operations not just its physical processes (although this is very important too, and must be taken into account), but its clients' and staff's attitudes toward this type of change as well. Are clients/employee prepared for a paperless system? Will it change the way the organization interacts with them. To understand how to transform itself into a paperless office, an organization must first recognize the several hurdles that it will need to deal with, and then take the appropriate steps to overcome them. For a smooth transition to a paperless office, an organization should take the following measures: Know its external customers. Will the change to a paperless office be transparent to them? If so, will they feel the change immediately? Know its internal customers. Are employees aware of the intended changes? What training will they receive? Identify the physical processes that will change. Remember, it is not necessaryor even realisticto be 100 percent paperless. Once an organization has answered these questions and addressed these issues, it will have successfully cleared the hurdles to moving toward a paperless office, with a clear set of realistic goals. The next big step is to find the right paperless office system for the organization's particular situation. So what should you expect from your new system? Of course, the price should be right, but apart from that, there are some other extremely important factors to consider.
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Suggested Best Practices

This paper adapts the OCTAVE method as a template for the purpose of organizing the suggested best practices
Guidelines for implementing paperless office solutions

In addition to a preparation stage, the suggested approach 5 phases in all: organizational view, technological view, strategy and plan development, implementation and postimplementation as described. All the phases relate to and address the human factor and business case issues relevant to that phase for implementing a business solution
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Phase 1: Organizational view Process 1: identity and analyze objectives The team analyses the current objectives of the organization and the objectives for going paperless. The objectives for going paperless must be in line with the organization objectives. A disparity between these objectives will cause the project to be delineated from the functions of the business functions and therefore lead to its strangulation. Process 2: Define, model and cost business processes The team defines the existing business processes and models them. Specific processes that are the producers or users of large numbers of paper are then identified for collapsing or reengineering in later phases. Model intra and inter departmental communications as well as inter-function interactions. Quantify and cost current business processes including costs related to searching, mailing, storage of documents etc. Customer service issues that arise due to missing, illegible or destroyed documents are worthy of notice. This quantification gives a better understanding of the costs involved in running the current business process and therefore feed into arriving at a clearer business case for implementing a paperless solution. Phase 2: Technological view Process 3: Inventory of Available technology The team takes inventory of all the available information technology and information systems in the business environment Process 4: Identify and assess required technological resources and knowhow Based on the objectives of the needed solution, the team identifies all required technological resources and know-how for fully implementing the paperless solution. Cost is assigned to each of the resources and value of the expertise identified. Business case: Now the team conducts a more thorough analysis of the business case using outputs from the previous processes. This gives a clearer economic justification for pursuing the project. Phase 3: Strategy and plan development This forms the crux of the project. A solid implementation plan can guarantee successful implementation. The team determines whether the organizations business processes need to be reengineered in order to implement the new system or not.
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Process 5: Document storage planning The team determines the storage plan and makes provisions for this by estimating storage needs of the organization under the new system. Process 6: Organizational planning The team makes plans for the parts of the organization that will experience changes that will need to undergo changes and how these changes will be managed.
Process 7: Product selection and evaluation The team in conducts research into products that meet the current needs of the organization. Alternatives products are picked from different categories namely, generic, proprietary or open source. Process 8: Migration plan: converting from manual to automation The team sets a time frame for migrating the current manual processes and documents to the new system. Phase 4: Implementation As a human factor issue the team makes plans to provide training and retraining plans that will get users to be able to use the new system. Workshop based training programs where users can have a try the new system are more ideal. Phased deployment and controlled parallel runs As specified in the migration plan, the team determines which parts of the business processes can be used to conduct controlled parallel runs with specific users for specific tasks and for a specific period. Full deployment Based on the results of the previous process, actual deployment made. Phase 5: Post implementation Process: Evaluation of application against objectives The team backtracks to objectives to see if they are being achieved after the implementation of the paperless solution. System Maintenance The team ensures that system maintenance plans are followed through. As a human factor issue, the team should collect feedback, concerns and issues from users through the feedback collection system.
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1.1 Statement of the Problem:

The title of my project is Analysis of digitization of the office and going paperless. The aim is to understand the challenge and impact of digitization in the office space and its impact on the environment. The increasing dependence of business on IT and due to the changing nature of business in the modern world, it becomes imperative for any business to go for digitization. This study helps in understanding the concept of digitization, its challenges and how effectively this can be used to build capacity.
1.2 Objective of the study:

To understand the concept of paperless office To understand the challenges and benefits To understand the best practises and make suggestions regarding this To understand the environmental impact.
1.3 Scope of the study: The scope of this study is all the organization who are in the process of digitization or are
thinking to go for it.
Globalisation and increasingly diminishing of distance among various business domain

makes this essential for every organization to have digitized offices.
Hence to better understand the challenges and to prepare organizations on this behalf takes
a meticulous understanding which I have tried to put in this study.
1.4 Methodology:
Research Design: Once the problem is identified, the next step is the research design. Research design is the basic framework of rest of the study. A research design specifies the methods and procedures for conducting particular study.
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In this project I am following descriptive research design. Source of Data: There are two types of data: 1. 2. Primary data Secondary data
Primary Data: The primary data is fresh information collected for a specified study. The primary data can be gathered by observational, experimentation and survey method. Here the entire scheme of plan starts with the definition of various terms used, units to be employed, type of enquiry to be conducted, extent of accuracy aimed etc. The methods commonly used for the collection of primary data are:
Direct personal investigation Indirect oral interviews Questionnaire method

In this project Questionnaire method is used to collect the primary data.
Secondary Data: The secondary data refers to data, which already exists. The secondary data collect from internal records, business magazines, company websites and Newspapers. Research instruments: For the collection of primary data a structured questionnaire was prepared covering various aspects of the study. The questionnaire contains closed-ended and open ended questions.
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Sampling Procedure: It is a procedure required from defining a population to the actual selection of the sample. PROCESS The study is based on Primary data and Secondary data. Secondary Data was collected from the Companys website and MDs Sales Presenter as well as Primary Data was collected through structured questionnaire. The questionnaire was designed by keeping all the objectives of the study in mind. The type of research which is used to conduct survey was. Sample Unit Sampling units are employees in with corporate office of Future Group. Sample Size Sample size is 110 Employees. Sample Technique Sample Technique is Simple Random Technique. Method of data collection Method of data collection is survey method.
1.5 Limitations of the study

This project report suffers from following limitations: 1. Questionnaires were filled in evenings, when most of the employee is in hurry and they might not have responded truly to all the questions. 2. Our research is limited to only one store of central corporate office in Bangalore and sample Size is of 110 respondents so errors may crop in while generalizing the results 3. Most of the questionnaire may or may not be known by respondents; this affected their response to various questions.
Data Analysis and Interpretation

Analysis and Interpretation are giving meaning to the collected information by comparing them with the existing information .Analysis is placing the collected data in some order or format ,so that the data acquired a meaning .Raw data become information only when they are placed in a meaning form. Interpretation involved drawing conclusion form gathered data. There are three task to be performed if the collected data are to be used in used in the most effective manner.
An intensive review must be made of all the data collected for the project with reference to
the study objective.
These data are then analyzed with the help of techniques selected earlier. The result emerging from this analysis is then related to the study objective.
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Question no.1:-Awareness of carbon foot print Concept. Factor Yes No Total No of respondents 45 65 110 Percentage 41 59 100
Analysis: - The above table shows that 41% of the respondents know about carbon
footprint 59% of the employee do not know about it.
Awareness for Carbon foot print
45 YES 65 NO
Interpretation:-This implies that majority of the employee do not aware of carbon foot
print.
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Question no2:- Implementation of paperless office in organization.
Factor Yes No Total
No of respondents 100 10 110
Percentage 91 09 100
Analysis: - 91% employee says paperless office is implemented in the organization 9% of

employee said it is not fully implemented in office.
Implementation of paperless office

10
YES NO
100
Interpretation:-It implies that the majority of the employee says that paperless office is
implemented in the organization.
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Question no 3:- Would you like to implemented paperless office in your organization?
Factor Yes No Total
No of respondents 101 9 110
Percentage 92 8 100
Analysis: - The above table clearly states that 92% of the respondent like to implement
paperless office 9% of the employee dont want implement he paperless office.
YES NO
101
Interpretation: - From above chart, it is interpreted that majority of the employee like to
implement paperless office.
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Question no 4:- Generation gap between the senior and new employees Factor Yes No Total No of respondents 78 32 110 Percentage 71 29 100
Analysis:-The above table shows that 71% employee finds there is some generation gap of
using paperless and 29% of the employees are against it.
Generation gap
32
YES 78 NO
Interpretation: - This implies that majority of the respondent finds some generation gap
between senior and junior employee.
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Question no5:- New (plan for) implementation of work. Factor Yes No Dont know Total No of respondents 65 24 21 110 Percentage 59 22 19 100
Analysis:-The 59% employee says there are new plan is in process of implementing
paperless 22% employees no new plan to implement the paperless 19% of dont aware about it.
Number
21
24
YES 65 NO Don't know
Interpretation: - This implies that majority of the employees says there is new plan to
implement the paperless office.
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Question no 6:-Internal software really streamlines the work flow in your office. Factor Yes No Dont know Total No of respondents 54 46 10 110 Percentage 49 42 9 100
Analysis:-The above table shows 49% says that internal software are streamlines the work
flow.42%of the employee says internal software are not streamline and 9% of the people do not know about it.
Internal software
10 54 YES
46
NO Don't know
Interpretation: - Form the above graph, it is inferred that majority of employee says that
internal software is streamline.
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Question no7:- Sparsh software helps to reduce the job of maintaining the employee details Factor Yes No Total No of respondents 94 16 110 Percentage 85 15 100
Analysis: - The table shows that 85% says that sparsh software helps to maintaining the
employee detail were 15% are not favour in it.
16
yes no
94
Interpretation: - This implies that majority of the respondent says that sparsh software
helps to maintaining the employee detail.
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Question no 8:- Pos (point of sale) billing software, reduce paper consumption in the store. Factor Yes No Total No of respondents 87 23 110 Percentage 79 21 100
Analysis: - The above table shows that 79% of the employee says pos billing software;
reduce paperless consumption where 21% of employee says it does not reduce the paper consumption.
Pos billing
23
YES 87 NO
Interpretation: - This implies that majority of the respondent say pos billing software
reduce paperless consumption.
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Question no.9:-Employee is happy to implement the paperless office. Factor Yes No Total No of respondents 98 12 110 Percentage 89 11 100
Analysis: - The above table shows that 89% respondent is happy to implement the
paperless office where 11% of respondent are not happy to implement the paperless office.
Happy to implement
12
YES
NO
98
Interpretation:-This implies that majority of employee are happy to implement paperless

office.
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Question no 10:-Skilled employees in our organization use paperless office Factor Yes No Total No of respondents 97 13 110 Percentage 88 12 100
Analysis:-The above table says that 88% respondent use paperless office where 12 % are
still not using paperless office.
Skilled employees
13
yes no
97
Interpretation:-This implies that majority of employees use paperless office.
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Question no11:-Consumption of stationary in your office. Factor Yes No Total No of respondents 45 65 110 Percentage 41 59 100
Analysis: - this above table says that 41%of the respondent use stationary where 59% of
the not using the stationary in office.
Stationary consumption
45 yes no 65
Interpretation:-This chart shows that majority of the respondent not using the stationary
in office.
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Question no12:- Knowledge management is important for organization. Factor Strongly disagree Disagree Neutral Agree Strongly agree Total No of respondent 0 2 36 32 40 110 Percentage 0 1.8 32.73 29.1 36.36 100
Analysis:-The above table shows that 36.36% is strongly agreed 29.1% is agreeing 32.73%
is neutral 1.8% is disagreeing for knowledge management.
respondent
strongly agree
disagree
netural agree strongly agree
Interpretation: - This implies that majority of the employee say knowledge management
are useful for it.
Question no 13:- the major factors considering by my organization when implementing a Paperless. Factor Strongly disagree Disagree Neutral Agree Strongly agree Total No of respondent 11 12 20 22 45 110 Percentage 10 10 19 20 41 100
Analysis: - The above table shows that 41% of were 20% are agree 19% were neutral 10%
are disagree 10% are strongly disagree that respondent says increasing efficiency is the major factor to implementing the paperless.
Incresing efficiency
11 12 45 stongly disagree disagree
netural
20 agree stongly agree
22
Interpretation: - This implies that majority of the employee says increasing efficiency is
factor for implementation of paperless.
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Question no14:-Reducing personnel cost is one of the major factors considered by my organization when implementing a paperless. Factor Strongly disagree Disagree Neutral Agree Strongly agree Total No of respondent 9 11 16 32 42 110 Percentage 8.2 10 14.6 29 38.2 100
Analysis: - The above table shows that 38.2% are strongly agree 29% agree 14.6% are
neutral 10%are disagree8.2% is strongly disagreeing with reducing personnel cost considered by organization when implementing a paperless.
Reducing cost
9 42 11 strongly disagree 16 disagree neutral 32 agree strongly agree
Interpretation: - This implies that majority of the respondent are in the favour of reducing
personnel cost is one of the major factors considered by my organization.
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Question no 15. Document storage problem is (was) one of the major factors considered by my organization when implementing paperless office. Factor Yes No Total No of respondents 52 58 110 Percentage 47 53 100
Analysis:-From the above table 47%Document storage problem is one of the major factors
considered by my organization. 53% says is no Document storage problem when implementing paperless.
storage problem
52 58
YES NO
Interpretation:-This implies that majority of the respondent says there is no Document

storage problem when implementing paperless office.
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Question16:-Reducing error is one of the major factors considered for my organization when implementing a paperless. Factor Strongly disagree Disagree Neutral Agree Strongly agree Total No of respondent 5 11 18 25 51 110 Percentage 4.5 10 16.4 22.7 46.4 100
Analysis: - The above table shows that says 46.4% are strongly agree 22.7% are agree
16.4% are neutral,10% are disagree were as 4.5% says that reducing error is one of the major factors implementing a paperless.
Reducing error
5 51 11 18 strongly disagree disagree neutral 25 agree stronglyagree
Interpretation: - This implies that majority of the respondent says reducing error is one
of the major factors implementing a paperless.
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Question 17:-All employees in my organisation have adequate computer skill knowledge to become paperless. Factor Yes No Total No of respondents 106 04 110 Percentage 96 4 100
Analysis: - The above 96% has adequate computer skill to use paperless was 4% employee
do not have adequate computer skill to use paperless.
Computer skill
4
yes 106
no
Interpretation: - This implies that majority of the employees has adequate computer
skill to become paperless.
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Question no18:-The (public image) of my organization, as corporate social citizen/ responsibility. Factor Yes No Total No of respondents 74 36 110 Percentage 67 38 100
Analysis:-The above table shows that 67%says an environmental friendly public image
38%says there is no environment friendly image of my organization.
Environment friendly
no
36
numbers percantage
yes
74
10
20
30
40
50
60
70
80
Interpretation:-This implies that majority of employee says there is environment

friendly public image of my company, as a responsible corporate citizen.
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FINDINGS & SUGGESTION

Findings Many of the employees dont aware of carbon footprint and its disadvantage towards
environment.
Some of the employee doesnt want to implement the paperless in the office. There is some generation gap between senior and junior employee. Some of the employees are not happy to use paperless. Still the consumption of stationary is high in the organization. All the employees are not having adequate knowledge of paperless office. Increasing efficiency is one of the major factors to implementing the paperless office. All employees are not so skilled to implement the paperless office in organization. Reducing of personnel cost is also the main factor of implementing the paperless. There is need of skilled employee to use paperless in the office. Document storage problem is also an important factor to use paperless. Reducing error is also the major factor for implementing the paperless. Suggestion Provide the knowledge about carbon foot print and disadvantage to the environment. Provide the training for new technologies while implementing the paperless office to
their old employees.
TO guide the employees about new implementation process and their advantage
towards environment and the company.
Effectively utilizing the ever changing IT environment so as to maximise benefits. Develop a mechanism for identifying future digitisation priorities.
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CONCLUSION
Organizations today are gradually acquiring Information Technology tools such as computers and internet in the workplace. Unfortunately this increase in the acquisition does not seem to match the actual usage as these computers are underutilized in the work place. The IT tools have not been harnessed to turn the paper-based business processes into paperless electronic versions which according to the discussions above have greater benefits in terms of security of information, portability, storage etc. An important issue with the use of digital documents is the possibility of data leakage/theft which happens when data falls into the hands of unintended persons either by accident or otherwise. Enterprise rights management solutions have been developed to attempt to prevent data leakage/theft by enforcing rights policies on documents throughout the lifecycle of the document within and without the security perimeter of the authoring organization. According to the literature, a critical technology that enterprise rights management depends on for success is identity management systems. This papers objective was to find out how enterprise rights management solutions can contribute to the rolling out of paperless office in pantaloon business environment. Some of the findings confirmed the claims and best practice. The findings made by the study were that: there are a lot of benefits to be enjoyed from paperless office however a solid implementation process must be followed in order to achieve this success. This process, according to the findings, is dependent on some critical factors such as the consideration of human factors and a justifiable business case. Based on the findings, a Five Plus One phased model of general best practices and guidelines for implementing paperless office solutions in pantaloon were proposed using the OCTAVE risk evaluation, method as a template for organizing these propositions.
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ANNIXTURE-1
QUESTIONNAIRE Kindly answer the followings Personal Information NameAgeTenure in the organization<1 yr >1yr 1-2 yr >2yr
1. Are you aware of carbon footprint concept? Yes No
2. Is paperless office implemented in your organization? Yes No
3. Would you like to implemented paperless office in your organization? Yes No
4. Do you find any generation gap between the senior and new employees using information technology in your organization? Yes No
5. Any new (plan for) implementation work is in progress regarding paperless office. Yes No dont know
6. Did the internal software really stream line the work flow in your office. Yes No dont know w
7. Did the sparsh software help to reduce the job of maintaining the employee details? Yes No
8. Did the pos(point of sale)billing software, reduce paper consumption in the store. Yes No
9. Employee is happy to implement the paperless office. Yes No
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10. There are skilled employees in our organization to use paperless office Yes No
11. The consumption of stationary is more in your organization. Yes No
12. Knowledge management is important for my organization. Strongly Disagree disagree neutral agree Strongly agree
13. Increasing efficiency is (was) one of the major factors considering by my organization when implementing a Paperless Strongly Disagree Disagree Neutral Agree Strongly agree
14. Reducing personnel cost while increasing efficiency is (was) one of the major factors considered by my organization when implementing a paperless Strongly Disagree Disagree Neutral Agree Strongly agree
15. Document storage problem is (was) one of the major factors considered by my organization when implementing paperless Yes No
16. Reducing error is one of the major factors considered for my organization when implementing a paperless Strongly Disagree Disagree Neutral Agree Strongly agree
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17. All the employee is my organisation has adequate computer skill to use paperless Yes No
18. The public image as an environmentally friendly company is important for my organization. Yes No
Page 65
ANNIXTURE-2 Interview Questions-Information Access and Privacy (open ended question)

1. Define your organizations level of support for the following? Are you aware of digitization work in your office? If yes, how do you contribute to the same? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Describe the access that you have given to the employees to access the systems. -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3. Are you aware you comment on the addition of various modules to the HRIS system. What process is used by the employees/hr in the digitalization process in your company? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------4. Are you aware of carbon footprint concept? Do you think that digitization is a good tool to reduce the same?----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
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BIBLIOGRAPHY
Book
Sellen J Abigail. and Harper Richard H.R. , The Myth of the Paperless Office. Massachusetts ( MIT, 2002.)
Websites
Bill Rosenblatt and Gail Dykstra. Content Guard.www.contentguard.com. (2003, May). [Online]. Walker Richard, "Achieving the Paperless Office," Quick Solutions, White Paper. www.QuikForms.com. [August 2009] Elite Solutions. Business Workflow Analysis. [Online] http://www.elitesolutionsllc.com/Workflow.html VeriSign, Paperless Workflow, 2003, Product Data Sheet. Avoco Secure. (2007) Avoco Secure. [Online]. www.avocosecure.com John Oltsik, "Enterprise Rights Management: A Superior Confidential Approach to Data Security," Enterprise Strategy Group, White Paper 2006 Azmi Mohd Yusoff and Manjit Singh Sidhu, "Paperless in the electronic era: millennium dream and reality," in Computer Supported Cooperative Work in Design, The Sixth International Conference on,2001, London, Ontario, 2001, pp. 536-541.
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Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

Analysis of digitization of the office and going paperless

Analysis of digitization of the office and going paperless

Reliance Retail-Formats: Reliance MART, Reliance SUPER, Reliance FRESH, Reliance

Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

Segments in the Indian Retail Industry

India's Total Retail Size (in billions Rs)

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

2. Company profile A. Background and inception of the company

Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

C. VISION & MISSION

Future Group shall deliver

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

I. Achievement / awards 2009

The INDIASTAR Award 2008 Food Bazaar: Best Packaging Innovation.

Coca-Cola Golden Spoon Awards 2008

Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

J. Standard Work Flow Model.

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

K. Future group prospect

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

3. Mckinseys 7s frame work with special reference to central

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

Diversification strategy Classes destination strategy Maximum market shares strategy

Business diversification of pantaloon

Analysis of digitization of the office and going paperless

Head Retail Business

Head Risk Manageme nt

ChiefFinance & Company Secretary

Head Human Resource

Head Informatio n Technolog y

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless

itself with the customer centric approach.

Assistant manager- commercial, IT. assistant manager people office

Deputy manager- commercial

Executive-category , commercial (Gm) Senior Executive category

PES INSTITUTE OF TECHNOLOGY, Bangalore

Analysis of digitization of the office and going paperless