Retail Operations @ Reliance Fresh

INTERNSHIP REPORT ON RELIANCE RETAIL OPERATION AT RELIANCE SUPER, VAZHAKKALA Submitted in partial fulfilment for the award of the master degree IN BUSINESS ADMINISTRATION AT INDIAN INSTITUTE OF PLANNING AND MANAGEMENT,COCHIN BY MUHAMMED SHAMIL P. A Reference No. 2010-12 SS/ISBE/COC-7(A) CA-1195 Session: SSPG10-12 CERTIFICATE This is to certify that the project report entitled, STORE OPERATION ACTIVITIES IN RELIANCE RETAIL LTD ” Is bonafide record of work done by MUHAMMED SHAMIL P. A. (Reg No. ) And submitted in partial fulfilment of the requirement of the Degree of Master of Business Administration of the Manonmaniam Sundaranar University. Place:COCHIN Mr. KailashnathMenon Date: Academic Dean CERTIFICATE This is to certify that the project report entitled, “STORE OPERATION ACTIVITIES IN RELIANCE RETAIL LTD ” Is bonafide record of work done by MUHAMMED SHAMIL P. A. (Reg No. )

And submitted in partial fulfilment of the requirement of the Degree of Master of Business Administration of the Manonmaniam Sundaranar University. Place:COCHIN Mr. Rohid Khader Date: Head of SMG ACKNOWLEDGEMENT At the outset, I thank the lord almighty for the grace, strength and hope to make our endeavour a success. I express my deep felt gratitude to Mr. Manoj Z Cheeran , Store Manager of Reliance Super Vazhakkala, my mentor and seminar guide for his valuable Guidance support, suggestions and encouragement.

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I am profoundly grateful to Mr. Kailashnath Menon, Academic Head of IIPM Cochin; Mr. Rohit Khader Head of SMG IIPM Cochin; Mr. Jovin George, Academic Dean of IIPM Cochin for their constant encouragement. Further more I would like to thank all others in Reliance Super Vazhakkala Also im thankful to my parents and numerous friends. This report would not have been a success without their inspiration, valuable suggestions and moral support from them through out its course. MUHAMMED SHAMIL P. A. CONTENTS Introduction………………………………………………… Activities within the store…………………………… Recommendation…………………………………………

Conclusion…………………………………………………… Bibliography………………………………………………… INTRODUCTION * India has often been called a nation of shopkeepers. Presumably the reason for this is; that, a large number of retail enterprises exist in India. In 2004, there were 12 million such units of which 98% are small family businesses, utilizing only household labour. Even among retail enterprises, which employ hired workers, a majority of them use less than three workers. * Retailing is the combination of activities involved in selling or renting consumer goods and services directly to ultimate consumers for their personal or household use.

In addition to selling, retailing includes such divers activities as buying, advertising, data processing and maintaining inventory. * While sales people regularly call on institutional customers, to initiate and conclude transactions, most end users or final customers, patronize stores. This makes store location, product assortment, timings, store fixtures, sales personnel, delivery and other factors, very critical in drawing customers to the store. * Final customers make many unplanned purchases. In contrast those who buy for resale or use in manufacturing are more systematic in their purchasing.

Therefore, retailers need to place impulse items in high traffic locations, organize, store layout , trains sales people in suggestion , and place related items next to each other, to stimulate purchase. THE IMPORTANCE OF RETAILING * Organized retailing in India was estimated at Rs. 18,000 crores in 2002-2003 and has grown at about 40% over the last 3 years (Source KSA Retail Outlook). * Retailing has a tremendous impact on the economy. It involves high annual sales and employment. As a major source of employment retailing offers a wide range of career opportunities including; store anagement, merchandising and owning a retail business. * Consumers benefit from retailing in that, retailers perform marketing functions that makes it possible for customers to have access to a broad variety of products and services. Retailing also helps to create place, time and possession utilities. A retailer’s service also helps to enhance a product’s image. * Retailers participate in the sorting process by collecting an assortment of goods and services from a wide variety of suppliers and offering them for sale. The width and depth of assortment depend upon the individual retailer’s strategy. They provide information to consumers through advertising, displays and signs and sales personnel. Marketing research support is given to other channels, members. * They store merchandise, mark prices on it, place items on the selling floor and otherwise handle products; usually they pay suppliers for items before selling ,,them to final customers. They complete transactions by using appropriate locations, and timings, credit policies, and other services e. g. delivery. * Retailing in a way, is the final stage in marketing channels for consumer products.

Retailers provide the vital link between producers and ultimate consumers. * RETAIL STRATEGY AND STRUCTURE * Successful retail operations depend largely on two main dimensions: margin and turnover. How far a retail enterprise can reach in margin and turnover depends essentially on the type of business (product lines) and the style and scale of the operations. In addition the turnover also depends upon the professional competence of the enterprise. * In a given business two retail companies may choose two different margin levels, and yet both may be successful, provided the strategy and style of management are appropriate.

Store Strategy Mix * Retailers can be classified by retail store strategy mix, which is an integrated combination of hours, location, assortment, service, advertising, and prices etc. The various categories are: * (A)Convenience Store: Is generally a well situated, food oriented store with long operating house and a limited number of items. Consumers use a convenience store; for fill in items such as bread, milk, eggs, chocolates and candy etc. * (B)Super markets: Is a diversified store which sells a broad range of food and non food items.

A supermarket typically carries small house hold appliances, some apparel items, bakery, film developing, jams, pickles, books, audio/video CD’s etc. The Govt. run Super bazaar, and Kendriya Bhandar in Delhi are good examples of a super market. Similarly in Kerala, we have Margin Free Super Market. * (C)Department Stores: A department store usually sells a general line of apparel for the family, household linens, home furnishings and appliances. Large format apparel department stores include Pantaloon, Ebony and Pyramid. Others in this category are: Shoppers Stop and Westside. (D)Speciality Store: Concentrates on the sale of a single line of products or services, such as Audio equipment, Jewellery, Beauty and Health Care, etc. Consumers are not confronted with racks of unrelated merchandise. Successful speciality stores in India include, Music World for audio needs, Tanishq for jewellery and McDonalds, Pizza Hut and Nirula’s for food services. * (E)Hyper Markets: Is a special kind of combination store which integrates an economy super market with a discount department store. A hyper market generally has an ambience which attracts the family as whole.

Pantaloon Retail India Ltd. (PRIL) through its hypermarket “Big Bazar”, offers products at prices which are 25% – 30% lower than the market price. THE WHEEL OF RETAILING * Is a hypothesis that attempts to explain the emergence of new retailing institutions and their eventual decline and replacement by newer retailing institutions? Like products retailing institutions also have a life cycle. * According to this theory new retailers enter the market as low margin, low price, low status institutions. The cycle begins with retailers attracting customers by offering low price and low service.

Over a period of time these retailers want to expand their markets and begin to stock more merchandise, provide more services, and open more convenient locations. This trading up process increases the retailers’ costs and prices, creating opportunities for new low price retailers to enter the market. * The evolution of the department store illustrates the “wheel of retailing” theory. In its entry phase, the department store was a low cost-low service venture. With time it moved up into the trading-up phase. It upgraded its facilities, stock selection, advertising and service.

The same department store then moves into the vulnerability phase, because it becomes vulnerable to low cost/low service formats, such as full line discount stores and category specialists. While the wheel hypothesis has a great deal of intuitive appeal and has been borne out in general by many studies of retail development, it only reflects a pattern. It is not a sure indicator of every change, nor was it ever intended to describe the development of every individual retailer. RETAILING DECISIONS * There are many factors for retailers to consider while developing and implementing their marketing plans.

Among the major retailing decisions are these related to (a) Target markets (b) Merchandise management (c) Store location (d) Store image (e) Store personnel (f) Store design (g) Promotion, and (h) Credit and collections. (a)Target Markets: Although retailers normally aim at the mass market, a growing number are engaging in marketing research and market segmentation, because they are finding it increasingly difficult to satisfy everyone. Through a careful definition of target markets, retailers can use their resources and capabilities to position themselves more effectively and achieve differential advantage.

The tremendous growth in number of speciality stores in recent years is largely due to their ability to define precisely the type of customers, they want to serve. (b) merchandise that customers want, and make it available at the right price, in the right place at the right time. Merchandise Management includes (i) merchandise planning Merchandise Management: The objective here is to identify the (ii) merchandise purchase, and (iii) merchandise control. Merchandise planning deals with decisions relating to the breadth and depth of the mix, needed to satisfy target customers to achieve the retailers return on investment.

This involves sales forecasting, inventory requirements, decisions regarding gross margins and mark ups etc. Merchandise buying involves decisions relating to centralized or decentralized buying, merchandise resources and negotiation with suppliers. Merchandise Control: deals with maintaining the proper level of inventory and protecting it against shrinkage (theft, pilferage etc. ). (c)Store Location: Location is critical to the success of a retail store. A store’s trading- area is the area surrounding the store from which the outlet draws a majority of its customers.

The extent of this area depends upon the merchandise sold. For example some people might be willing to travel a longer distance to shop at a speciality store because of the unique and prestigious merchandise offered. Having decided on the trading area a specific site must then be selected. Factors affecting the site include, traffic patterns, accessibility, competitors’ location, availability and cost and population shifts within the area. (d)Store Image: A store image is the mental picture, or personality of the store, a retailer likes to project to customers.

Image is affected by advertising, services; store layout, personnel, as well as the quality, depth and breadth of merchandise. Customers tend to shop in stores that fit their images of themselves. (e)Store Personnel: Sales personnel at a retail store can help build customer loyalty and store image. A major complaint in many lanes of retailing, is the poor attitude of a salesperson. There is a growing trend now, to provide training to, these sales clerks to convert them from order takers to effective sales associates. f)Store Design: A store’s exterior and interior design affect its image and profit potential. The exterior should be attractive and inviting and should blend with the store’s general surroundings. The term “Atmospherics” is used to refer to the retailer’s effort at creating the right ambience. Merchandise display is equally important. An effective layout guides the customer though the various sections in the store and facilitates purchase. (g)Promotion: retail promotion includes all communication from retailers to consumers and between sales people and customers.

The objective is to build the stores image, promote customer traffic, and sell specific products. It includes both, personal and non personal promotion. Personal communication is personal selling – the face to face interaction between the buyer and the seller. Department stores and speciality stores, emphasize this form of promotion. Non personal promotion is advertising. The media used are TV, Radio, Newspapers, Outdoor displays and direct mail, other forms of promotion include, displays, special sales, give always and contests etc. h)Credits & Collections: Retailers are generally wary of providing credit, because of additional costs-financing accounts receivables, processing forms and bad debts etc. But many customers prefer some form of credit while purchasing. This explains the popularity of different types of credit cards and debit cards. EMERGING TRENDS IN RETAILING * In recent years the nature of retailing has changed dramatically, as firms try to protect their positions in the market place. Many customers are no longer willing to spend as much time on shopping as they once did.

Some sectors of retailing have become saturated, several retailers are operating under high levels of debt and number of retailers after running frequent “sales”, have found it difficult to maintain regular prices. * Retailers are adapting to the shopping needs and time constraints of working women, dual earner households and the increased customer interest in quality and customer service. * Shopping Malls: A growing number of shopping malls are coming up all over the country. In general they target higher income customers, with their prestigious specialty shops, restaurants and department stores. Factory Outlets: Manufacturers are opening factory outlets to sell off surplus inventories and outdated merchandise. This forward vertical integration gives manufacturers greater control’ over distribution, than selling the merchandise to off price retailers. * Diversification of Offerings: Scrambled (unrelated products or services) merchandising is taking on a broader meaning and inter type competition among retailers is growing. For instance Citibank is organizing tourist trips and sending mail order catalogues to its credit card customers. Impact of Technology on Shopping Behaviours: The way retailers present their merchandise and conduct their transactions are changing. Cable TV Channels are used to present merchandise, Videos have replaced catalogues and computer linkages to acquire information and make purchases are on the increase. Virtual shopping through PDA’s is another possibility. * Multi Channel Retailing: Traditional store based and catalogue retailers are placing more emphasis on their electronic channels and evolving into multi channel retailers, because they can reach new markets and overcome limitations posed by traditional formats.

RELIANCE INDUSTRIES: COMPANY PROFILE RELIANCE GROUP The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India’s largest private sector enterprise, with businesses in the energy and materials value chain. Group’s annual revenues are in excess of USD 27 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company and is the largest private sector company in India. Backward vertical integration has been the cornerstone of the evolution and growth of Reliance.

Starting with textiles in the late seventies, Reliance pursued a strategy of backward vertical integration – in polyester, fibre intermediates, plastics, petrochemicals, petroleum refining and oil and gas exploration and production – to be fully integrated along the materials and energy value chain. The Group’s activities span exploration and production of oil and gas, petroleum refining and marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals), textiles and retail.

Reliance enjoys global leadership in its businesses, The Group exports products in excess of USD 15 billion to more than 100 countries in the world. There are more than 25,000 employees on the rolls of Group Companies. Major Group Companies are Reliance Industries Limited (including main subsidiaries Reliance Petroleum Limited and Reliance Retail Limited) and Reliance Industrial Infrastructure Limited. FOUNDER PROFILE “Growth has no limit at Reliance. I keep revising my vision. Only when you can dream It, you can do it. ” Dhirubhai H. Ambani

Founder Chairman Reliance Group December 28, 1932 – July 6, 2002 Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global leader in the materials and energy value chain businesses. BOARD OF DIRECTORS OF RELIANCE INDUSTRIES LIMITED Mukesh D. Ambani Chairman ; Managing Director Nikhil R. Meswani Hital R. Meswani H. S. Kohli Executive Director Executive Director Executive Director RELIANCE FRESH

India’s Fortune 500 private sector giant, Reliance Industries Ltd, has, in fact, been first off the blocks by launching its first Reliance Fresh outlets in Hyderabad, Reliance fresh is the retail chain division of reliance industries of India which is headed by Mukesh Ambani. Reliance has entered into this segment by opening new retail stores into almost every metropolitan and regional area of India. Reliance plans to invest Rs 25000 crores in the next 4 years in their retail division and plans to begin retail stores in 784 cities across the country.

The reliance fresh supermarket chain is ril’s Rs 25,000 crore venture and it plans to add more stores across different g, and eventually have a pan-India footprint by year 2011. The super marts will sell fresh fruits and vegetables, staples, groceries, fresh juice bars and dairy products and also will sport a separate enclosure and supply-chain for non-vegetarian products. Besides, the stores would provide direct employment to 5 lakh young Indians and indirect job opportunities to a million people, according to the company. The company also has plans to train students and housewives in customer care and quality services for part-time jobs.

Reliance Fresh will… • Forge strong and lasting bonds with millions of farmers and will transform the relationship with customers to a new level • Offer unmatched affordability, quality, convenience, service and choice • Offer our customers the widest range of fruit and vegetables at the best prices in the neighbourhood • Provide for the daily needs of our customers by offering staples, grocery and household products at great prices • Offer consistent high quality, unbeatable freshness and great service so that our Customers know that we can be trusted every day

ACTIVITIES GROUPS WITHIN THE STORES Getting Products to Shelf 1) Indenting ; Purchase Orders (PO’s) (a)Indenting – DC Delivery:- Indenting will be happen after checking stock in the store and goods in transit. Or whenever if required any changes in indenting due to season, weekends or any festivals then the quantity is modified. For branded goods there is a automatic indenting system which is handled by the head office (Mumbai). Delivery of fruit ; vegetables is after 48hours after being raised. Indenting for milk and dairy products is delivered after 36 hours. b) Raising PO for Bakery PO (purchase order) for bakery supply is raised in the store and also released to the vendors by the stores. PO on vendors can be raised only once each day ; it will be valid for 24 hours. 2) Receiving:- (a)Checking of Delivery in DC All the Dry DC delivery will be checked by a store staff in the DC staging area before packing and loading. This is to minimize delivery count error and ensure that right quantity is delivered to the stores. Behind this all the activity owner is Store Manager. (b) Receiving Goods in Store: From DC ; CPC Receiving indented goods from the DC ; CPC as per the delivery schedule.

At the time of receiving goods from DC many things which is followed by the SM, ASM,; CSA:- ? Check the seal in front of driver. ? Note down the air condition temperature. ? Inspect stocks for transit damages. ? If any HU (Handling unit) / article is found damaged, excess, or missing noted it on the trip sheet for return to DC. ? Do the GRN (Goods return note) for the delivery for the actual received quantity. ? Stores are not unloading transit damaged stocks. Transit damages will be returned to DC in the same delivery truck. The main focus during goods receiving must be to unload the crates/ cartons from the truck as quickly and safely as possible. (c) Receiving from Vendors Procedure for receiving goods directly from vendors. Behind this whole activity owner is store manager/ asst. store manager. Reliance fresh stores indenting specially bakery, beverage and books/magazines and music. SM/ASM Checks:- ? Check the deliveries for quantity, damages and freshness and accept only good products as per shelf life norms. ? Do not accept any short shelf life or damage quantity from vendor and reduce it from the invoice if required. Remove all expired products from the shelf and get them replaced with fresh product without any GRN for the same. ? In case of books/magazines and music SM/ASM check bar-codes on the books or music CDs delivered by the vendor ; return the unsold items to the vendors. ? Vendors and store staff check physically check DSD deliveries for damages and freshness and accept only fresh saleable products. 3) Replenishment of goods (a) Replenish Shelf from Goods Receiving Area Process of moving goods from goods receiving area to the respective bays/freezers/chillers as per the priority fill rule. Frozen products received must have first priority for stacking in the Freezers. ? Strictly follow FIFO ? Place previous stock in the front/top of the shelf. ? Chilled product received must have second priority after frozen product for stacking in the chillers. 4) Managing Price Changes (a)Changing SELs for those SKU’s where price has been changed. All the changing of SKU’s is done by headquarter Mumbai. 5) Managing Plano gram Implementation of changes of Plano gram The Plano gram indicates the location for each SKU on a shelf. This process describes how to change Plano gram.

Changing of Plano gram is wholly managed by headquarter. Headquarter send new Plano gram to store by mail. Changing of fixtures and shelf heights, at per new Plano gram. The major change of shelf is less than 5 bays. Check quality of stock received as per Plano gram, raise an indent of additional stock if required. Stack goods as per Plano gram and readjust SEL to align with the left hand side of the first facing going from the left. All the changes made on shelf to be signed off by store manager. All the Plano gram to be provided in standard format. Plano gram indicate shelf heights.

Plano gram is send to the store at least 2 days in advance of the change. No stock to be displayed on the shelf if it not in the Plano gram. If the F; V section looks empty in the late evening because of stock outs, then store manager may change only the F; V Plano gram in a suitable manner to give appearance of full store. 6) Getting Products from Shelf to customers (a)Promotion management (setting up the store for new promotions) ? Store check that all new promotional stock has been received from the DC and the free gift under promotional offer are bundle along with the promotional stock.

If the free gift is too large to be accommodated on the shelf – the gift should be provided to the customer at the till. ? Put up new promotional signage above the end cap at the marketing defined locations. ? ASM/SM briefs the staff at the morning and afternoon meeting on the promotion details. ? Staff need to be briefed on the following : ? Details of the promotion ? Period of the promotion ? Advantages to the customer ? Any special arrangements at the till ? Sales target for the promotion ? Process for dealing with left over promotion stock ?

If the customer brings the promotion item back for exchange / refund – the customer has to bring back the free offer as well. Exception can be made at the customer’s favour at discretion of store manager. 7) Stock Display Management ? Filling up the gaps on the shelves for SKU sold during the day is defined as spot fill. ? Fill F;V in a similar manner using crates stored in the bottom shelf of the wall racks, below heapers and in back room. Follow FEFO, FIFO rules. ? In case of F;V, remove the old crates, place the new crates on the racks and then place the older products on top of the newer products – FIFO ?

Checking of temperature of chillers and freezers is also a part of SDM. ? It is the process of checking and moving stocks to ensure that the older stock gets sold before the newer ones. ? FEFO / FIFO to be followed for stock rotation for non F;V SKUs. ? The thing which is strictly followed is removal of damaged part of the F;V will not be carried out at the shop floor under any circumstances. ? In every store every day employees check for date code check schedule for the day in store perform. ? Employees removed expired products from the shelves and take them to the back of the store. Employees identify ; segregate near expiry products for mark down as per markdown policy and guidelines. ? Procedure for selling loose staple products to the customer in desired quantity. ? Procedure for managing the concessionaire in our stores like the Pickles counters, Sweet counters etc. ? Home delivery: for this there is some procedure which is followed by stores. ? Purchase a detailed street map of the local area e. g. Eicher map ? Outline on the map the catchments which fall in 2 Km radius of the store. ? Prepare a list of roads / building with in that area. They appoint two employees for Home delivery champions (HDC) – for order taking, picking and billing. ? Home delivery associate (HDA) – billing and delivery. ? There is two type of home delivery which is given by the RF: Convenience order – this is a situation in which the customer has come to the store, picked items, got them billed and then request RF store team to deliver to his residence. The payment in this case for the goods has already been received. Phone Orders -This is a situation in which the customer does not carry out the activities of physically picking, billing etc. ut places an order on phone by calling either at the store or at the call centre. The payment in this case would be received once the delivery CSA goes to the customer destination and hands over the goods. ? Big orders store hire auto, rickshaws ; it is decided by store manager. 8) Managing waste and markdowns : (a) Segregation of damaged and expiry in store :- i. For F;V crates are received carefully for the item not for sale as per reliance retail quality and are removed from the shelf. ii. It is done by CSA / F;V champion. EXPIRY:- i.

Near expiry product is markdown as per the RR rule. ii. An expired product is segregated and are treated as per following. PRODUCT TYPE | TREATMENT | DSD supply | Exchange with fresh stock from the vendor at the time of next delivery | DC supply | Dump in store. | (b)Markdown for damages and near expiry:- Damaged and near expiry products are markdown as per the following rules: Markdown criteria:- Up to Rs. 5 or 15 % of selling price (whichever is lower) ; it is done by Store manager. Up to Rs 30 or 30% of SP(whichever is lower) ; it is also done by DM / AM. Beyond Rs 30 or 30% of SP ; it is done by state fresh head. Dumping of damages ; expiry product:- Treatment for damaged ; expired product are done in following manner:- Loss type| Action | (a)Type C damage | • Dump in store (shown in SAP) • Dispose in store. (b)All expiry – (DC supply ; DSD without RTV) | • Dump in system (SAP) • Display in store| (c)Expiry – (DC supply with RTV) | • Exchange with fresh stock, fresh vendor at the time of next delivery | ? For processing of dump (damaged ; expired) approval is obtained from store manage. ? After dumping, all the dump are entered into dump register in the presence of SM with his /her signature. For type C damaged product some part of each product is kept as proof. ? Finally the dump register is present near DM/AM for approval (signature). (c)Dump on arrival:- ? On arrival of goods (F;V stock received from DC) poor quality goods are segregated. ? It is kept in separate place in the store with the sticker “dumped on arrival – not for sale” along with receiving date. ? And the respective SM is informed. ? In the GRN (goods received roles) for the delivery, poor quality stocks are entered as “Damaged Quality”. ? Further it is kept for inspection and area F;V executive is informed.

E-mail is send to the F;V head / F;V category head. ? Finally dumped stocks are hand over to garbage agency. ? In case the GRN is done at the back end maintain a record of the DUA and also record the some on the invoice that is sent to the commercial team. (9) Returns:- (a) Goods Return to DC:- ? A finalized list of good stock article for return to DC is obtained from state merchandising team. ? According to the list stock of articles are segregated and are moved to the back office. ? Return schedule is obtained from the state merchandising team and packing of goods carton are planned. They are packed properly. Food and non-food items are packed separately. ? And GRDC is created in SAP for the quality to be returned. ? Finally it is loaded and dispatched to DC in DC truck and return to DC documents is get signed by the truck driver and is kept with itself. (b) Goods Return to Vendor:- ? Stocks which are to be returned to vendor are taken out to the back room.. ? DSD returns are segregated as per category guidelines. ? Return to vendor document is created in the store. ? Returns are loaded to the vendor’s vehicle. ? 2 copies of vendor document are made and is got signed by the vendor. One copy is issued to the vendor and 2nd copy is filled as record. ? Security control register for returns are updated regularly (c) Physical verification of stock:- ? All PI documents present in the system are checked and closed. ? Stocks take checklist is updated. ? It is managed with DC to ensure that there is no afternoon or evening delivery on the stocks count day. ? Following are checked and ensure:- (i) GRN for all DC deliveries have been prepared. (ii) GRN for all DSD deliveries have been completed. (iii) All damaged products (type c ) have been dumped. iv) All expiry product have been dumped. (v) PI documents for stocks take is generated. (vi) HHTs are managed and ensured that they working properly etc. (a)Stocks count and reconciliation:- ? Objective of the count, the layout of the stores and the process are briefly explained to the staff. ? For stock count staffs are delivered for counting of articles in fixtures and for entering the count in the HHT. Back of store – store take SKUs by weight (F;V, loose staples, etc) (i) Each loose article are weighed separately and quantity stickers are pasted. (ii) It is continued until all SKUs are weighed.

SKUs by count:- (i) Product variants are segregated. Number of units are counted and stickers are pasted with the quality on SKUs. (ii) It is continued until all the SKUs are not counted. (iii) PI count in the HHT is opened (all PI document together) and quantity is entered after scanning the EAN / article code of the SKUs from the product in the HHT PI document. (iv) It is continued in this manner till all the SKUs in the back of store is counted and the quantity is entered in the PI documents with the help of HHT. (a)Store Opening :- (i) Store shutter is opened (ii) Burglar alarm is put off. iii) Entry for collection of keys and store opening details are recorded in the register kept at the security. (iv) Lights are switched on and all the equipments are checked for working made. (v) Generators are checked for water level, engine oil and Diesel. (b)Store closing:- (i) Announcement is made for store closing 10 min before closing. (ii) No. of tills to be closed or operated fully depends upon the no. of customer in the store. (iii) Ensure that no customer is present inside the store. (iv) POS ; EDC closure process is performed. (v) It is checked that equipment is in order or not after which the store is closed. vi) Security guard is got to put paper seal on safe and almirah. (vii) All air-conditioners are switched off except server room a/c (which must be maintained between 22-24 degree c) (viii)Display lights and facade lights are switched off. (ix)Back room lock is sealed with a paper seal. (x) Burglar alarm in the store is updated and key register is signed in. (xi) Finally shutters are locked. On the sales floor-stock take:- (i) Counting and weighing of bays are started, and quantity or count stickers are pasted. (ii) PI documents are opened , EAN/ article code on the products are scanned using the HHT and the counted number is entered. iii) Similarly all the SKUs shelves and bays counted on sales floor and the count entry is entered in the PI document. (iv) Control sheet for the fixtures that has been counted are updated. (v) Once all the articles in the store are counted and count entry is done in the HHT , post the count data by pressing the “ post count” button in the HHT only. (vi) HHT would display the list of SKUs for which count has been not entered then the article in the store is looked upon and count is updated in case the article is present in the store and count entry was missed earlier. vii) The final counted data is posted once again by pressing the “post count” button. (viii)Success log is checked to ensure that all the PI documents are successfully posted. (ix) The stock take report is generated is SAP and inventory differences is listed. (x) In case of major variations record is performed and the count in the PI document is changed and the count is reported. (xi) The variation is checked and confirmed and then the difference is posted by posting the PI documents in ZSTORE, using the ‘Post ‘option under “Phy inv. Post” in the physical inventory menu. (xii) The stock take check list lifted in the store.

RECOMMENDATION COMMUNICATION: ?Based on my observation I found that reliance fresh is not able to make an advertisement properly as compare to big bazaar or other retail store which is its competitor. so company should make a proper team to let the people aware about their schemes and offers being given by reliance fresh. ?Company should increase the number of counter so that it may minimize the queue of the customers. ?Company should acquire more and more skilled people so that it may satisfied their customer in all areas. CONCLUSION It was a pleasant experience to have a summer project in a big company like Reliance.

It has given me an opportunity to know all dimensions of the market and how to tackle problems of it . I have learned various functions carried out at all the level of organization especially of middle level and lower level. After a rigorous period of my project I come to know that how practical knowledge is different from the theoretical concepts. BIBLIOGRAPHY The followings have proved to be valuable and helpful to me while preparing the report. Marketing Management: Philip Kotler Retailing Management: Levy Weitz Internet websites:- www. ril. com www. google. com www. answer. com www. encyclopedia. com

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