Industry Internship Project

2015 17 Batch

Title of the Project:

How to control Shrinkage

Submitted by:
Name of the Student :
Devesh Srivastava
Roll No.
:
PGDM151701032
Program
:
PGDM - Marketing
Batch :
M1
Name of the Faculty Guide

Prof. Lakshmi Mohan,

Dy. Director, ITM Business School

Name of the Company

Shoppers Stop Ltd.

Name of the Company Guide :

Mr. Rajarshee Chanda

Company Guide Designation :

Unit HR

Institute for Technology and

Management
Plot No. 25 / 26, Institutional Area,
Sector 4, Kharghar, Navi Mumbai

Acknowledgement
It is indeed a moment of immense gratification for me to express my deepest gratitude to the
faculty of ITM Business School for providing me with an opportunity to undertake my
summer internship program from a world recognized Retail Company Shoppers Stop Ltd.

At the same time, I would also like to thank the companys management for granting me the
permission of being the part of their esteem organization and enhance my knowledge by doing
summer training project under their guidance.

The learning during the project was immense and invaluable. It was a challenging &
enlightening association with the company, which helped me to understand the reality of work
place, made me manage the personal life with work and also helped me to be more prepared for
other industry.

At last I want express my deep gratitude to my father Mr. Anil Kumar Srivastava, my mother
Mrs. Pratima Srivastava, faculty guide Dr. Lakshmi Mohan and all the people who were directly
or indirectly involved and supported me. Without their support it would not had been possible to
complete the project.

Sincerely,
Devesh Srivastava

As we express our Gratitude,

We must never forget that the highest appreciation
is not to utter words,
But to live by them.

John F. Kennedy

Table of Content
Acknowledgement
Executive summary
1
1.1
1.2
1.3
1.4
1.5

Chapter Introduction
Introduction
Problem on Hand
Importance and scope of the Problem
Objectives of the project
Process through which the objectives or
assigned tasks will be achieved

2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8

Details of Organisation
Introduction to the Company
Business Partners
Customer profile
Customer rewards
International affiliations
Brands offered
Stores
Use of CRM, ERP & SCM
2.9 Controllable & Uncontrollable Factors
2.10 Competitor analysis
2.11 SWOT Analysis
2.12 Timeline of Shoppers Stop

3 Chapter 3 Analysis
3.1 Analysis of previous year data

4
4.1
4.2
4.3
4.4

Chapter 4 Conclusion
Summary
Gains of study
Limitations of study
Further scope of study

5 Chapter 5 Recommendations
5.1 recommendations
Bibliography

List of tables

Description
Data of previous year sale
with reference to shrinkage

Page No.
.

Executive Summary
Internship plays a vital role in throughout development of an individual in corporate
environment. This wonderful opportunity was provided to me by Shoppers Stop Ltd. The
company has wonderful work environment and dedication towards company is a common trait in
employees which is rarely seen in this VUCA world. The company is one of the finest
companies operating in India in the retail sector and stresses on providing services to the
customer the company is dedicated to provide the customer a 360 degree shopping experience.

Initially when I joined the organization I was asked to work on a project entitled, How to
Control Shrinkage. First of all I would clarify actually shrinkage is the difference between the
on hand quantity available as per the system and net physical quantity available on the floor. For
accomplishment of the project they asked me to feel free to ask for any kind of help required
from my end. As the topic was very interesting I started to take interest and tried to find the areas
which were affected by shrinkage badly for this purpose I asked them about the data of previous
year sales and shrinkage which was provided to me. This helped me to point the areas which
were affected by shrinkage.

Once the areas were identified I started off observing the place and identifying why this problem
persist over there. I observed the sections that reported least shrinkage so as to know the
mechanism which helps them to keep a check on shrinkage. This observation yield me a good
result and I found that there was a problem that the norms of the company in these sections were
not followed and the concerned employees were not serious about the standards of the store.

Within the period of internship I went through with the project and suggested the company some
initiative that could help them to reduce shrinkage as it is a major area of concern for the players
operating in the retail sector. Shrinkage is a revenue loss to the company and adversely affects
the performance of company.

At the end I would say the journey had been the way I never thought but I have learnt many
things which I thing would be useful for me. Steve Jobs once said, The journey is the reward.
And I am enjoying the journey to the fullest. All credits to ITM and Shoppers Stop for providing
this marvelous opportunity that in deed have elucidated all reality of the life.

Introduction
1.1 Introduction
Retail Industry is one of the major contributing sectors of the Indian Economy. With the CAGR
of around 16 % the industry is expected to have high potential. The industry in India consist of
the players like Reliance, Tata, Raheja group etc. with the advent of technology new trend of etailing had come into picture, the players like Flipkart, Amazon, Snapdeal etc. had become an
area of concern for the traditional retailer and have induced them to go for an omni-channel
approach which seems to be a good idea. As in the online market there are discounts that are
because there are no middle man in the entire process of selling and the remaining doubt about
the quality of product could be easily resolved once the customer visits the store, thats why the
integration of the online and offline retailing has turned to be a new business model and many
retailers are trying to move further with the same business model as the majority of the
customers comes from a tech savvy background.

Shoppers Stop is a pioneer in the Industry as it was the first Indian company to bring the concept
of modern retail in India way back in 1991. The company had always tried to provide world class
service to the customer and making the customer experience an entirely different feeling while
shopping. The company had been the one who continuously have strived to set the service
standard for the Industry. There had been a series of development brought in the industry by
Shoppers Stop some of them are launching of the loyalty program & launching of the CoBranded Credit Card.

The first store of Shoppers Stop was opened at Andheri, Mumbai (MH), from thereon the story
had been an inspiration for others and every retail company entering in the market is tries to
imitate the model and repeat the success story but few of them could really sustain in this cut
throat competition. The entire concern could come up and had become reality just because of a

person who dreamt about providing the Indian customers world class experience and the
International Brand, and he is Mr. B.S. Nagesh.

The Andheri Store

Back in 1991, B.S. Nagesh joined the Raheja cluster as top dog. He was trustworthy with the
responsibility of fitting the Groups retail arm and given the responsibility of fitting its initial
sales outlet, in Andheri Bombay. The stores name? Shoppers Stop, and also the rest, as they
assert, is history.
Nagesh stayed with the Raheja cluster for twenty one years and rose to become the MD and
Chief Executive Officer of Shoppers Stop, remaining therein position until 2009. He is presented
with uncounted awards and accolades, he's a business stalwart.
He once said, In India there are 33 million people who work in retail and eight million kiranas
and small retailers. There is one kirana for every 175 people. With that kind of retail density,
retail is an integral part of our society and our business. Very early in my journey in Shoppers
Stop, I felt at a personal and professional level that not much has happened in the system for the
front-end associates.

With this thought in mind Nagesh went up and founded The Association for Retailers and Retail
Associates of India (TARRAI), and had been heading it.
1.2 Problem on Hand
The major problem with the company was that there was a considerable amount in the form of
shrinkage that had caused revenue loss to the company. The company provided the task of
investigating the reports and finding out the areas where the company has reported maximum
shrinkage and suggesting the ways to control the problem.

Shrinkage is one of the major concerns in the retail industry there had been a large revenue loss
caused to the retail companies due to pilferage, shoplifting and major frauds. The companies
have always tried new ways to deal with the problem i.e. to reduce the shrinkage and try to
reduce the revenue loss.

There are many ways to minimize shrinkage and many of them are listed in every stores
Standard Operating Procedure (SOP) some of them are taking Global Count (GC), doing
Perpetual Inventory Control System (PICS) etc.. Often it happens that these SOPs are not
followed and this creates a room for activities that contribute to shrinkage.

1.3 Importance and scope of the Problem

As per the data provided by the firm for FY-2015-16 the loss due to shrinkage was 22.85

lakh against the total revenue of 58 crores

Shrinkage is the area of major concern for the firm as this is a direct revenue loss for the

company both in terms of top line and bottom line.

It affects the profitability of the store when it comes to profit as a percentage of sale
which is used to measure the performance of the store.

1.4 Objectives of the project

To know the areas which contribute to shrinkage.
To find out the factors that are responsible for shrinkage and knowing the intensity of
those factors which may help to suggest the ways to reduce shrinkage. This could be done
by deep observation in the store and by examining the data provided by the store with
regard to the previous year shrinkage

To know the ways that can reduce the shrinkage considerably.

To find the new ways that can control the shrinkage in the store. This may be done
through observing the store operation and finding the loop holes in the entire operational
function that may result in revenue loss in form of shrinkage and could have detrimental
impact over the profitability of the store which may further hamper the performance of
the store and the concerned section or department as well.

1.5 Entire Modus operandi and Process for Achieving Objectives

The objectives of the project that is identifying and suggesting the ways to control the shrinkage
could be achieve by deep observation and going through the literatures. In the entire process the
secondary data has to be used it is because with these data we can find the different factors that
contribute to the retail shrinkage. Also there are different articles and white paper that suggest the
ways to control the shrinkage.

Some literatures available suggest the ways to reduce the shrinkage and the key areas where we
need to work so as to control it. Once we know the areas we can easily point out the ways to
reduce them by closely observing the ways that are being practiced. The problem is that despite
of having a written SOP, it is not followed e.g. - the Standard Operating Procedure says that there
should be a Global Count (GC) on daily basis but the ground staff as per there convenience dont
practice it in the way it has been stated instead of doing it daily they do it at a gap of 1 to 3 days
that creates problem because sometimes the results are surprising and there are deviations that
cant be neglected.

As the operational process of itself advocates the measures to control the shrinkage but active
supervision is required that there process are being followed at all levels of the hierarchy. Apart
from these few points listed in the SOP there are certain initiatives that can be taken up to reduce
the possibility of shrinkage in the store that could be found out by observing the in store
activities of customer and the employees in the store.

All this has to be done keeping in mind the service standard of the company as its the thing of
paramount importance. While suggesting these anti-shrinkage initiatives one has to keep in mind
the service standard of company is not hampered at any point of time as that service is the
Unique Selling Proposition (USP) of the company. As identical products are sold by many
retailers the service is only thing which differentiates Shoppers Stop from the crowd.

Introduction to Company
The foundation of Shoppers' Stop was laid on October 27, 1991 by the K. Raheja group of
companies, one of India's biggest hospitality and real estate players. The Group crossed yet
another milestone with its lifestyle venture-Shoppers' Stop. With its immense expertise in the
service industry and creditability, Shoppers' Stop today boasts of 81 retail outlets across the
country and is planning to spread its wings with futuristic expansion plans to meet the challenges
of the retail industry. A benchmark for the Indian retail industry to follow, Shoppers' Stop has
progressed from a single brand shop to a Fashion & Lifestyle store for the families. Shoppers'
Stop is a household name, known for its superior quality products, services and above all, a
complete shopping experience.
Shoppers' Stop was the first to redefine shopping experience and creating a niche for itself in the
service industry. As India's first specialty chain with outlets in Mumbai, Bangalore, Delhi,
Hyderabad, Jaipur, Chennai etc. Shoppers' Stop offers a complete range of garments and
accessories for the entire family.
Business Partners:
Launched as India's premier retail chain for branded apparel and accessories, Shoppers' Stop has
systematically progressed from only branded apparel to private label garments to home
furnishings, and finally into books and music - all focused on our customers' lifestyle
requirements and aspirations. In 2000, SSL diversified into Bookstore Retailing by acquiring
51% stake in Crossword which it later increased to 100% in 2005. SSL has also ventured into
various categories like cosmetics through MAC, mother and infant care through Mothercare,
home solutions through Home Stop, food and beverages (F&B) through Brio and Desi Caf,
gaming and entertainment through Timezone, Ladies non-apparel and accessories through its
luxury format, Arcelia, and into airport retailing through its 50:50 joint venture (JV) with the
Nuance group. SSL also has stake in the hypermart format of HyperCity. Shopperss Stores
sister store are:
Crossword Bookstores
Crossword Bookstores is a chain of largest bookstores in India with 52 branches. Shoppers Stop
acquired 100 per cent stake in bookstore chain Crossword. Crossword is positioned as a lifestyle

bookstore with their spacious, well laid out stores which encourages customers ease in browsing
through the merchandise of books, music, stationary and toys.
Home Stop
HomeStop is premium home furnishings home concept store, which offers products in home
decor, furniture and accessories, bath accessories, bedroom furnishings, mattresses, draperies,
carpets, modular kitchens and health equipment.
Brio
Brio makes Shoppers Stop Ltd.'s foray into Food and Beverage which was a step towards
franchised coffee bars. Brio the caf bistro is designed provides customers a place to relax,
revive and reflect. It has a classic yet sophisticated ambiance. Brio has 20 outlets in select cities.
Cafe Coffee Day (CCD), the retail division of Amalgamated Bean Coffee Trading (ABCTL), has
signed an MoU with Shoppers Stop to run its BRIO outlets.
Desi Cafe
Desi Caf and their operations have been taken over by Cafe Coffee Day (CCD), the retail
division of Amalgamated Bean Coffee Trading (ABCTL), has signed an MoU with Shoppers
Stop to run its Desi Cafe outlets.
Hyper City
HyperCity provides customers a wide variety of range of products for shopping in a large and
modern retail environment. It offers a contemporary range of products, sourced from both local
and international markets. The product range covers: Foods and Grocery, Homeware, Home
Entertainment, Hi-Tech, Appliances, Furniture, Sports, Toys & Fashion.
M.A.C.
M.A.C. and Shoppers Stop Ltd. entered into a non-exclusive retail agreement with cosmetics
major Estee Lauder to open up M.A.C. Cosmetics stores in India. M.A.C. Makeup-Art
Cosmetics - the professional brand of choice, is the first brand under the Estee lauder Group of
Companies portfolio to enter the Indian retail market.

Arcelia

Arcelia is a new retail concept aiming at the growing accessories and cosmetics segment, with a
strong emphasis on experience and indulgence and primarily caters to discerning women
shoppers.

It

retails

cosmetics,

fragrances,

fine

jewelry,

footwear,

handbags.

Mother Care
Mother Care and Shoppers Stop come together to introduce products for infant and toddler care
which stocks a variety of products for mother and babies, toddlers and children till eight years of
age with the focus being on style, function and safety.

Nuance Group
Nuance Group with Shoppers Stop makes an entry into airport retailing. The alliance is marked
with a joint venture with The Nuance Group AG of Switzerland, the worlds leading airport
retailer. Shopper's Stop Ltd. is handling the retail operations at the duty free zones in
international terminals. The joint venture company, called Nuance Group (India) Private Limited.
is operating outlets at the International airports at Bengaluru and Hyderabad.
Hyper City-Argos
HyperCity-Argos and Shoppers Stop, the two retail ventures of K Raheja group had signed a
memorandum of understanding with UKs leading retail chain Home Retail group to develop the
Argos (retailer) retail format stores in India. Two years later, Shoppers Stop Ltd has informed
Bombay Stock Exchange shall wind down and discontinue its catalogue retail operations under
the Hypercity-Argos brand.
Time zone
Shoppers Stop forayed into the Entertainment sector by acquiring 45% stake in Timezone
Entertainment Private Limited which is in the business of setting up and operating Family
Entertainment Centers (FECs). It has 5 outlets in Ahmedabad, Hyderabad, Kolkata, Navi
Mumbai and Mumbai.

Customer Profile: Shoppers Stops customers fall between the age group of 16 years to 35
years, the majority of them being families and young couples with a monthly household income
above Rs. 35000 and an annual spend of Rs.25000. A large number of Non - Resident Indians
visit the shop for cultural clothes in the international environment they are used to which means
people from abroad are also interested in shopping in Shoppers stop. Their target customers are
upper middle class and upper class.

Customer Rewards:
Shoppers Stops customer loyalty program is called The
First Citizen. The program offers its members an
opportunity to collect points and avail of special
benefits. Currently, Shoppers Stop has a database of over
3.8 million members who contribute to nearly 70% of the
total sales of Shoppers Stop. They also offer a co-branded
credit card with Citibank for their members.

International Affiliations:
Shoppers Stop is the only retailer from India to become a member of the prestigious
Intercontinental Group of Departmental Stores (IGDS). The IGDS consists of 29 experienced
retailers from all over the world, which include established stores like Selfridges (England),
Karstadt (Germany), Shanghai No. 1 (China), Matahari (Indonesia), Takashimaya (Japan), C K
Tang (Singapore), Manor (Switzerland) and Lamcy Plaza (Dubai). This membership is restricted
to one member organization per country/region.
Brands Offered:
Shoppers Stop retails products of domestic and international brands such as Louis Philippe,
Pepe, Arrow, BIBA, Gini & Jony, Carbon, Corelle, Magppie, Nike, Reebok, LEGO, and Mattel.
Shoppers Stop retails merchandise under its own labels, such as STOP, Kashish, LIFE and
Vettorio Fratini, Elliza Donatein, Acropolis etc. The company also licensees for Austin Reed

(London), an international brand, whose mens and womens outerwear are retailed in India
exclusively through the chain.

Different brands offered under each category are given as below:

APPARELS

Arrow

Louis Phillippe
Park Avenue Parx
Van Heusen
Zodiac
Stop
Wrogn
Blackberries
Scullers
Givo
Orly

Lee
Levis
Pepe
Killer
Lee Cooper
Wrangler
Spykar
Life
Allen Solly
Provouge
Wills

Swaroski
Gili
Oyzsterbay
Sarvoski
Estelle

Borosil
Corning Ware
Pedrini
Pyren

Jewellery

Facet

Carbon
Sparkles
Tanishq FQ

Music

Planet M
Music World

Home Dcor

IVY

Four Seasons
Viva
Welspun

Fragrances

Christian Dior
Ysl
Davidoff
Joop
Diesel
Lancaster
Nicos
Jil Sander

Calvin Klein
Boucheron
Police
J'del Pozo
Myrurgia
Etienne Aiger
Xm

Giorgio Armani
Stop

Emporio Armani
CK
SEIKO
Tommy Hilfiger

Adidas
Skechers
Louis Phillippe
Clarks
Puma

Sunglasses

Ray Ban
Police
Fastrack

Watches

Casio
Esprit
Fossil
Titan

Shoes

Lee Cooper
Red Tape
Picasso
Stop
Life
Nike

Stores

Shoppers Stop is one of the leading retail stores in India. Shoppers Stop began by operating a
chain of department stores under the name Shoppers Stop in India. Currently Shoppers
Stop has eighty one (81) stores across the country and three stores under the name
HomeStop. Shoppers Stop has also begun operating a number of specialty stores, namely
Crossword Bookstores, Mothercare, Brio, Desi Caf, and Arcelia. Shoppers Stop retails a
range of branded apparel and private label under the following categories of apparel,
footwear, fashion jewellery, leather products, accessories and home products. These are
complemented by cafe, food, entertainment, personal care and various beauty related
services.

Use of CRM, ERP & SCM at Shoppers Stop: CRM:

Retail chain Shoppers Stop Ltd, is eyeing over 70 per cent sales this year from its
customer relationship management (CRM) initiatives. The company has also lined up an
aggressive expansion plan targeting smaller towns and cities in the country.

ERP:
Shoppers Stop was the first few retailers to use scanners and barcodes and completely
computerise its operations. Today it is one of the few stores in India to have retail ERP
(Enterprise resource planning) in place, which is the best retail planning system in the
world. With the help of the ERP, they are able to open new stores faster and get
information about merchandise and customers online, which reduces the time in taking
quick

decision.

SCM:
Understanding the importance of distribution and logistics in ensuring that merchandise
is available on the shop floors has led Shoppers Stop to streamline its supply chain. The
company has developed process manuals for each part of the logistics chain. These
modules include vendor management, purchase order management, stock receiving

systems, purchase verification and inventory buildup, fixing of price and store tags,
dispatch of stocks to the retail floor and forwarding of bills for payment. If we talk about
various brands then the answer is that they have a direct tie ups with different companies
and companies deliver all the needed products to their door-step means deliver all the
goods to every shoppers stop showroom. But there are some companies which do not
provide them these services so for those they have their own carrier.
Controllable

&

Uncontrollable

Factors

Controllable & Uncontrollable factors are those which are directly or indirectly affect the
retail outlet. The difference between these two factors is that one can be controlled by the
retailer and another cannot be controlled. The variables which are controllable can be
change according to the retailers but if we talk about uncontrollable factors then the
retailer have to change him/her according to those factors. There are various Controllable
&uncontrollable Factors. When we ask about these factors to the employee of Shoppers
Stop,

he

told

us

the

following

important

things:

Controllable Factors of Shoppers Stop

Pricing

Store Location

Managing a business/workforce

Pricing

Setting price of a product is in our hands. This is our decision that how much profit we
want to make by selling our products. Sometimes we have to set our prices according to
the competition.

Store Location

Selecting the location for the store is in the hands of retailers because before selecting the
location they have to check many factors like walking traffic, competitor, parking,

infrastructure, etc. They also have to decide that they want to buy the site or they will
take it on rent. So after deciding all these things they reach to the final decision.

Managing a Business/Workforce

Managing the workforce means a lot to them, because they have to decide that what type
of people they need what type of training our employees need, and what will be the salary
of our employees. All these things can be controlled by the retailer.

Uncontrollable Factors of Shoppers Stop

Government Policies

Seasons

Technology

Infrastructure

Government Policies

Government policies or Legal Restriction cannot be controlled and the big example of
this is sealing of illegal shops. The taxes and duties which retailers have to pay to the
government.

Seasons
Natural climates cannot be controlled and they have to go according to that like in
winters they have to change their theme and products also. He also told us that a
sometimes season plays a negative role like in rainy season their sales goes down. So
these things cannot be controlled and they can only launch new marketing strategies to
attract the customers.

Technology

Day by day the technology is upgrading and the problem is that the new competitor
comes with new technology because of which they also have to upgrade their technology
which results more expenditure, which is not good for any business.

Competitors Analysis: In India, as we analyzed we find only few competitors for

Shoppers Stop & those are mainly foreign players and also Individual stores. The name
of few competitors is given below:

Lifestyle

Globus

Central

Pantaloons

Westside

Situational Analysis:
Situational Analysis includes current organizational mission, current ownership and
management alternatives, and current goods/services category. As explained above about
the mission management alternatives, current products, so now here I have done the
SWOT analysis of Shoppers Stop.

Strength

Variety

Range

Different Brands

Pioneer

Loyal customer

Low risk

Good financial position

Presence across various segments

Parikrama the festival

Weakness

Very high prices: They provide international Brands due to which their prices are very
high.

Less Schemes: They do not offer so much schemes, they offer schemes only on special
occasions like Diwali, Independence Day, etc.

Less Discounts : They offer less discount in their schemes, they basically offer 10% to
20% discount

Competition from standalone stores

Late entry into value retailing

Store makeover expenditure

Threats

Government Policies

Entrance of New Players

High attrition

Lesser consumer spending

Entry of foreign players

Unorganized sector

Independent stores

Opportunities

Awareness about the brands

Quality

Youngsters

Higher disposable income

Collaborate

Private levels

Tier 2 & tier 3 cities

Enter new consumer goods segments.

Timeline Showing how Shoppers Stop Evolved

1991

Opened the first store at Andheri, a suburb in Mumbai, selling only Mens wear.

1992

Ladies wear was introduced.

1993

Added Children's & Non-apparel sections.

1994

Loyalty Program titled First Citizen was launched.

1995

Opened the second store in Bangalore.

1997

Launched the co-branded credit card for the loyalty members in association with HSBC.
Shoppers Stop incorporated as a body corporate.

1998

Opened the third store in Hyderabad.

1999

Implemented JDA Retail ERP (a global leader in retail ERP packages).Opened the fourth
& fifth stores in Jaipur & Delhi.

2000

Opened the sixth & seventh stores at Chennai & Chembur Mumbai Acquired
Crossword India's leading retail book chain.

2001

Opened the eight & ninth stores in Pune & Bandra

2002

Opened the tenth store in Kandivli Mumbai in the Year 2002 we have launched cobranded credit card with Citibank named as First Citizen Citibank Credit Card

2003

Opened the eleventh, twelfth & thirteenth stores in Mulund Mumbai, Gurgaon &
Kolkata

2004

Opened the ftheteenth, fifteenth & sixteenth stores in Malad Mumbai, Kolkata &
Bangalore

2005

Company's Initial Public Offering (IPO) oversubscribed overall by 17.25 times.

Crossword becomes a wholly owned subsidiary of the Company.

Opened the seventeenth, eighteenth, nineteenth & twentieth stores in Pune, Juhu
Mumbai, Bangalore & Ghaziabad .Launched M.A.C & Homestop the home store.

2006

Opened out twenty first (Mumbai) and twenty second store in Lucknow .Launched
Mothercare in India and the F & B outlets Brio & Desi Caf. Bought 45% of Timezone
India

2007

Gold Shield Award for excellence in Financial reporting for the year 2006 in the category
of "Manufacturing & trading Enterprises" by ICAI .Acquired 19% stake in Hypercity
Retail (India) Ltd.

Signed a 50:50 Joint Venture with the Nuance Group for Airport Retailing .Signed an
MOU with the Home Retail Group of UK to enter into a franchise arrangement for the
Argos formats of catalogue & internet retailing.

2008

Shoppers Stop repositioned and reinvented as a bridge to luxury brand with the unveiling
of the new logo and tagline, "START SOMETHING NEW".

Shoppers Stop was awarded the Emerging market retailer of the Year at the World
Retail congress in April 2008 .Mr. B.S Nagesh inducted into the World Retail Hall of
Fame at the World Retail Congress in Barcelona.

2009

Pioneered mascot licensing in the categories through the exclusive tie-up for certain
products with Vodafone for their popular brand mascot Zoozoo.

2010

Expanded footprints to new cities like Bhopal, Amritsar and Aurangabad. Shoppers Stop
also added stores in existing cities like Bengaluru, Mumbai and Hyderabad taking store

tally to 36 stores .The Company upped its stake in Hypercity Retail (India) Limited to
51%.

2011

Shoppers Stop operations expanded to 49 stores in 22 cities viz.

Ahmedabad,

Aurangabad, Amritsar, Bangalore (5 stores), Mysore, Bhopal, Chennai (3 stores), Delhi

(5 stores), Durgapur, Gurgaon, Ghaziabad, Hyderabad (4 stores), Indore, Jaipur (2 stores),
Kolkata (3 stores), Latur, Lucknow, Mumbai (9 stores), Noida, Pune (4 stores), Siliguri
and Vijayawada.

2012

Shoppers Stop operations expanded to 55 stores in 24 cities viz.

Ahmedabad,

Aurangabad, Amritsar, Bangalore (8 stores), Bhopal, Chennai (3 stores), Coimbatore,

Delhi (5 stores), Durgapur, Gurgaon (2), Ghaziabad, Hyderabad (4 stores), Indore, Jaipur
(2 stores), Jalandhar, Kolkata (3 stores), Latur, Lucknow, Mumbai (8 stores), Mysore,
Noida, Pune (5 stores), Siliguri and Vijayawada.

2013

Shoppers Stop operations expanded to 65 stores in 29 cities viz.

Ahmedabad,

Aurangabad, Amritsar, Bangalore (8 stores), Bhopal, Chennai (4 stores), Coimbatore,

Agra, Delhi (6 stores), Chandigarh, Durgapur, Gurgaon (2), Ghaziabad, Hyderabad (5
stores), Indore, Jaipur (3 stores), Jalandhar, Kolkata (3 stores), Latur, Lucknow, Thane,

Mumbai (9 stores), Mysore, Noida, Pune (4 stores), Surat, Siliguri, Vijayawada and
Raipur.

2014

Shoppers Stop operations expanded to 73 stores in 33 cities viz.

Ahmedabad (2),

Aurangabad, Amritsar, Bangalore (8 stores), Mangalore, Bhopal, Chennai (4 stores),

Coimbatore, Agra, Delhi (6 stores), Chandigarh, Durgapur, Gurgaon (2), Ghaziabad (2),
Hyderabad (5 stores), Indore, Jaipur (3 stores), Jalandhar, Ludhiana, Kolkata (4 stores),
Latur, Lucknow, Thane, Mumbai (9 stores), Mysore, Noida, Pune (5 stores), Surat,
Siliguri, Vijayawada, Raipur, Raipur Airport and Visakhapatnam.

2015

Shoppers Stop operations expanded to 76 stores in 36 cities viz.

Ahmedabad (2),

Aurangabad, Amritsar, Bengaluru (9 stores), Mangalore(2), Bhopal, Chennai (3 stores),

Coimbatore, Agra, Delhi (5 stores), Chandigarh, Durgapur, Gurgaon (2), Ghaziabad (2),
Hyderabad (5 stores), Indore, Jaipur (3 stores), Jalandhar, Ludhiana, Kolkata (5 stores),
Kolhapur, Latur, Lucknow, Thane, Mumbai (9 stores), Meerut, Mysore, Noida, Pune (5
stores),

Surat,

Visakhapatnam.

2016

Siliguri,

Vadodara,

Vijayawada,

Raipur,

Raipur

Airport

and

Shoppers Stop operations expanded to 81 stores in 38 cities viz. Ahmedabad (2),

Aurangabad, Amritsar, Bengaluru (10 stores), Mangalore(2), Bhopal, Chennai (3 stores),
Coimbatore, Agra, Delhi (5 stores), Chandigarh, Durgapur, Gurgaon (2), Ghaziabad (2),
Hyderabad (5 stores), Indore, Jaipur (3 stores), Jalandhar, Ludhiana, Kolkata (5 stores),
Kolhapur, Goa, Latur, Lucknow, Thane, Mumbai (9 stores), Panvel, Meerut, Mysore,
Noida (2), Pune (6 stores), Surat, Siliguri, Vadodara, Vijayawada, Raipur, Raipur Airport
and Visakhapatnam.

 Analysis

Analysis of Previous Year Data

During the course of internship I was provided with the data of previous year sales and
loss due to shrinkage. Analyzing which I got a visual picture that which section lags in
performance and then I closely examined the section that why it is so that the section is
lagging it is because of the process practiced in that section or is because of less
manpower availability.

Not only the areas were visualized with the help of these data but the major concerns
were visualized i.e. the private brands where the SSLs are working are doing well but the
brands are not keeping the track of things thats why the majority of the shrinkage is
coming from the brands.

With these points I was able to conclude and suggest some points that were highly
appreciate by my store manager. The thing is that if you are not known to the root cause
of the problem then you cant act and come to a conclusion. Anlysing the data gives you a
clear picture and helps to be specific while carrying out the operations at the ground
level. The data provided tome has been listed below with the analysis and conclusion.

Departme
nt
Descriptio
n

10

B
o
o
k
Q
t
y

MATERNITY

P
h
y
.
Q
t
y

R
e
t
a
i
l

V
ar
.
C
o
st

V
a
r
.

1
9

S
A
L
E

49

4.

79

24

0
5

99

19

11

BABY

16

26

6.

09

37

6.

79
-

51

12

BOYSWEAR
GIRLSWEAR

2
-

16

37

62

81

94

.0

11

75

.0

9
3

1
3

2
8

3
35

0.

91

1
4

4
88

13

82

61

.7

26

90

.4

2
-

56

14

NW, IW, ACC

14

20

42

.3

84

97

0.

7
-

49

0.

15

27

51

57

77

.8

34

FEEDING &

13

.1

HOME SAFETY

3
2

16

BABYCARE

17

37

47

55

64

.2

62

56

.4

1
19

87
6.

MATERNITY

CARE

99

0.

18

0.

BATHROOM

19

BEDROOM

26

4.

47

87

9.

55

0.

PLAY TIME

21

TRAVEL

36

1.

01

39
99

9.

0.

GIFT

22

20

1
7
8

24

29

PIGEON
CELIO

5
3

81

15

6.

74

94

68

3
3

1
-

87
-

.3
57

53

32

19

81

3.

7.

74

31

0.

30

TOMMY

HILFIGER

31

FCUK

32

CK DENIM

3
-

36

14

92

67

4.

63

23

.0

5
-

3
-

36

12

.0

59

88
20

99

9
2

58

.1

37

60

0.

0.

34

ESPRIT

35

0.

GUESS

36

0.

PLAYLIFE

37

0.

MANZONI

38

0.

LACOSTE
US POLO

0
99

39

41

ARROW SPORT

56

51

74

7.

13

55

8.

77
-

02

5
-

92

78

24

.5

09

20

0.

53

S.OLIVER

0
-

ED HARDY

99

0.

IZOD

JACK & JONES

84

97

59

92

9.

76

44

0.

46

ENERGIE
ARROW NYC

0
18

0.

47

4
5

0.

22

45

44

0.

43

42

51

1
3

48

33

84

34

9.

29

27

8.

01

81

0.

50

Action &
Adventure

51

0.

Art & Creativity

52

0.

Baby & Toddler

53

0.

Lets Pretend

54

Music &
Learning

55

0.

kt Money

Puzzle,Games,P

0.

56

71

0.

Sport & Activity

CLINIQUE

0
77

10

53

63

64

3.

5.

09

22

9
.
8

51

10

MENS
ETHNICWEAR

0.

0.

NAUTICA

0
0.

LERROS

10

RAYMOND

8
7

0
62

14

58

94

97

.3

.5

5
-

9
-

17

35

62

0.

13

11

16

0.

48
-

65

TIES

2
-

22

19

33

0.

40

11

29

4.

VH SPORT
MENS BRANDS :
LOUIS PHIL.

9
2
7

3
2
6

4
4

77
33

44

11

11

10

10

29
68
71

52

49

4.

37
-

61

3
-

64

99

92

.0

15

MENS BRANDS :

64

8.

VAN HEUSEN

8
-

94

57

76

33

.1

53

MENS BRANDS :

30

0.

ALLEN SOLLY

71

3.

11

79

37

11

0.

4.

11

29

16

95

MENS BRANDS

85

0.

MENS BRANDS :
FREELOOK

11

12

MENS BRANDS :

TAMARIND

11

48

11

0.

REID & TAYLOR

MENS BRANDS :
ARROW

2
2

2
2

10

0
65
06

2
0
2

90

7.

97

61

0.

08

87

12

MENS BRANDS :
INDUS

0.

36

84

87

2.

27

MENS BRANDS :

56

3.

INDIAN TER.

9
-

26

14

12

14

16

72

99

.1

73

12

38

6.

6
-

75

VF CLUB

12

MENS BRANDS :

PARK AVENUE
MENS BRANDS :

12

01

15

47

4.

4.

24

58

22
0

12

0.
STORI

12

MENS BRANDS :
PROVOGUE

0.

19

14

27

18

2.

81

MENS BRANDS :

04

3.

ZODIAC

4
-

72

12

9
-

21

72

78

3.

67

12

53

5.

4
-

43

V-DOT

84

52

.1

69

MENS

85

9.

TROUSERS

19

13

0.

13

98

95

5
2

13

30

Z3
BLACKBERRYS

1
7

1
7

0
44
04

0.

9.

87
47

72

13

.1

GIORDANO

76

55

89

94

9.

40

13

34

5.

09

61

LP SPORTS

TURTLE SPORTS

0.

13

0.

BASICS

13

0.

GENESIS

14

MENS SUITS

AND JACKETS
ROCKY STAR

14

13

0.

93

28

34

00

8.

69

36

9.

3
2

5
1

9
-

4
2

37
-

59
78

11

31

41

59

4.

46

.5

5
-

15

67

8.

13

ROCKY STAR

60

8.

APPAREL

77

32

48

94

40

LEATHER

.3

6.

ACCESSORIES

37
27

70

91

89

.0

89

TRAVEL &

37

.0

LUGGAGE

SOUVENIR

2.

0.

15

81
12

20

15

4
4

72

28

15

10

10

14

16

0.

EXCALIBUR

16

60

82

3.

42

FOOTWEAR :

41

.4

MENS

4
-

64

83

27

0.

63

FOOTWEAR :

73

.6

LADIES

7
-

2
-

66

13

06

.6

41

FOOTWEAR :

32

3.

CHILDRENS

5
-

16
FOOTCARE

39

12

.8

17

35

18

6
-

.1

17

MENS SOCKS

10

38

27

.4

69

12

2
12

19

31
-

23
09

16

11

16

20

AND SMALL

19

74

ACC.

.5

29

16

80

94

5.

76

OL SOCKS AND

94

9.

SMALL ACC.

4
-

51

84

17

7
4

17

KASHISH MENS

87

41

74

69

14

.3

.6

8
-

09

18

4.

49

STOP BY

38

8.

OCTAVE KNITS

6
1

6
1

68

66
36

17

17

10

44

17

STOP CASUAL
OL UG

7
1

7
1

6
41

51

10

41

05

.8

.2

26

0.

07

18

19

57

05

2.

02

MENS UGS AND

16

3.

NIGHTWEAR

3
-

38

51

84

00

8.

30

STOP

02

9.

TROUSERS

8
-

99
-

59

20

44

75

9.

17

18

07

1.

85
-

43

STOP SHIRTS

0
-

21

38

65

4.

55

18

87

1.

53

45

LIFE FOR MEN

18

MENS FASHION

BRANDS
MENS KNITS

18

6
6

6
6

20

0.

37

39

23

76

18

8
-

5
-

0
40
64

0.

71

7.

63

57

7.

0
-

91

92

1
1

18

64

79

95

88

.3

39

8
-

28

.3

WINTERWEAR

MENS

48

83

.6

74

OWN LABEL

09

0.

KNITS

9
-

33

18

LIFE SPORT

18

MENS NIGHTWR &

LOUNGEWR
ROCKEYS

19

23

51

18

97

38

15

30

8.

.3

17

0.

1
2

1
1

12

0
40
92

89

05

.3

.5

2
3

14

7
2
6

19

11

75

68

72

.5

7.

2
-

75

72

OL WINTER

WEAR

1.

19

PERSONAL

ACCESSORIES

19

10

0.

1.

31
-

34

51

BEAUTY

.1

91

ACCESSORIES-

58

05

O/L

.3
-

0.

20

20

64
FACES

26

19

0.

CHANEL

CHRISTIAN

DIOR
CLARINS

0.

0
0

20

0.
0

20

ELIZABETH
ARDEN

0.

0.

LANCOME

27

32

17

.8

77

20

58

.8

DEBORAH

85

SHISEIDO

20

YVES ST

LAURENT

9
6

59

2.

44

48

5.

84
-

20

25

16

44

.6

03

21

04

4.

52

LAKME

0.

0.

0.

70

44
27

24

CHAMBOR

65

0
23

20

20

0.

22

41

63

19

.1

67

21

27

1.

5
-

08
43

LOREAL

49

71

0.

34

21

78

1.

58

41

MAYBELLINE

0.

LOCCITANE

31

81

6.

56

21

05

6.

71

63

REVLON

0.

0.

0
31

21

0.

0.
COLOR& others

21

1
1

21

18

74

89

15

05

.6

08

FRAGRANCE &

56

.6

OTHERS
SKIN CARE AND

4
2

9
2

4
4

7
23

3
92

0.

21
OTHERS

77

88

.4

82

74

.9

21

HAIR
PRODUCTS

0
0.

NAIL CARE

0.

M.A.C

22

0.

ESTEE LAUDER

0.

GUERLAIN

22

22

0.

MITHAS

FOREST
ESSENTIALS

0.

22

22

22

0
0.

22

PUSH &
SHOVE(B&A)

0.
0

22

0.

THE BODY

SHOP
LINGERIE &

0.

0
15

3
4

30
NIGHTWARE

21

20

46

72

2.

73

43

.5

2
-

8
0

80

53

22

70

.0

46

LADIES

24

.7

NIGHTWEAR

7
-

31

87

87

31

1.

7.

7
2

6
2

9
-

5
-

75
66

LOUNGEWEAR

31

31

30

66

ED LINGERIE-

2.

3.

OWN LABEL

2
-

38
-

11

18

43

08

SOCKS&SOFT

.9

.9

4
8

7
8

3
-

7
-

8
20

89
33

LADIES

ACC OL
LIFE LADIES

79

31
SPORTS

33

05

21

86

.4

.8

5
-

31

STOP PLUS

40

41

72

12

0.

.2

5
17

59

31

FLAUNT

51

0.

.1

9
-

48

31

0.

64

76

62

34

FLAUNT

.5

.5

APPAREL

32

UPPER CLASS
KRAUS

57

0
59

20

24

17

55

8.

9.

39

88

0.

32

32

38

LEE COOPER
LADIES

0.

32

0
-

VIBE

15

92

97

32

.0

7.

6
-

55

ONLY

ARROW
WOMEN

5
-

0.

49
-

32

18

97

1.

89

93

1.

97

10

10

51

61

43

15

32

.1

7.

32

ELLE

7
5

75
51

57
-

26

40

.9

41

15

.7

49

VERO MODA

0.
MANGO

32

40

49

36

49

16

33

.3

.0

LIFE TEENS

34

0.

33

UCB LADIES

CONCESSIONAI
RE-LAWW

0.

2
-

01

0.

34

20

93

51

8.

29

LIFE LADIES

71

1.

WESTERN

4
-

44

74

34

34

STOP LADIES

CLASSICS
TANGLE

34

39

20

02

70

7.

63

22

1.

16

72
0

0.

65

43

80

99

38

34

.8

.4

4
-

29

NOI

34

73

51

41

97

.1

.7

9
-

28

WOMENS

68

WINTERWEAR

9
9

42

35

87

04

0.

29

ELLIZA

32

2.

DONATEIN

9
-

77

41

34

3
5
3

34

AUSTIN REED-

WOMEN
HAUTE CURRY

34

WESTERN

19

10

80

79

92

8.

5.

5
3
9

8
3
9

6
3

12
21

49
23
57

1
8

73

8.

36

23

1.

16
-

38

9
-

30

30

34

96

6.

46

34

98

6.

5
3

99

GIPSY WOMAN

35

REMANIKA

LADIES

21

84

LAWW-AVIRATE

0.

0.

56

87

73

5.

86

VAN HEUSEN-

28

5.

LADIES

14

54

52

0.

35

35

35

35

SAREES
EXPOZAY
LADIES

0
0

0.

35

ALLEN SOLLY
LADIES

58

87

0.

68

21

.3

9
-

9
-

21

06

47

8.

43

35

50

8.

54

04

WILLS LADIES

SKD

36

49

66

67

PARK AVENUE-

7.

2.

LADIES

0
-

13

60

36

36

.8

58

0.

36

0.

SEPIA

53

23

36

27

0.

S K D-RTS
FOREVER NEW

0
-

3
6
36

12

0
0

MATCH

37

LADIES MIX N

13

04
-

26

37

.8

00

74

.1

37

23

39
JEWELRY(S/R)

81

10

7
20

2.

09

FASHION

45

.3

JEWELRY

3
-

48

15

23

62

PVT LABEL

6.

87

JEWELLERY SR-

06

4.

5
3

1
3

8
-

0.

8.

OR
BAGS & SMALL

2
23
82

40

23

33

3.

0
30

0.

40

LADIES SOFT
ACCESSORIES

70

19

68
-

14

04
68

2
7

42
LEATHERS

20

61

93

6.

95

18

4.

2
1

95

89

0
4
9

42

76

22

44

45

.0

50

LADIES-

49

8.

LEATHER & ACC

4
-

44

0.

6
6
2

42

31

32

67

06

93

PRIVATE LABEL

.6

9.

BAGS

1
-

71

52

90

48

.3

50

PRIVATE LABEL

01

4.

LADIES FW

53

42

15

42

23

80

16

23

PRIVATE LABEL

.0

.8

MENS FW

8
-

56
-

2
17

18

66

08

29

.3

.9

4
-

97

42

86

PRIVATE LABEL

MENS ACCS

0.

8
3

68

31

77

49

9.

21

45

49

7.

09

STOP MNM

1
-

3
7

21

13

33

98

3.

33

45

47

2.

45

KASHISH MNM
HAUTE CURRY
MNM

8
3

3
2

2
-

16
-

05
28

15

63

98

87

4.

0.

9
6
.

9
-

28

41
-

30

70

13

15

.2

40

45

01

6.

5
-

06

STOP FLOW

4
5
9

45

STOP SKD

12

41

36

52

29

.9

1.

8
-

67

5
1

18

19

45

21

3.

83

45

18

5.

45

KASHISH SKD
HAUTE CURRY
SKD

0
8

8
8

5
-

67
-

73
19

18

19

61

08

0.

2.

1
1
.

45

RTS OL

66

4
-

57
28

25

42

44

.6

45

0.

SAREES OL

2
5

14

13

76

56

0.

61

46

63

2.

SANAA

2
-

28
-

52

69

21

54

46

.6

3.

63
-

53

IMARA

4
-

14

54

62

8.

16

46

57

9.

05

76

BIBA

24

81
29

50

26

90

24

7.

29

46

99

7.

39
-

10

91

7.

80

46

07

1.

1
3

64

52

AURELIA

47

SAREES

BRANDS

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77

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72

83

50

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83

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78

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99

41
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99

UNIFORMS

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86

Following data were provided to me from the store to analyse and suggest the measures
that can reduce the shrinkage considerably keeping in the mind the measures dont affect
the efficiency of the company.

After analyzing the data I found that there are sections which require more care as they
are more likely to become contributor to shrinkage. Some of the areas which require due
attention are Leathers, Louis Phillippe mens, knits etc.

The sections mentioned above have reported highest shrinkage and hence had become an
area of concern these areas either lag in manpower as they have large section to look after
or they have a soft tag in it which can be easily removed by anyone and have high
chances of being stolen.

The second objective of the project was suggesting the measures that can reduce the
shrinkage in the store. For that purpose I observed the store and found that all that was
written in the SOP was either not followed or if followed the manner in which it was
done was not satisfactory. Hence the results were as expected every week there were
deviations and these deviation were the result of poor operational strategies in term of
inventory management.

For this problem I suggested that first the CCAs should follow whatever had been written
there in SOP of the store i.e. they should do GC and PICS timely and take care of their
section. Taking care of the section means the CCA should know exactly about the
merchandise of the section which include the garments given for trial or displayed
anywhere in the store.

Working in the store as a CCA had helped to know about the areas which are responsible
for shrinkage and hence I was able to identify the key areas to work upon.

 Conclusion

Summary

The measures suggested are a result of entire experience of the on floor activities and
would prove to be successful, if followed. All the initiative suggested were welcomed and
appreciated. At last I would say that success of these anti shrink activities dont lie in the
suggested activities but how effectively they are used. The journey in this period of
internship was supercalifragilisticexpialidocious, and I have learnt many things that I
think would become my guiding principles later in my career. At shoppers stop I learnt
how to deal with different type of customer, how to understand them and above all
punctuality and discipline

Gains of the Study

The study is going to be fruitful for the company as earlier stated that there
was a figure of Rs. 22.85 lakh that was revenue loss in the form of shrinkage
which would have been minimized if would have received due attention. And
minimizing this revenue loss dont require any kind of investment all these
suggested activities wont require a large investment but could yield outputs
in term of minimizing the revenue loss.

As it has been said that, a penny saved is a penny earned, Shoppers Stop
can earn lot and lot of money by taking these suggestion into consideration.
The suggested measure would prove benefitial for the company in long run.

Limitations of study

The limitations of the study are listed below-

As I was assigned the Thane store of Shoppers Stop, my study in practical form was
limited to Thane store only while there are 80 other stores in India which are being

treated as stereotypes.
There was limited time to available to search and refer to literatures.
The data searched was limited to Mumbai Metropolitan Area (MMA).

Further Scope of the Study

The study done is by me alone there could be some investigations further in this field and
investment in this field may help the company to save a huge amount that could be
mobilized further to hire the promoters during the sale period which may eventually
result into increase in profit and betterment of operations in the store.

 Recommendations

Ensure 100 percent tagging of all merchandise within the store.

Every item present in the store should be tagged properly and there should be a

surprise check of merchandise by the concerned Department Manager for the tags
whether the tag is present over the merchandise or not. On the other hand before
receiving the consignments from the vendor the Department Manager should ensure
about the availability of the tags and should ask for tagging the merchandise by a CCA as
soon as it is received by Receiving Bay Incharge (RBI) and pulled in the Merchandise
Management System (MMS).

Taking the Global Count daily and asking for the reason for any deferment, if there
is.

The concerned Department Manager should take the Global Count (GC) daily and

check that all the CCAs and Brand staffs are performing the duty of GC properly as it has
been seen that the staff generally give GC by subtracting the previous day sales from the
previous day GC. If it is found that there is deferments then the DM should immediately
ask for the reason behind that deferment and form his end he should check if it is out of
any system error

Checking the status of transfer and has the MMS pulled the data of previous day
sales and transfers.

All the transfer i.e. IBT or DC transfer should be checked and it should be

checked that the data of previous day sales had been pulled by the MMS and the
transfers initiated are being pulled and pushed from the MMS. These kind of small
mistakes can sometimes become a reason for these kind of discrepancies.

Increasing the frequency of PICS and checking for merchandise which is not
present and checking that is it not out of system error.

The Perpetual Inventory Control System (PICS) is a mechanism of managing the

inventory in this system the current stock on hand are checked, with reference to retail

industry the merchandise are scanned using electronic scanners and then are matched
with the current stock as per the system i.e. the database of the merchandise present in the
store as per the system this helps to find out the missing merchandise and the steps to
recover that item can then be taken by the concerned DM and the staff present over the
store.

Analysis of previous year data and identifying the areas which have reported
maximum shrinkage.

The data of sales and shrinkage should be analyzed every year so as to find the

area which need due care. Every year this data should be analyzed and priorities and extra
staff should be given to these section and the Unit Head should look after pointing top 10
areas that had been spot for shrinkage. This data may give us different type of picture that
could never be thought off without having a glance over these data.

By training the staff.

The staff should be given proper training about the factors that do contribute to

shrinkage, knowing which may help them to act for reducing the shrinkage of store their
by making an attempt to increase the profitability of the concern. The staff should know it
because they directly do interact with the customer and the major concern for shrinkage is
shoplifting. Shoplifting can considerably be reduced by giving the training to the
employees.

Checking of merchandise in suspicious areas.

There are suspicious areas in every store which includes the drawers and shelves

that may be used to hide the garments this is practiced because the staffs do think that
they can buy that merchandise in the EOSS and avail the discount over that merchandise

Not allowing more than two garments at a time in trial room

The security at the entrance of the trail room and the staff giving the trail piece

should ensure that the customer dont take more than two garments at a time. Sometimes
it happens that the customer takes a heap of garments and this become a reason for

shoplifting. So, the Department Manager should make the staff let ensure that the
customer dont take with him more than two garments at a time to avoid these kind of
activities.

Having a third party audit twice a year.

It may happen that the Department Manager may act biased and try to hide the

discrepancies, if any. The third party audit is an initiative in that context that do ensures
that this kind of practice isnt being practiced by anyone in the organization. This third
party audit should be done by a group of auditor that need to be hired by the Service
Office as if its done by the same store then they may act biased.

Surprise pics of a single SKU of a brand by DM to keep track of the shrinkages, if there is.

There should be a surprise check by Department Manager of a single Stock

Keeping Unit (SKU) in sections within the concerned department. This may help to keep
track of things as this may help to keep the employees engaged in knowing exactly where
the merchandise of the section are kept and would realize that its their duty to collect it
from the trail rooms and the billing counter, if left over there by the customers.

The employees in each section whose department has reported least shrinkage should be
rewarded.

The employees in each Department whose section has reported least shrinkage

should be rewarded, this reward system would be an all new initiative and would
motivate the employee to think and act for reducing the shrinkage in the store. This is
because the employees arent motivated they dont tend to work for reducing shrinkage.

100 percent compliance of pink slip process.

There are some items in the store like the Non Apps, Suits, leather accessories etc.

that are not directly handed over to the customers as some of them dont have tag over
them and hence the person on the counter gives a pink slip with SKU written on it and

then the customer needs to head towards the billing counter and then get it billed. After
the product gets billed, the customer comes to the counter and collects the article from the
counter. Sometimes, staffs for their convenience dont follow the entire process and hand
over the articles to the customer that may become the reason for shrinkage in future if the
customer goes out of the store without getting the product billed.

Keeping check on all returnable goods.

The goods send on repairs and to the vendors on Returnable Gate Pass (RGP)

should be checked and as soon as it is received it should be updated. The staff should be
aware about the goods sent on RGPs, the status and the time taken by the vendor to
repair or replace the article.

Keeping check on price overrides.

The Department Manager should keep the check on price overrides, this is

because sometimes it happens in the sale that the customer replace the tags and since the
cashiers too have a lot of pressure during the sale and the weekends they do bill it and it
becomes the reason for shrinkage.

No pending transfers.

The MMS should be checked so as to remove the chances of getting any kind of

transfer that are not desirable or are not expected. There should be a proper mechanism of
checking that there is a transparency in the entire process of Transfer. Thats why a DM
needs to take care of all the transfer in the store.

Surprise audit check of all back store and non-aps.

There need to have an audit of all the back store and non-aps as these areas are the

most sensitive areas in the store. And majority of time the articles are found over there.
These audit may help the DM to recover the stock if it had been kept over there.

While implementing these suggestion the store should have a clear idea about all the
activities and should have a proper infrastructure in terms of manpower. The employees
should be in a state that they should accept these change and it would be easy to make the
employees understand as there had been no stance in the entire scenario where the
employees are going to be penalized instead there is a reward system that would induce
them to accept the scheme. At last the employees should be motivated and the service
standard at no cost should be degraded thats because that is the only thing that
differentiates Shoppers Stop from the crowd in this cut throat competition.

 Bibliography

https://www.shoppersstop.com
Think India Think Retail
https://en.wikipedia.org/wiki/Shoppers_Stop
https://en.wikipedia.org/wiki/Shrinkage
http://www.investopedia.com/terms/s/shrinkage.asp
http://smallbusiness.chron.com/retail-shrinkage-55148.html