Bba

A STUDY ON REDUCEING DETRACTIONS OF FIVE HIGH DETRACTION STORES
IN THE REGION
WITH REFERENCE TO
SUBMITTED FOR THE FULFILMENT OF INTERNSHIP TRAINING IN MASTER of

BUSINESS ADMINISTRATION
SUBMITTED BY
R SUNIL KUMAR
(ENROLMENT NO: 1225116124)
Under the esteemed guidance of
Dr. Shaik Shamshuddin
Assistant Professor
GITAM Institute of Management

GITAM University
(Established U/S 3 of UGC Act, 1956)
ADITYA BIRLA RETAIL LTD 2
VISAKHAPATNAM
2016-2018
DECLARATION
R SUNIL KUMAR, student of Masters of Business Administration (MBA), GITAM Institute

of Management (GIM), GITAM University, hereby declare that the internship project
work initiated “REDUCE DETRACTIONS OF FIVE HIGH DETRACTION STORES IN
REGION” is a genuine work done by me in partial fulfillment for the requirement of the
degree of Masters in Business Administration.
Place:
TELANGANA STATE Name:
R SUNIL KUMAR
Date:
CERTIFICATE
This is to certify that the internship project report “REDUCE DETRACTIONS OF

FIVE HIGH DETRACTION STORES IN REGION” Is an original work carried out by R
SUNIL KUMAR (Enrolment no 1225116124), under my guidance and supervision, in
partial fulfillment for the award of the degree of Master In Business Administration by
GITAM Institute of Management, GITAM University, Visakhapatnam, during academic
year 2016-2018.
Signature of Guide
DR SHAIK SHAMSHUDDIN
Assistant professor
Department of Human Resource
Visakhapatnam
ACKNOWLEDGEMENT
It is my pleasure to acknowledge and express my gratitude to all those who helped

me throughout in the successful completion of this project.
I wish to express my gratitude to Prof. P. Sheela Principal, GITAM Institute of

Management, GITAM University, Visakhapatnam, for giving this valuable opportunity to
observe the situations of real-time industrial scheme/program.
I wish to express my gratitude to Mrs. Uma Devi, Associate Professor, GITAM Institute of
Management, GITAM University, Visakhapatnam, for giving this valuable opportunity to
observe the situations of real-time industrial scheme/program.
I wish to express my gratitude to my project guide, DR Shaik Shamshuddin, Associate

Professor, GITAM Institute of Management, GITAM University, Visakhapatnam, for
giving this valuable opportunity to observe the situations of real-time industrial
scheme/program.
I wish to express my gratitude to my project guide in the organization Mr. Darshan

Thakkar Regional Head, Mr. B Praveen Kumar and Mr. Shiva Krishna Cluster Manager’s
& Mr. Venu Kumar and Mr. Koteshwar Rao store managers in Aditya Birla Retail
Location, TELANGANA, who have always been a great support in doing my project.
I wish to express my gratitude to, Mr. Rich Bowman, Neustar Inc, Louisville, Kentucky,
for giving the valuable input on NPS and opportunity to observe the situations of real-
time industrial scheme/program.
I am thankful to all who directly and indirectly helped me in successful completion

of this project
R SUNIL KUMAR
Contents
Sn.no Content Page number
1 INTRODUCTION 6-13
14-15
2 OBJECTIVES AND METHODOLOGY
3 SUPERMARKET CSA STINT 16-30
4 31-52
REDUCEING DETRACTIONS OF FIVE HIGH
DETRACTION STORES IN THE REGION
5 FINDINGS 53
6 SUGGESTIONS 54
7 CONCLUSION 55
8 BIBLIOGRAPHY 56
Introduction
Industry profile
The Indian retail industry has emerged as one of the most dynamic and fast-paced
industries due to the entry of several new players. It accounts for over 10 per cent of the
country’s Gross Domestic Product (GDP) and around 8 per cent of the employment.
India is the world’s fifth-largest global destination in the retail space.
Market Size
India’s retail market is expected to nearly double to US$ 1 trillion by 2020 from US$ 600
billion in 2015, driven by income growth, urbanization and attitudinal shifts. While the
overall retail market is expected to grow at 12 per cent per annum, modern trade would
expand twice as fast at 20 per cent per annum and traditional trade at 10 per cent#.
India’s Business to Business (B2B) e-commerce market is expected to reach US$ 700
billion by 2020 whereas the Business to Consumer (B2C) e-commerce market is
expected to reach US$ 102 billion by 2020.## Online retail is expected to be at par with
the physical stores in the next five years.
India is expected to become the world’s fastest growing e-commerce market, driven by
robust investment in the sector and rapid increase in the number of internet users.
Various agencies have high expectations about growth of Indian e-commerce markets.
Indian e-commerce sales are expected to reach US$ 120 billion! By 2020 from US$ 30
billion in FY2016.Further, India's e-commerce market is expected to reach US$ 220
billion in terms of gross merchandise value (GMV) and 530 million shoppers by 2025,
led by faster speeds on reliable telecom networks, faster adoption of online services and
better variety as well as convenience@.
India’s direct selling industry is expected to reach a size of Rs 23,654 crore (US$ 3.51
billion) by FY2019-20, as per a joint report by India Direct Selling Association (IDSA)
and PHD.
Investment Scenario
The Indian retail trading has received Foreign Direct Investment (FDI) equity inflows
totaling US$ 537.61 million during April 2000–March 2016, according to the
Department of Industrial Policies and Promotion (DIPP).
With the rising need for consumer goods in different sectors including consumer
electronics and home appliances, many companies have invested in the Indian retail
space in the past few months.
 International Finance Corporation (IFC), the investment arm of The World Bank,
plans to invest up to Rs 134 crore (US$ 19.86 million) in Kishore Biyani's Future
Consumer Enterprises Ltd, which is expected to aid the company in driving its
growth plans.
 Amazon India has opened six new fulfillment centers across Chennai,
Coimbatore, Delhi, Jaipur and Mumbai, which will open up 5.5 million square feet
of storage space for sellers on the marketplace who use the ‘Fulfilled by Amazon’
service.
 IKEA, the world’s largest furniture retailer, plans to invest Rs 10,500 crore (US$
1.56 billion) to set up 25 stores across India and hire over 15,000 permanent
employees and 37,500 temporary employees to assist in running its stores.
 Amazon Inc. has announced that the company would invest an additional US$ 3
billion in India operations, thereby taking its committed investment in the
country to over US$ 5 billion.
 Aditya Birla Fashion and Retail Limited (ABFRL) has announced that it will
acquire exclusive online and offline rights of Forever 21, an American fast
fashion brand, in the Indian market.
 Massimo Dutti, a premium fashion brand from Spain offering sophisticated
women wear, menswear, footwear and accessories, has entered India by opening
its first store at the Select Citywalk mall in New Delhi.
 Lenskart, India's largest online eyewear retailer, has raised Rs 400 crore (US$
59.3 million) in series D round of funding led by World Bank's investment arm
International Finance Corporation (IFC), which will be used to enhance its
technology, supply chain, lens manufacturing, and expand the reach of its high-
quality eyewear products across Tier-3 and Tier-4 cities of India.
 Neil Barrett, one of the leading Italian fashion brands, has forayed into the Indian
market by establishing its retail presence through an exclusive partnership with
Fervour, a multi-brand boutique that stocks international designer brands.
 New York-based designer brand Kate Spade will be launched in India later this
year and will set up a network of stand-alone stores across major cities, thus
becoming one more global brand entering the Indian retail space after the
Government of India relaxed single brand retail norms recently.
 KartRocket, a Delhi based e-commerce enabler has completed its US$ 8 million
funding round by raising US$ 2 million from a Japanese investor, which will be
used to enhance Kraftly, a mobile-first online-to-offline marketplace targeting
small sellers, individuals and home-based entrepreneurs in India in product
categories such as apparel and accessories.
 PurpleTalkInc, a US based mobile solutions company, has invested US$ 1 million
in Nukkad Shops, a Hyderabad based uber-local commerce platform that helps
neighborhood retail stores take their businesses online through a mobile app.
 Mumbai-based baby care and kids products retailer, Hopscotch.in, has raised US$
13 million in a Series C round of funding from Facebook co-founder Mr. Eduardo
Saverin, which will help the firm in growth and expansion of its technology
platform.
 Gurgaon-based e-commerce firm Shopclues has raised US$ 150 million from
Singapore government's GIC and its existing investors Tiger Global and Nexus
Venture Partners, at a valuation of US$ 1.1 billion, thereby becoming the latest
among several e-commerce companies from India reaching a billion dollar
valuation.
 Amazon India expanded its logistics footprint three times to more than 2,100
cities and towns in 2015, as Amazon.com invested more than US$ 700 million in
its India operations since July 2014.
 Adidas AG, renowned for its Adidas and Reebok sports brands, has become the
first foreign sports company to get government approval to open 100 per cent
foreign-owned stores in India.
 Walmart India plans to add 50 more cash-and-carry stores in India over the next
four to five years.
 Aeropostale, an American teen fashion retailer, has chosen to enter India over
China, and expects India to be among its top three markets over the next four
years with revenue target of Rs 500 crore (US$ 74.12 million).
 Opinio, a hyperlocal delivery start-up, has raised US$ 7 million in a Series-A
funding from Gurgaon-based e-commerce fulfilment service firm Delhivery along
with investment from Sands Capital and Accel Partners.
 Textile major Arvind Limited has announced a partnership with Sephora, owned
by LVMH Moet Hennessy Louis Vuitton, a French luxury conglomerate, in order
to enter into the beauty and cosmetics segment.
 Mobile wallet company MobiKwik has partnered with Jabong.com to provide
mobile payment services to Jabong’s customers.
 DataWind partnered with HomeShop18 to expand its retail footprint in the
country. Under the partnership, HomeShop18 and DataWind would jointly
launch special sales programmes across broadcast, mobile and internet media to
provide greater access to the latter’s tablet range.
 FashionAndYou has opened three distribution hubs in Surat, Mumbai and
Bengaluru to accelerate deliveries.
 Abu Dhabi-based Lulu Group plans to invest Rs 2,500 crore (US$ 370.6 million)
in a fruit and vegetable processing unit, an integrated meat processing unit, and a
modern shopping mall in Hyderabad, Telangana.
 Aditya Birla Retail, a part of the US$ 40 billion Aditya Birla Group and the fourth-
largest supermarket retailer in the country, acquired Total hypermarkets owned
by Jubilant Retail.
 With an aim to strengthen its advertising segment, Flipkart acquired mobile ad
network AdiQuity, which has a history of mobile innovations and valuable
experience in the ad space.
 US-based Pizza chain Sbarro plans an almost threefold increase in its store count
from the current 17 to 50 over the next two years through multiple business
models.
Government Initiatives
The Government of India has taken various initiatives to improve the retail industry in
India.
 Government of India has allowed 100 per cent Foreign Direct Investment (FDI)
in online retail of goods and services through the automatic route, thereby
providing clarity on the existing businesses of e-commerce companies operating
in India.
 The Government of Andhra Pradesh signed pacts worth Rs 1,500 crore (US$
222.36 million) in a wide range of sectors including retail and steel and gas with
Walmart India, Future Group, Arvind Lifestyle Brands Ltd and Spencer’s Retail,
during the Partnership Summit in Visakhapatnam, while also unveiling a retail
policy aimed to attract retail businesses to invest in the state.
 The Ministry of Urban Development has come out with a Smart National
Common Mobility Card (NCMC) model to enable seamless travel by metros and
other transport systems across the country, as well as retail purchases.
 IKEA, the world’s largest furniture retailer, bought its first piece of land in India
in Hyderabad, the joint capital of Telangana and Andhra Pradesh, for building a
retail store. IKEA’s retail outlets have a standard design and each location entails
an investment of around Rs 500–600 crore (US$ 74–89 million).
 The Government of India has accepted the changes proposed by RajyaSabha
select committee to the bill introducing Goods and Services Tax (GST).
Implementation of GST is expected to enable easier movement of goods across
the country, thereby improving retail operations for pan-India retailers.
 The Government has approved a proposal to scrap the distinctions among
different types of overseas investments by shifting to a single composite limit,
which means portfolio investment up to 49 per cent will not require government
approval nor will it have to comply with sectorial conditions as long as it does
not result in a transfer of ownership and/or control of Indian entities to
foreigners. As a result, foreign investments are expected to be increase,
especially in the attractive retail sector.
The Road Ahead

E-commerce is expanding steadily in the country. Customers have the ever increasing
choice of products at the lowest rates. E-commerce is probably creating the biggest
revolution in the retail industry, and this trend would continue in the years to come.
Retailers should leverage the digital retail channels (e-commerce), which would enable
them to spend less money on real estate while reaching out to more customers in tier-2
and tier-3 cities.
Both organized and unorganized retail companies have to work together to ensure
better prospects for the overall retail industry, while generating new benefits for their
customers.
Nevertheless, the long-term outlook for the industry is positive, supported by rising
incomes, favorable demographics, entry of foreign players, and increasing urbanization.
Company Profile
Aditya Birla Retail Limited (ABRL) is the retail arm of Aditya Birla Group, a $41 billion
corporation. The company ventured into food and grocery retail sectors in 2007 with
the acquisition of Trinethra Super Retail and subsequently expanded its presence across
the country under the brand ‘more’ with two formats ― Supermarkets and
Hypermarkets.
In keeping with its motto Quality 1st, ABRL takes pride in being the first ever Indian
food and grocery retailer to receive the Food Safety Management System (FSMS)
certification. The company bagged the award for ensuring that manufacturing, storage,
distribution and sales of food adhere to the highest quality standards. The Aditya Birla
Science and Technology Centre in Taloja drives the quest for world-class quality
through extensive research and development across food and non-food categories.
Through Clubmore and its comprehensive range of brands, including power brands —
VOW, Feasters and Kitchen’s Promise — that offer unbeatable value for homemakers,
the company aims to create customers who keep on returning for more. In all, the
company's family of Clubmore members has grown to 17 million, all of whom enjoy a
host of customized offers and great savings.
ABRL follows the best industry practices in order to unlock the full potential of its staff
through its world-class learning institutes — the Aditya Birla Centre for Retail
Excellence and Gyanodaya. Coupled with learning initiatives such as
SPARK, Aarohan and Aarambh, these initiatives are critical in helping their people
imbibe the key characteristics of the Quality 1st philosophy.
Supermarkets
more ― conveniently located in neighborhoods, more supermarkets cater to the daily,
weekly and monthly shopping needs of consumers. The product offerings include a
wide range of fresh fruits and vegetables, groceries, personal care, home care, general
merchandise and a basic range of apparels. Currently, there are 490 supermarkets
across the country.
Hypermarkets
more. MEGASTORE is a one-stop shopping destination for the entire family. Besides a
wide range of products comprising fruits and vegetables, groceries, FMCG products,
more. MEGASTORE also has a strong emphasis on general merchandise, apparel,
consumer durables and IT goods. Currently, there are 19 hypermarkets across the
country.
Own Brands
More strives to delight customers through a wide range of brands that deliver high
quality at attractive prices across ready-to-eat food, beverages, tea, staples, cereals,
instant mixes, papad, pickles, apparel, footwear, household cleaning essentials, personal
care and devotional products. The power brands — VOW, Kitchen’s Promise and
Feasters — deliver world-class quality to discerning consumers. All these brands are
developed in-house.
In addition, Own Brands across categories include Selecta, Prarthana, More Choice,
More Value, Paradise, Bluearth, TRU, Bjoyzz, Karinee, Kruff Jeans Company, Berwins,
Incheels, Chatter Kids and Yo. ABRL aspires for its range of brands to be a customer’s
most preferred brand across product categories.
ABRL’s research and development center in Taloja, spread across 3,380 square feet,
formulates, tests and develops food as well as non-food products. Each of our brands
undergoes stringent testing for shelf life and consumer acceptance before they are made
available commercially.
Clubmore
With the strength of around 17 million members, Clubmore has gone mobile. It
leverages the power of marketing analytics to deliver meaningful and tailor-made offers
to individual customers based on their shopping history. Thus, creating loyal customers
every time.
Customer-friendly, free-to-use and completely intuitive, Clubmore is easy to
understand. It strives to be a notch above the industry standard. This is achieved with
its mobile identifier system.
Introduction to the topic
News of bad customer service reaches more than twice as many ears as praise for a
good service experience. Detractors has been a major concern in retail organizations,
the challenges faced by organizations to keep their customers satisfied and retain them
in the organization are increasing, with changing times the customers mindset also
changes, traditional methods may not be effective anymore, we have to understand the
top L1, L2, L3 drivers for customer satisfaction and increase the Net Promoters Score,
the manager has to identify these critical parameters and take necessary action towards
reducing the detractors ratio and increasing the promoters ratio.
Objective:
 To analyze and understand NPS of different stores and derive a conclusion

regarding consumer behavior and buying pattern.
 To find out possible action plans to increase the NPS of stores.
 Follow up on the results of the action plans implemented and achieve 30%
increase in promoters and decrease in 30% of detractors.
METHODOLOGY
Data collection:
Primary Data Was Collected through Interacting with CSA’s And Store Managers and
Secondary Data Was Collected from weekly Mission Happiness report, customer
feedback report, NPS daily mail from HQ, verbatim and NPS dashboard.
RESEARCH DESIGN
Sample Population
The population consists of employees, i.e. CSA, supervisor and store managers, from
MORE super market in the below mentioned locations of TELANGANA.
Store Locations:
 MORE Jubliee Hills

 MORE Langar houz
 MORE Anandbagh
 MORE Gandhinagar
 MORE Beeramguda
 MORE Shaikpet
 MORE New Moti Nagar
 MORE Upparapally
 MORE Shanti Nagar (Masab Tank)
Key Definitions/ Acronyms

The following list summarizes key definitions and acronyms used throughout this document:
ORMS Oracle Retail Merchandising System
MBQ Maximum Base Quantity
ROP Re-order Point
SKU Stock Keeping Unit
WMS Warehouse Management System
SIM Store Inventory Module
PO Purchase Order
BKM Bay ka malik
GRN Goods Receiving Note
MPR Merchandising Planning and Replenishment
SOH Stock On Hand
DC Distribution Centre
SCM Supply Chain Management
St Man Store Manager
ABRL Aditya Birla Retail Limited
MRP Maximum Retail Price
INR Indian Rupees
B&M Buying and Merchandising
CM Category Manager
NIP Not In Plano
NPS Net Promoters Score

Supermarket CSA Stint
Supermarket CSA Stint Details
5 Days Plan:
Shelf Management:
• Stock Shelves, racks and display
• Maintain SKU rotation as per FEFO
• Follow near expiry process
• Maintain shelves as per the planogram
• Maintain Shelf Edge Labels and promo talkers as per planogram and active
promos
Store Operations:
• Effectively use Store equipment's
• Receive, check, and mark stock against an invoice
• Performs basic housekeeping duties
• Follows the store regulations and SOP’s
F&V Management:
• Stack and display F&V SKUs
• Do dump removal
• Execute display as instructed by the Duty Manager
Prevention of Shrinkage:
• Participate in Stock Takes
• Escalate any issue identified as a source of shrinkage
Customer Interaction:
• Interact with customers proactively and resolves customer issues
• Ensure timely escalations of issues where seniors input is required
• Inform the customer about the Clubmore program and increase enrolments
Cashiering:
• Customer greetings & Customer interaction
• Operate POS machine
• Learn how to check and redeem Clubmore Points
• Conduct tender reconciliation
Store: More- More Shanti Nagar (Masab Tank)
Store Manager: Mr. Koteshwar Rao
Day 1
Date: 3/5/2017
Shelf Management:
• Stock Shelves, racks and display

• Maintain SKU rotation as per FEFO
• Follow near expiry process
• Maintain shelves as per the planogram
• Maintain Shelf Edge Labels and promo talkers as per planogram and active
promos
Planogram
Planogram in a retail store is a diagram that shows how specific SKU’s have to be placed
in the shelf.
A Plano gram is a sheet which contains the plan of how particular SKU’s have to place in
the shelf of the store.
 Every store contains a number of “Bay’s” or “Gondolas.

A bay or gondola is huge rectangular structure with shelves used to hold the
products in place.
 1 Bay contains several shelves
 1 shelf contains 4 to 5 items.
 Item’s on the shelf, have to take out from left to right direction, when cleaning.
 Items that are not in Plano gram are listed as NIP (not in Planogram) or NPI new
product introduction, these are usually new products that are introduced onto
the shelves, usually these products are placed on the right corner of every shelf.
 The Planogram gets updated every 25th of the month, the store manager shared
the Plano gram with his CSA’s and they arrange the shelves accordingly.
Near Expiry Process
More supermarkets follow FEFO, which abbreviates to First Expiry First Out.
 Products that are close to get expired are placed in front of the shelves, and
products that have longer expiry date are placed at the back.
 Any product that is expired is a loss to the store.
 If there are any expired products, they are disposed in two ways
1. RTV (Return to vendor) & 2. NRTV(not return to vendor)
 Any and all disposed goods are entered into the system
More supermarkets follow “Mark down Policy”
According to mark down policy, products that are about to be expired are placed at the
back and availed a discount rate of 20% to boost their sales before expiry.
To make it to the 20% discount shelf, products need to be at their near expiry date, the
product shelf life in months is multiplied with 5 and the resulted number is considered
as the number of days prior to which the product has to be placed in 20% discount shelf.
Example: if a food product expires in 9 months from manufacturing, it is multiplied by 5,

9*5=45; hence this food item is placed on the discount shelf 45 days before expiry.
This method is used for food items only.
Non Food items, such as skin care, hair care products are put on the 20% discount shelf
2 months before expiry.
Mark down Policy is not applied when
 This policy is not applied to baby food; they are put in the 20% shelf 60 days
before expiry.
 No items, food and non-food will be put on shelves that have one month of shelf
life left.
Stock Shelves, racks and display

According to the planogram, the products have to be displaces as per instructions.
 Spices, sugar, salt have to be Displayed in inner case
 Scissors, shaving kits, socks Hanged by peg hooks.
 Oil packets in tubs.
 In rare case, where the manufacturer declares that the expiry of the product is
way before the original on the package of the product, we need to compare with
other products and decide if the expiry date is shorter and place it in front of the
rack.
Shelf edge labels
Shelf edge labels are posted just below the product on the shelf, to signify what the
product is and what price it is being sold for.
 A shelf edge label Contains
DESCRIPTION
Quantity
MRP
PRICE
DATE OF PRINTING LOCATION AVAILABILITY
BARCODE
These SEL are of two types
!.White color: No offer products
2. Yellow color: Discounted products
SKU Rotation
SKU abbreviates to stock keeping unit, it describes the attributes of the product, such as
shape, size color, it is also known as unique identifier, and it is not regulated or
standardized.
As per FEFO we need to arrange the shelves accordingly.
Promo Talkers
Promo Talkers are promotional offers that are displayed on the shop floor, these offers
are provided by the respective product brands and the store promotes them of the floor.
Day 2
Date: 4/5/2017
Topic: F&V Management:
• Stack and display F&V SKUs

• Do dump removal
• Execute display as instructed by the Duty Manager
Stack and display of F&V SKUs
Early in the morning the truck arrives with a stock of vegetables and fruits, the security
check the documents and approves for dropping.
Fruits and Vegetables are either brought in cardboard boxes or plastic ones; they are
carries down the truck and into the store.
The fruits and Vegetables are unboxed and placed on their respective shelves, thereon
to be displayed and sold.
Vegetables are stacked together, in mild cold condition to maintain freshness of the
product.
Fruits are placed under luminescent light, hence creating a desirable image to boost
sales.
The store manager instructs how the Fruits and Vegetables are to be displayed
Carrots are faced horizontally, with stems Coconuts are placed horizontally, and
sprinkled
Facing opposite direction regularly to avoid cracks
Watermelon are placed upright Beetroots are placed with the tips
facing . Downward
Leafy Vegetables
A wet green cloth is laid on the tub, upon that the leafy vegetables are places, and
additional wet green cloth is placed over the leafy vegetables.
Dump Removal
Dump removal is the process of removing the rotten or damaged vegetables and fruits
and dumping them outside so that they can be replaced with fresh stock.
The store manager instructs how the Fruits and Vegetables are to be displayed.
F & V Indent
F & V indent is an online tool used to order stock of Fruits and vegetables.
 F & V indent as shown in the figure

 UOM: units of measure: shows the amount of measure of the product
 SOH: Stock on hand : shows the amount of stock the store has in hand
 Week 1 to week 4 data of sales: a consolidated sales report of sales of 4 weeks
 Average sales: the average sales of all the 4 weeks
 Y sales: yesterday sales: the amount of sales as per yesterday
 Minimum Quantity: the minimum quantity of goods that is required
 Maximum quantity: the maximum quantity of goods that is required
 D+1 quantity: It is yesterday’s intend or requirement
 Indent quantity: how much quantity does the store requires
The F&V requirements are met by 3 suppliers
1. DC- Distribution Channel

2. DSD-Direct store Delivery
3. CC- Collection center
F&V travel from cc to DC and DSD.
Among the three suppliers, the store prefers cc- collection center, because the F&V from
CC are of best quality.
Stock Clear
Stock clear is the process of transferring stock towards gondolas in the store.
Upon receiving the goods, they are brought in cartons or tubs, There exists a reference
paper called TO (transfer order), the CSA needs to cross check the barcode in the TO to
the barcode on the tub or carton and transfer the products to the shop floor.
The CSA needs to count the exact amount of received stock, if there are any damaged
goods; the CSA needs to report to the manager.
Stock Out
Stock clear is the report of how much F&V is sold to estimate Indent.
Day 3
Date: 5/5/2017
Cashiering:
• Customer greetings & Customer interaction

• Operate POS machine
• Learn how to check and redeem Clubmore Points
Conduct tender reconciliation
Operating POS
 Greet the customer on arrival

 Register customers mobile number
 Start sale
 Scan the customers product bar code
 Change quantity if required
 Inform customer of total price
 Receive cash and enter total followed by cash
 Place money inside register
 Ask for feedback
 Put forward bill
If customer has clubmore card, scan and check number of points, if qualified, avail
gift to the customer, and document the information.
There exist a few products that do not have MRP, we need to use “look up” option to
find out MRP, example Palak, Raw mango etc.
If he customer wished to pay via Sodexo passes, choose coupons option in SOP
machine and generate bill.
If customer wishes to pay via card use the swipe machine and make the payment.
If the customer wants to return a product, the process is as follows
1. Press F3 on POS machine

2. Enter bill number
3. Select product
4. Generate Credit note
5. Generate new bill
6. Scan new product
7. Pay via credit note
8. Sale
Tender Reconciliation
Tender Reconciliation is also known as SCV (Surprise Cash Verification)
SCV is done to tally the previous days earnings to actual.
The process is as follows
 Press F4+F1 in SOP machine

 Keep opening Balance aside
 Count all notes with demonian
 Cash Enter
 Enter no of notes in terms of how many 1000’s, 500’s, 100’s, 50’s, 20’s, 10’s,
5’s, and coins.
 Generate Bill
 Write detailed report and include the CSA”s ID
 Send report to LP (Loss Prevention) for verification.
Day 4
Date: 6/5/2017
Store Operations:
• Effectively use Store equipment's

• Receive, check, and mark stock against an invoice
• Performs basic housekeeping duties
• Follows the store regulations and SOP’s
Basic Housekeeping duties
Housekeeping duties contain
1. Shop floor
 Dry Mopping
 Wet mopping
 Floor Scrubbing
 Cleaning Cob Webs
 Cleaning Fire extinguishers
2. Back Office
 Dry Mopping
 Wet Mopping
 Furniture
 Dustbins emptied
 Toilets Washing
3. Electrical Fixtures
 Fan, Light, Ac, Speakers

 Air Curtain
4. Shopping Baskets & Trolleys
 Was and wipe Baskets

 Wash and trolleys
5. Cash Tills
 Cleaning Cash Tills
6. Store Facade Area
 Clean area in front of store

 Wipe clean front gazing
 Clean Signage
 Cleaning Facade Lights
 Cleaning Concessionaires
 Dustbin Empties
7. Fruit & Vegetable Rack
 Washing with wet cloth
8. Freezers & Chillers
 Cleaning Glass
 Cleaning Freezer
Receive, check, and mark stock against an invoice
Stock arrives every day to refill the requirement of the store.
The process is as follows
 Day to day transactions are automatically updated and sent to DC.

 DC, DSD or CC Estimates the requirements of stocks and sends them to the store
 Store manager receives the stock and checks Stock against TO.
 The new stock is sent to shelf according to the planogram
Follows the store regulations and SOP’s

The SOP’s are as follows
Day 5
Date: 7/5/2016
Prevention of Shrinkage:
• Participate in Stock Takes

• Escalate any issue identified as a source of shrinkage
Customer Interaction:
• Interact with customers proactively and resolves customer issues

• Ensure timely escalations of issues where seniors input is required
• Inform the customer about the Clubmore program and increase enrolments
Shrinkage
Shrinkage is the loss of goods in the store.
Shrinkage is the difference between the stock on system and stock in store
Shrinkage happens due to
 Theft by customers
 Theft by staff
 Process Lapse, DC to store
 Counting Mistake
Customer Interaction
 Customer Assistance
 Customer issue Escalation
 Customer Interaction
 Customer Feedback
REDUCE DETRACTIONS OF FIVE HIGH DETRACTION

STORES IN REGION
Under the Mission Happiness program ABRL has initiated to calculate their customer
satisfaction level and the impact of it on their sales.
“It’s easy to retain customer then to create one”
“Our most unhappy customer is our greatest source of learning”
What is NPS?
NPS is a metric designed to assist companies with strategies and tactics that drive revenue.
Mapping the cross-functional customer journey to highlight functional team customer
touch-points, team-interlock and to redevelop processes and metrics to drive positive NPS
influencing behavior is fundamental to developing strategies and tactics to improve NPS.
WHAT Does NPS Do?
NPS is a metric & tool to drive revenue. NPS drives customer satisfaction, which motivates
customers to advocate on our behalf, stimulates buy-again behavior, enables reference
ability, minimizes customer churn, drives renewals and enables viral external product
promotion.
WHY is NPS Important?
Consciously monetizing NPS is important to all. Sales, marketing, executive sponsors,

partners and the entire company care about NPS because all function team strategies and
tactics to improve NPS contribute to the revenue generation that funds our compensation
and equity.
How to Calculate NPS?
• Total Number of Bills(NOB) minus Total Number of Responses
• Calculate the percentage of promoters and detractors out of the total number of -
responses
• Subtract the promoters percentage to detractors percentage
• NPS = Promoters% - Detractors%

What do these smileys mean to us?
VERY GOOD - Promoters- Delight these customers more
GOOD – Passives - Understand what we can improve
AVERAGE
BAD Detractors - Take immediate action to win them back
VERY BAD
Top drivers for customer dissatisfaction in a retail outlet are:-
1. Price 7. In-store Experience
2. Convenience 8. Loyalty program
3. Discounts & Schemes 9. Quality
4. Private Label 10.Billing
5. Assortment 11.Customer Service
6. Freshness
L1, L2 and L3 drivers in detail:-

Target and Timeframe:
To achieve an total change in the following in a span of One month (30/05/17-

29/06/17),
• Converting 30% of passives into promoters.
• Converting 30% of detractors into passives or promoters.
Store: MORE- Langar Houz
Store Manager: Mr. Ramana Reddy
Topic- Reduction of detractor’s ratio
The information has been collected by interviewing CSA’s, Assistant store manager,
supervisor, Verbatim, daily and weekly data of NPS.
Objective:
 Detractors ratio in present , past and future

 Reasons for high detractors ratio
 How are detractors affecting the brand image and sales of store
 To do the root cause analysis and come up with corrective and preventive
actions
 Provide possible alternatives to increase promoters and reduced detractors
 Choose best alternative’s to increase promoters and reduced detractors
Findings:
1. The Feedback response rate of this store was 79% which was very low according the
required standards which is 95%.
2. No proper MRP Cleanup at the store which resulted in many billing issues in the store. For
an instance in a span of 4 hours in the store there were 30 issues raised due to the MRP
cleanup.
3. No Daily Shelf Edge label changing in the store.
4. Negligence attitude of the CSA’s towards customers.
5. There are internal conflicts in the store between the CSA’s and Managers resulting, many
HR issues which has to be addressed by the HR Manager.
6. Weekly briefings or hurdle discussions were not happening the store regarding the NPS.
Response Rate:
The CSA’s in Langar Houz store are reluctant to take the feedback which is a standard
operations procedure to be followed in during the billing. To increase the feedback response
rate CSA’s were ordered to maintain 95% and above feedback response rate during their shift
and they were continuously monitored and there feedback response rate were given to them
during their SCV (Standard Cash verification) and at the logout from POS so that they could
remember to collect the feedback from the customers during the billing.
After implementing the above we were able to achieve a growth in the feedback response rate
from 79% to 95% or above.
MRP Cleanup:
MRP cleanup was not done properly by the store manager and the assistant store manager
being a new joiner was unable to do the cleanup process which related to many issues at the
billing counter leading to customer dissatisfaction and increasing the detractor’s ratio for the
store. To overcome the situation the store manager was instructed to do the MRP cleanup
according to the SOP and training was given to the assistance store manager and L1 so that
anyone could be available in the store to regulate and do the MRP Cleanup on regular basis.
Negligence attitude of CSA’s:
CSA’s in the Langar Houz store were not at all have any sort of motivation towards helping the
customers in finding the SKU’s or providing them with any information regarding the SKU or
store policies and procedures.
To overcome this the CSA’s were informed about the weekly verbatim and hurdle discussion
was conducted on daily basis about the issues happened the previous day and an RCA was done
and CA and PA was given so that same issues related to customer dissatisfaction was not raised
in the near future.
Changing of Daily SEL’s:
Daily SEL’s were not changed in the store according to the SNOP procedures, which was
creating customer dissatisfaction at the POS because of which few of the customers left the
SKU’s at the POS and walked out of the store with the dissatisfaction. After doing the root
cause analysis we could find out the SEL’s were not printed and given to the CSA’s on the
prescribed time and the morning shift CSA’s were reluctant to do their work. Corrective action
was taken against the defaulters and preventive action was taken to enroll the responsibility to
a single morning shift CSA’s before leaving for the day.
Negligence attitude of the CSA’s towards customers:
The CSA’s in the store were showing negligence towards customer interaction, instead of
helping the customer finding the required SKU they were just pointing the directions towards
the concerned category gondola’s. To prevent from further negligence towards the customer
regular briefing were conducted in certain intervals.
Learning’s:
 CSA’s are not having product knowledge about the assortment range in different bays
apart from their own bay.
 Customer looks the ready to help behavior from the staff.
 The customer and employee engagement is not there in the stores.
 Improving front line customer service communication.
 Inter-talking: Identifying the regular customers and trying to build rapport with them
will increase the satisfaction level of the customer.
 CSA’s are not aware about the relevance off their work with NPS, giving the right
feedback to the right person is necessary.
 Negligence of the CSA’s to take feedback from the customers.
After resolving the concerned issues related to store the results were promising, below
is tabular and bar chart representation of the NPS, promoter’s percentage and
detractor’s percentage.
Langar Houz Store: Graph 1

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
01- 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 12- 13- 14-
06- 06- 06- 06- 06- 06- 06- 06- 06- 06- 06- 06- 06- 06- Total
2017 2017 2017 2017 2017 2017 2017 2017 2017 2017 2017 2017 2017 2017
Detractors % 16% 16% 13% 16% 16% 18% 16% 15% 12% 14% 17% 17% 17% 18% 17%
PROMOTERS% 29% 30% 35% 31% 33% 30% 27% 31% 39% 37% 33% 33% 26% 40% 32%
NPS Score 13% 14% 22% 15% 15% 14% 12% 17% 27% 22% 16% 16% 9% 17% 16%
The difference between the detractors percentage, promoters percentage and total NPS score of
Lungar Houz store in May 2017 and June 2017 is depicted in the below tabular form( Table 1).
LANGER HOUSE
STORE NAMES
STORE
LM 17%
Detractors% CM 16%
ACH% 94%
LM 29%
Promoters% CM 32%
ACH% 110%
LM 12%
CM 16%
NPS% ACH% 133%
FYI :- LM-LAST MONTH

CM-CURENT MONTH
ACH%-ACTUAL CHANGE
Store: MORE- New Motti Nagar
Store Manager: Mr. Praveen
Objective:

actions
Findings:
1. The feedback response rate of the store was 82%.

2. The CSA’s are not aware of NPS and its importance, showing negligence
towards taking feedback from the customer.
3. Problems at Bizerba during the peak hours due to low staff in the evening.
Feedback Response Rate:
The feedback response rate of the store was at 82% which is 13% below the required response
rate as per the standard policies and procedure, it was due to new hired trainee operating on
the POS in the morning shift they were slow in the operating the POS and needed to follow
the Pick Scan Bag(PSB) procedure. They were given a training session on the operating POS
and asking the customer for feedback was reinstated in there mind.
Awareness of NPS and its importance:
The CSA’s in the store were not aware of the NPS process and the importance of NPS with their
work, there was a session conducted with the help of store manager to all the CSA’s stating the
need to take the feedback and the importance of the happy and satisfied customer towards the
sales of the store reaching the target.
Problem at Bizerba:
During the peak hours due to low staff in the evenings from 5pm to 8pm the customers were
facing lot of problems in weighing of staples or F&V, in few scenarios the cashier had to go to
the bizerba and do the weighing for the customer because of which lot of customers were
dissatisfied. To overcome this situation the CSA’s were instructed not to leave the bizerba
during the peak business hours both in the morning and evening.
After resolving the concerned issues related to store the results were promising, below is
tabular and bar chart representation of the NPS, promoter’s percentage and detractor’s
percentage (Graph 2).
35%
30%
25%
20%
Detractors %
15%
NPS Score
10% Promoters%
5%
0%
New Motti Nagar store in May 2017 and June 2017 is depicted in the below tabular form
( Table 2).
NEW MOTINAGAR
STORE NAMES
STORE
LM 12%
Detractors% CM 13%
ACH% 108%
LM 26%
Promoters% CM 25%
ACH% 96%
LM 14%
CM 13%
NPS% ACH% 93%

CM-CURENT MONTH
ACH%-ACTUAL CHANGE
Store: MORE- Beeramguda
Store Manager: Mrs. Sunitha
Objective:

actions
Findings:
1. The feedback response rate was 89%.

2. The stores was having low staff 7 members including the store manager due to which
the store was facing problem in billing and were not able to imply 2+1 policy in the
peak hours.
3. Store is facing heavy competition from the competitors.
4. Billing, price and Freshness/Quality are the top drivers in the store.
5. Weekly briefings or hurdle discussions were not happening at the store regarding the
NPS.
6. Call back to the customers after receiving the verbatim was not being done by the
store manager.
Understaffed:
The store is having only 7 CSA’s including morning, mid and evening shift due to which
they were not able to serve the customers, in the evening there were only 3 CSA’s
available so all had to occupy the POS, the customers were facing the problem in
finding the assortment’s, weighing and other assistance from the CSA’s. Due to
understaff the CSA’s were not able to imply 2+1 policy few a times and the problem of
shrinkage was also increasing.
Top Drivers for low NPS:
Billing, Price and Freshness/Quality were the top drivers at the store as the store was
facing a heavy competitors the price point and freshness of the F&V was not satisfying
the customers.
Weekly Hurdle Discussion’s:
Hurdle discussions were not being conducted by the store manager as per the standard
store operations; the CSA’s were unaware of the reasons of dissatisfaction of the
customers. The store manager was given instructions to take the hurdle discussion on a
regular basis so that the CSA’s would be aware about the issues occurring at the store.
Follow up of Verbatim:
Daily verbatim which were received by the store manager was not being followed up by
the store manager, as a result the depth of the customer dissatisfaction was not
understood. The store manager was instructed to handle the verbatim on a regular
basis so that preventive and corrective actions can be taken to solve the problem.
40%
35%
30%
25%
20% Detractors %
15% NPS Score
10% promoters%
5%
0%
Beeramguda store in May 2017 and June 2017 is depicted in the below tabular form ( Table 3).
STORE NAMES BEERAMGUDA STORE

LM 13%
Detractors% CM 11%
ACH% 85%
LM 24%
Promoters% CM 28%
ACH% 117%
LM 11%
CM 17%
NPS% ACH% 155%

CM-CURENT MONTH
ACH%-ACTUAL CHANGE
Store: MORE- Anandbagh
Objective:

actions
Findings :
1. The feedback response rate of the store was 83%.

2. Customer service and Assortment range are the main drivers in the store.
3. Weekly briefings or hurdle discussions were not happening the store regarding
the NPS.
4. No proper let down and facings process being followed in the store
Customer Service and Assortment range:
The top drivers for low NPS score in the Anandbagh store are customer service and
assortment range, according to the customer in the catchment area the store was not having
the required assortment range and was not sufficient to satisfy the needs and want of the
customer another factor was the customer service which was not satisfactory, after doing the
root cause analysis the corrective actions taken was to take the regular briefings to the CSA’s
and inform them regarding the complaints raised through the verbatim
Weekly Hurdle Discussion’s:
Hurdle discussions were not being conducted by the store manager as per the standard
store operations; the CSA’s were unaware of the reasons of dissatisfaction of the
customers. The store manager was given instructions to take the hurdle discussion on a
regular basis so that the CSA’s would be aware about the issues occurring at the store.
Let down and facing problem:
The CSA’s were not doing the proper let down and facings and the Bay Ka Malik was not
taking the responsibility to maintain the bay according to the merchandise standards. To
eliminate this behavior of the CSA’s the store manager and the supervisor were instructed to
take strict against the Bay Ka Malik whose bay was not according to the merchandises
standards.
50%
45%
40%
35%
30%
Detractors %
25%
NPS Score
20%
promoters%
15%
10%
5%
0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Anandbagh store in May 2017 and June 2017 is depicted in the below tabular form ( Table 4).
STORE NAMES ANANDBAGH STORE

LM 12%
Detractors% CM 9%
ACH% 75%
LM 32%
Promoters% CM 36%
ACH% 113%
LM 21%
CM 27%
NPS% ACH% 129%

CM-CURENT MONTH
ACH%-ACTUAL CHANGE
Store: MORE- Gandhinagar
Store Manager: Mrs. Sunitha
Objective:

actions
Findings:
1. The feedback response rate of the store was 90%

2. The store is congested it was facing problem in keeping the store as the back
office place was not sufficient in respect to the daily Dry DC stock coming in to
the store.
3. The customer service at the store was very good and the staff was very help full
to the customer.
Store Size:
This store is one of the best store in the Telangana region making a good in both sales and
employee customer engagement, the only problem was with the size of the store as an profit
making store it was receiving more stock from dry DC and the place to maintain the stock in
back office was not sufficient so they were stacking the stock in the floor area which was
making the store congested for moving to the customer.
Customer Service:
Customer Service was good at this store and the employee customer engagement was very
good, the satisfaction level of the customer was good, but still during the peak hours the CSA’s
in the process of fast billing were neglecting the feedback procedure.
45%
40%
35%
30%
25% Detractors %
20% NPS Score
15% promoters%
10%
5%
0%
1 2 3 4 5 6 7 8 9
Gandhinagar store in May 2017 and June 2017 is depicted in the below tabular form ( Table 5).
STORE NAMES GANDHINAGAR STORE

LM 11%
Detractors% CM 11%
ACH% 100%
LM 38%
Promoters% CM 36%
ACH% 95%
LM 26%
CM 25%
NPS% ACH% 96%

CM-CURENT MONTH
ACH%-ACTUAL CHANGE
According to the time frame and the target to convert the 30% of detractors into
promoters or passive to convert 30% of passives into promoters by taking the
preventive actions and corrective actions target was achieved in 3 stores and due to
time constraints the other 2 were able to reach only upto 95% and above (Table 6).
Detractors% Promoters% NPS%

STORE NAMES
LM CM ACH% LM CM ACH% LM CM ACH%
GANDHINAGAR
STORE 11% 11% 100% 38% 36% 95% 26% 25% 96%
NEW MOTINAGAR
STORE 12% 13% 108% 26% 25% 96% 14% 13% 93%
ANANDBAGH
STORE 12% 9% 75% 32% 36% 113% 21% 27% 129%
BEERAMGUDA
STORE 13% 11% 85% 24% 28% 117% 11% 17% 155%
LANGER HOUSE
STORE 17% 16% 94% 29% 32% 110% 12% 16% 133%
AVERAGE 13% 12% 92% 30% 31% 106% 17% 20% 121%
Apart from the five stores allotted to me I also visited Jublie hills store,
Upparapally store and Shaikpet store where I could understand the difference in
functioning and behavioral pattern of the employees towards the customer and
their job.
Jublie hills and Gandhinagar store was I found the store managers playing an
vital role in motivating the CSA’s to increasing their potential in both sales and
customer service.
My overall experience is if Hurdle Discussion, 2+1 rule and briefing the CSA’s properly
and other tools which are there in the SNOP then the NPS can be increased, as we
can’t change the customers behaviour we can try to implement these things properly
to make sure customer satisfaction is attained.
There is a must need of a single individual monitoring the NPS regularly in the ABRL
so that all the operations to increase the NPS is maintained smoothly.
FINDINGS
 CSA’s are not having product knowledge about the assortment range in different bays
apart from their own bay.
 Customer looks the ready to help behavior from the staff.
 The customer and employee engagement is not there in the stores.
 Improving front line customer service communication.
 Inter-talking: Identifying the regular customers and trying to build rapport with them
will increase the satisfaction level of the customer.
 CSA’s are not aware about the relevance off their work with NPS, giving the right
feedback to the right person is necessary.
 Negligence of the CSA’s to take feedback from the customers.
Suggestions:
 Make it relevant- CSA’s are to be made aware about the relevance of their work
towards the improvement of the store and MORE as they are the first point of contact
for customers.
 “Amplify what CSA’s are doing right and minify what you CSA’s doing wrong”
 Give them tools: “One person responsible for whole category”, for instance an CSA is
given the responsibility of complete customer service for the day and we need to make
sure they are doing it properly
 Gamify: There should be an competition between the stores to make it an healthy
competition between the stores and improving the competitiveness in the stores
 Customers are not aware of the NPS and its importance, we have to make them aware
of the importance of their feedback.
Add-on:
 Separate billing counters for customers paying with Sodexho coupons and having less
than five SKUS’s during peak hours.
 Display of fun facts near POS for diversion of the customer at the billing during peak
hours.
 Pictorial representation of the category or “May I Help You” on the CSA’s apron.
 Creating premium customer – by giving them premium services through out there
experience in the stores.
 Listening to the feedback of customers, having meaningful discussions and making
systematic improvements
 Discover which experiences do not matter to customers, in order to focus on areas
they value.
 Sending a text message to the customer appreciating their purchase from MORE store.
 During an RED alert in the verbatim using the LAST (Listen, Apologize, Solve, Thank)
approach to resolve the issue.
 When customer refuse to give feedback there must be an additional option at the POS
stating customer refused to do the billing smoothly.
 Giving the CSA’s an update regarding the current NPS status of the store of that store
during the Surprise Cash Visit (SCV), so that they can strive to improve the score.
 Bay Ka Malik (BKM) to be rotated once in a month, so that the CSA’s have a complete
knowledge about all the SKU’s available in the store.
Conclusion
The five store findings indicate a severe state of detractor’s ratio with Beeramguda store and
Langar Houz store where the level of detractor’s ratio is high compared with the other 3
stores. The detractor’s ratio can be controlled right away with the suggested solutions, the 5
stores have been struggling with expiry due to various reasons, mentioned in the findings,
information has been collected from last 6 months and has been analyzed according to the
pattern of detractors ratio, promoters ration and NPS score, the most important reasons of
expiry is lack of awareness about the NPS program and its impact on the sales, relativity of
their work with the NPS, Customer service, Quality/Freshness, assortment range, addressing
these issues and applying the solutions will bring positive change in the state of employees of
ABRL, it is imperative that the interests of the employee need to be considered ,so as to
achieve the best interests of the organization.
Mission Happiness was a very good initiative started by ABRL and there were very good
initiatives taken to ensure the NPS is maintained properly so that customer satisfaction rate is
high.
But those initiatives are dying their natural death eventually, for instance the signage for
customer feedback, which have to be reduced so that a proper system is regulated to ensure
the customer satisfaction is maintained.
BIBLIOGRAPHY
1. http://www.adityabirla.com/businesses/Profile/aditya-birla-retail-limited
2. http://www.morestore.com/know-abrl/aditya-birla-retail-ltd
3. Aditya Birla Retail Limited Standard Operating Procedures – Operations Team.
4. Net Promoters Score by Shiva Krishna & Praveen.
5. Retail Management By Shiva Krishna.
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R Sunil Kumar

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A STUDY ON REDUCEING DETRACTIONS OF FIVE HIGH DETRACTION STORES

SUBMITTED FOR THE FULFILMENT OF INTERNSHIP TRAINING IN MASTER of

Dr. Shaik Shamshuddin

GITAM Institute of Management

R SUNIL KUMAR, student of Masters of Business Administration (MBA), GITAM Institute

TELANGANA STATE Name:

This is to certify that the internship project report “REDUCE DETRACTIONS OF

Department of Human Resource

GITAM Institute of Management

It is my pleasure to acknowledge and express my gratitude to all those who helped

I wish to express my gratitude to Prof. P. Sheela Principal, GITAM Institute of

I wish to express my gratitude to my project guide, DR Shaik Shamshuddin, Associate

I wish to express my gratitude to my project guide in the organization Mr. Darshan

I am thankful to all who directly and indirectly helped me in successful completion

Sn.no Content Page number

3 SUPERMARKET CSA STINT 16-30

The Road Ahead

Introduction to the topic

 To analyze and understand NPS of different stores and derive a conclusion

 MORE Jubliee Hills

Key Definitions/ Acronyms

ORMS Oracle Retail Merchandising System

MBQ Maximum Base Quantity

ROP Re-order Point

SKU Stock Keeping Unit

WMS Warehouse Management System

SIM Store Inventory Module

BKM Bay ka malik

GRN Goods Receiving Note

MPR Merchandising Planning and Replenishment

SOH Stock On Hand

SCM Supply Chain Management

St Man Store Manager

ABRL Aditya Birla Retail Limited

MRP Maximum Retail Price

INR Indian Rupees

B&M Buying and Merchandising

NIP Not In Plano

NPS Net Promoters Score

Supermarket CSA Stint

Supermarket CSA Stint Details

Store: More- More Shanti Nagar (Masab Tank)

Store Manager: Mr. Koteshwar Rao

• Stock Shelves, racks and display

 Every store contains a number of “Bay’s” or “Gondolas.

Near Expiry Process

More supermarkets follow “Mark down Policy”

Example: if a food product expires in 9 months from manufacturing, it is multiplied by 5,

This method is used for food items only.

Mark down Policy is not applied when

Stock Shelves, racks and display

Shelf edge labels

 A shelf edge label Contains

DATE OF PRINTING LOCATION AVAILABILITY

These SEL are of two types

!.White color: No offer products

2. Yellow color: Discounted products

As per FEFO we need to arrange the shelves accordingly.

Store: More- More Shanti Nagar (Masab Tank)

Store Manager: Mr. Koteshwar Rao

Topic: F&V Management:

• Stack and display F&V SKUs

Stack and display of F&V SKUs