PROJECT REPORT ON

A COMPREHENSIVE STUDY ABOUT

“EMPLOYEE ENGAGEMENT AND ATTRITION ANALYSIS” IN
PANTALOON RETAIL (INDIA) LTD.
A STUDY UNDERTAKEN

AT

JAYANAGAR, BANGALORE

Submitted in partial fulfillment of the

Requirement of the award of Degree of
MASTERS IN BUSINESS
ADMINISTRATION
By I.A.S.E University

Submitted BYNidhi Agarwal

Under the guidance of

Prof. Mrs. Vasantha Lakshmi (Faculty Guide)

Mr. Vasanth Kumar Gowda (Company Guide)

Academy of Business Management, Tourism and Research

 Hosur Road, Bangalore - 560068

DECLARATION BY THE STUDENT

I, NIdhi Agarwal, hereby declare that the study entitled, “Pantaloon Retail (India)
Limited” in partial fulfillment of the requirement for the Master’s Program in
Business Administration (MPBM) at Institute of Business Management &
Technology (IBMT). This is the research work carried out by me under the
supervision and guidance of Prof. Mrs. PRIYANKA P.M, Faculty of
Management Studies, ABMTR.

I further declare that this project was not previously formed the basis for the award
of any Degree, Diploma or any other similar Title of Recognition.

Date: - Manisha sinha

Place: Bangalore
 CERTIFICATE FROM THE GUIDE

Certified that this dissertation entitled “Pantaloon Retail (India) Limited” is an

original project study conducted by Miss Manisha sinha bearing under my
guidance and supervision.

This has not formed the basis for the award of any other Degree/ Diploma in any
other university or institution.

Date: Guide’s Signature

Prof.Mrs. PRIYANKA P.M.
 ACKNOWLEDGEMENT

I thank almighty for giving me the courage, enthusiasm and perseverance to handle
the project work.

I would like to express my sincere gratitude to the Authorities of ABMTR for

giving permission and providing all support & facilities to carry out this study.

I express my sincere gratitude to Mr. Mahendra, HR Manager, Pantaloon Retail

(India) Limited for having provided with the unique opportunity and guidance.

I express my gratitude to Prof.Mrs. Priyanka P.M. for her guidance and fullest
co-operation in completing my research work.

I express my sincere thanks to all the staff and trainees of Pantaloon Retail (India)
Limited. For their help and encouragement in completing the project.

I would like to acknowledge my deepest gratitude to all those respected persons

who helped me in successful completion of the project work. It was an
unforgettable experience, which provided me an opportunity to gain various
management skills during the period.
Date: MANISHA SINHA
Place: Bangalore

CONTENTS

CHAPTERS TOPICS PAGE NUMBERS

I Introduction 10 - 11

II Product Profile 12 - 14

III Price &Quality 15 - 17

IV Retail Networking of Company 18 - 26

V Competitors of the company 27 - 29

VI Joint-venture of the Company 30 - 36

VII Awards & Recognition 37 - 41

VIII Mission & Value 42 - 47

IX Organisation chart 48 - 59
 X Bringing down the attrition rate 60 - 64

XI Recruitment 65 - 70

XII Multi skilling 71

XIII Swot Analysis 72 -73

Conclusion 74

Bibliography 75

EXECUTIVE SUMMARY
This Report is an attempt to study the organization of pantaloon retail Ltd., as a
whole and the different department in detail so as to get complete knowledge about
the organization from different aspect and also to know how an organization
achieve its objective and the contribution of different department towards the
achievement of its goal.
Every chapter has been extensively organized in order to give a better
understanding the reader.

The introductory chapter focuses on the organization profile of pantaloon retail ltd.
It mentions the history of the industry & its present position. The company’s past,
present & effort towards success are mentioned clearly.

The study focuses on the human resources, system & marketing department of the
organization.

SWOT analysis for the organization and related findings and recommendations to
improve the department & organization as whole are provided towards the end.
 An Overview of India’s retail market
Emerging markets such as India and China are the final frontier for retail taking the
focus away from saturated Western markets. Since 2001, 49 global retailers
entered 90 new markets, but at the same time, 17 retailers left markets in 2005.

The Indian retail industry in valued at about $300 billion and is expected to grow
to $427 billion in 2010 and $637 billion in 2015. Only three percent of Indian retail
is organized. Retailers of multiple brands can operate through a franchise or a
cash-and-carry wholesale model.

Retail is India’s largest industry, accounting for over 10 percent of the country’s
GDP and around eight percent of employment. Retail in India is at the crossroads.
It has emerged as one of the most dynamic and fast paced industries with several
players entering the market. That said, the heavy initial investments required make
break even hard to achieve and many players have not tasted success to date.
However, the future is promising; the market is growing, government policies are
becoming more favourable and emerging technologies are facilitating operations.

Retailing in India is gradually inching its way to becoming the next boom industry.
The whole concept of shopping has altered in terms of format and consumer
buying behaviour, ushering in a revolution in shopping. Modern retail has entered
India as seen in sprawling shopping centres, multi-storeyed malls and huge
complexes offer shopping, entertainment and food all under one roof.
The Indian retailing sector is at an inflexion point where the growth of organized
retail and growth in the consumption by Indians is going to adopt a higher growth
trajectory. The Indian population is witnessing a significant change in its
demographics. A large young working population with median age of 24 years,
nuclear families in urban areas, along with increasing working-women population
and emerging opportunities in the services sector are going to be the key growth
drivers of the organized retail sector.

Initially, this was about Indian corporate houses rolling out malls and
supermarkets, but with Wal-Mart coming into the Indian market, the era of the
superstore is dawning. Unlike the kirana stores that served us for decades, this new
breed of retail chains is heavily dependent on IT.

Wal-Mart, the world’s largest retailer, and Bharti Enterprises have signed a
Memorandum of Understanding (MoU) to explore business opportunities in the
Indian retail industry. This joint venture will mark the entry of Wal-Mart into the
Indian retailing industry.

The biggest competitor for Bharti-Wal-Mart is likely to be Reliance Retail, the

retail wing of Reliance, which had planned to establish 10,000 stores by 2010. It
had already opened 11 pilot stores under the “Reliance Fresh” format in
Hyderabad.

All these trends and developments present a great business opportunity for
software and hardware vendors from across the globe. Indian solution providers
are targeting this segment have reason to rejoice. For while organized retail
occupies a miniscule two to three percent of the overall Indian retailing industry,
that is poised to change.

In spite of the prospects being good things aren’t quite as rosy when it comes to
awareness of IT systems. In most cases, organized retailers in India have installed
solutions that help them automate transactional systems.

With the retail sector in India undergoing a transformation due to the entry of large
corporate houses, IT managers and CIO’s are now looking forward to know how
IT can help them achieve the business goals of their organizations.

Standards-based architecture and software support all kinds of mission-critical IT

applications for enabling greater efficiency, significant cost savings, and new
business value. The critical activities that can be handled by IT are finance and
accounting, business intelligence, vendor development and management, supply
chain management, merchandising and inventory management, facilities
management, stores management, customer relationship management, branding,
marketing, sales promotion and HR.

Like any other vertical, retail also stands to benefit from elaborate IT set-ups.
However, this is subject to the scale and size of the organization, as well as an
objective assessment of its requirements. Key common challenges that can be
tackled through IT implementations include accurate merchandising, improved
planning, increasing profitability, enhancing customer experience, strengthening
store operations, improved workforce management, and improving the supply
chain. This is in fact one of the key imperatives facing retailers in India, to have a
robust and scalable supply chain that will facilitate rapid growth.

Since a basic objective is to make data available to users and customers, proper IT
implementation and superior IT infrastructure ensure that in spite of getting
minimal details, the retailer captures the right information, which flows to
everyone from the back office staff to the head office managers. The entire
information flow must be seamless. A retail business works on a network
environment because the stores connect to one another as well as to supplier sites.
This is because in the retail business quick response is the key to success. Proper
IT implementation also ensures that investment in retail reduces substantially.
 Chapter 1
Introduction
Foundation:-
Foundation of this retail giant was laid in 1987 when the company was
incorporated as Manz Wear Private Limited and launched India’s first formal
trouser brand called Pantaloons trouser. Soon in 1994, exclusive menswear stores
in franchisee format were launched across the country called ‘The Pantaloon
Shoppe’. Pantaloon also started distribution of branded garments through multi-
brand retail outlets across the nation. It launched India’s first hypermarket chain,
Big Bazaar, in 2001. In 2002, Food Bazaar, the supermarket chain was launched.

Pantaloon Retail is the flagship company of Future Group, a business group

catering to the entire Indian consumption space.

Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple
retail formats in both the value and lifestyle segment of the Indian consumer
market.

Headquartered in Mumbai (Bombay), the company operates over 10 million square

feet of retail space, has over 1,000 stores across 61 cities in India and employs over
30,000 people.

The company’s leading formats include Pantaloons, a chain of fashion outlets, Big
Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain,
blends the look, touch and feel of Indian bazaars with aspects of modern retail like
choice, Central Malls in Bangalore has a chain of seamless destination malls.

Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky,
aLL, Top 10 and Star and Sitara. The company also operates an online portal,
futurebazaar.com.

A subsidiary company, Home Solutions Retail (India) Limited, operates Home

Town, a large-format home solutions store, Collection i, selling home furniture
products and E-Zone focussed on catering to the consumer electronics segment.

Pantaloon Retail was recently awarded the International Retailer of the Year 2007
by the US-based National Retail Federation (NRF) and the Emerging Market
Retailer of the Year 2007 at the World Retail Congress held in Barcelona.

Future Group currently operates six shopping malls: Orchid City Centre and Milan
Mall in Mumbai; Cosmos and Lido Malls in Bengaluru; Ahmedabad City Centre in
Ahmedabad and Cosmos Mall in Siliguri.

In addition the group is engaged in setting up of over two dozen shopping malls
and consumption centres, all of which will be operational by 2011. Sone Ki
Chidiya:- When the Mughals first came to India they were drawn by the lure of her
fabulous wealth - India was known as the "Sone Ki Chidiya," literally - "The
Golden Bird".

According to economic historian Angus Maddison in his book The World

Economy: A Millennial Perspective, India had the world's largest economy in the
1st century and 11th century, with a 33% share of world GDP in the 1st century
and 29% in 1000 CE.
Management:-
• Kishore Biyani MD of Pantaloon Retail India Limited and Group
CEO-Future Group

• Gopikishan Biyani Whole time Director

• Rakesh Biyani Whole time Director

Statistics:-
1Listed on: Bombay Stock Exchange

2Stock Code: BOM:523574

3Fiscal Year Ending; June

4Major Industry: Retailing and Dept. Store Chain

5Employees :35,000 (June, 2008)

 Chapter II
Product Profile

The Company's principal activity is to operate chain retails stores in names of Big
Bazaar, Food Bazaar, Central and Pantaloons. The products include apparels and
non-apparels such as utensils, sports goods and footwear. The Company also has
its presence into gold retailing by launching Gold Bazaar. The Company's Food
Bazaar provides a range of food and grocery products ranging from fresh fruits and
vegetables, staples, FMCG products and ready-to-cook products. The Central
offers a chain of stores including books and music stores, global brands in fashion,
sports and lifestyle accessories, grocery store and restaurants.

Pantaloon to launch its own chocolate brand ‘Tasty Treat’ Pantaloon Retail (India)
Ltd. announced that it plans to launch its own line of chocolate products. The
company that runs Big Bazaar stores plans to 'test-market' its own chocolate
products during Raksha Bandhan. The company also plans to launch male
grooming items, and skincare products targeting women. Pantaloon will launch in
the next six months, skincare products in collaboration with the Canadian firm.

Fresh-n-Pure for dairy based products such as butter and ghee, jams, pickles,
snacks and namkeens, and home care and personal care labels Care Mate and
Clean Mate Apparels Product.

Pantaloons’ as a stylish fashion brand:-

 Range of Pantaloons’ popular apparel brands
 John Miller,
 Lombard,
 Urbana,
 Scullers,
 RIG,
 UMM,
 BARE Denim,
  BARE Leisure,
 JM Sport
 Ajile, Annabelle
 Honey,
 Akkriti,
 Chalk,

BARE 7214, etc will also be available here.

Pantaloon launches Replay denim:-

It is the jeans brand name. Under billow is written some brand name.

• Replay
• Wilson
• Speedo
Future Brands launches DJ&C, a unisex casual wear brand:-

Future Brands Limited, part of the Future Group, country’s premier retail giant
owning popular retail formats like the Big Bazaar, The Central, Brand Factory and
Pantaloons, has launched DJ&C, a unisex designer denim and casual wear apparel
band.

DJ&C endorses young India’s desire to present “themselves”, fashionably and as

citizens of the world. Indian youth have a fashion worldview, follow global
grooming codes and want to look like the more famous brigade.

Future to soon launch “Future Learning and Development” programmed at 3

centers.

Kishore Binyani-led Future group, is launching a residential learning programmed

called “Future Learning and Development,” to provide training to in-house
employees of the group reports PTI. The programmed meant for shop-floor to store
management level employees will initially be launched at three centres from
September this year. Ahmedabad, Kolkata and Bangalore.
Imported Bazaar’ now in Big Bazaar stores:-
Seeing growing consumer interest in imported goods, particularly in the foods and
wellness segment, retail major Future group has decided to open shop-in-shops
with the brand name ‘Imported Bazaar’ at all its Big Bazaar outlets in phases.

To begin with, the company has opened two such shops-in-shops in Hyderabad. It
has tied up with Sankalp Retail (Future Group holds 28 per cent in Sankalp) to set
up these stores. Next week, it will open two such outlets in Bangalore.

Chapter III

Price & Quality

Price:

Price in economics and business is the assigned numerical monetary value of a

good, service or asset. The concept of price is central to microeconomics where it
is one of the most important variables in resource allocation theory (also called
price theory). Price is also central to marketing where it is one of the four variables
in the marketing mix that business people use to develop a marketing plan.
1Big Bazaar has recently opened two of their stores in Kerala - in Thrissur.
Everybody in the town is talking about Big Bazaar these days.
2The people behind Big Bazaar says that the consumer cannot find discounted
products like they offer, anywhere else. But apart from the centrally air-
conditioned, full of colourful posters, nicely designed shop that has good
looking sales boys and girls and announcements in English and Malayalam
in between, are they really worth the hype that they are being talked about?

2Mosquito Racket
Rs. 149

3Bed & Bath offer

MRPRs.1398
Offer Rs. 799

4Quantum 2GB MP3 Player

MRPRs.1950
Offer Rs. 999

5MOTOROKRE8
MRPRs.13999
Offer Rs. 12800

2Set of Seven Watches

MRP Rs.3593
Offer Rs. 999
1IBP BP Monitor + Glucometer + 25 Test Strips + 25 Lancets Free
MRP Rs.4918
Offer Rs. 2568

Quality:
Quality can mean a high degree of excellence (“a quality product”), a degree of
excellence or the lack of it (“work of average quality”), or a property of something
(“the addictive quality of alcohol”). The subject of this article is the business
interpretation of quality. As we are describing about the Price & quality of
Pantaloon’ product.

Pantaloon has Discounts, Sales and Offers available in every format such as Food
Bazaar, Big Bazaar, Home Town, & Central Mall. At Big Bazaar you are sure to
get the best deals on price of clothing, apparel, footwear, electronics, household
and furniture goods& PUC in Bangalore. So the next time you want to go
shopping, you don't need to scramble for last Sunday's newspaper or ask your non-
willing friends for good deals. Just come over at Big Bazaar Store, we will guide
you so that you get the best deal in the least bucks. Recently, Pantaloon has
launched new own brand chocolate. It is being sold on proper price & quality.
I think Big Bazaar's reputation of value for money would spill over and work
positively on the new chocolates. If the taste, price and quality are good it would
pick up slowly.

It is also interesting to see how quick Big Bazaar came up with an alternative
solution. May be they were planning for this. Can this be a knee jerk reaction or a
well planned and thought strategy? Any comments on this please. I think Big
Bazaar's reputation of value for money would spill over and work positively on the
new chocolates. If the taste, price and quality is good it would pick up hurry.

By using this website we can know about the price of product in Big Bazaar.
Lowest Prices - Everyday
Get Everything in Big Bazaar Pantaloon on Futurebazaar.com!
www.futurebazaar.com

6Big Bazaar is always full of people despite the prices and quality of products
being pretty much the same as the other hypermarkets. Big Bazaar lacks the
finish of Total Mall, Star and Spar and while to some people that is of no
 consequence, I would rather shop for my groceries in relative comfort, a
congenial environment and fast cash counters.

7Apart from these big hypermarkets, Koramangala and HSR Layout have
regular stores such as Reliance Fresh, Namdhari, FabMall (More), Spencer's
etc., and of course the regular mom's and pop's stores - which will never go
away

Offers:-

8The advertisement published by the Big Bazaar to offer 25% discount coupon
on purchases

9unwanted and unused items offered a chance to dispose of old or unused items
in moderate to good condition

10Other household items were nominally priced and managed to buy goods
worth Rs1000/= in exchange for Rs250/-coupons.

11second visit the exchange offer coupon amounted to Rs1000/= and one had to
buy goods worth Rs4000/= in order to avail the exchange discount.

12The price tags of textiles were changed and labelled with high rates. The
punjabi suit purchased for Rs.400/- was labelled with Rs.800/= price tag in
the very next section.

13Great Exchange Offer" printed on the board

Chapter 1V
Retail Networking of Company

Retailing is one of the most public industries. So why network when you can walk
into a store and talk to an owner or manager who has the power to hire you.

Networking in retail can open doors you may have never known existed. Only 20
to 30 percent of job vacancies are advertised. Many employers prefer to fill
positions, especially the more high skilled, high paying ones, by word of mouth.
This is particularly true for smaller companies, which account for more than 90
percent of all retailers.

You can find useful contacts by talking with family, friends, neighbours,
acquaintances, former co-workers, retail clerks and managers you come in contact
with, job placement/career counsellors. You get the picture -- anyone who might
know someone who might be able to hire you. You may even discover an opening
that hasn't been advertised yet.

Retail forms the core business activity at Future Group and most of its businesses
in the consumption space are built around retail. Future Group’s retail network
touches the lives of more than 200 million Indians in over 120 cities and towns
across the country. The group currently operates around 1,000 stores spread over 9
million square feet of retail space. Present in the value and lifestyle segments, the
group’s retail formats cater to almost the entire consumption expenditure of a wide
cross-section of Indian consumers.

Here is the complete list of retail brands created and promoted by Pantaloon Retail
India Ltd across India retail segments.

Segment and Retail brand built by Pantaloon's Kishore Biyani.

FASHION: Pantaloons, Central Big Bazaar and Fashion Station

aLL
Shop big and shop for big, coz fashion just got a little larger!
Fashion for plus size people

FashionStation
Fashion Station takes fashion a notch higher in the value segment...
for the ones who have an eye for it.
 Lee Cooper

Regarded as a brand that is fun to wear and be associated with, Lee

Cooper offers the entire range of lifestyle products in fashions
category for young men and ladies
FOOD: Food Bazaar, the foods division of Pantaloon] Retail, is
based on a comprehensive food and grocery store format. Biyani’s
ambition is to “deliver everything, everywhere, every time to every
Indian consumer in the most profitable manner,” and he is not doing
badly. His first-comer advantage is that he bought sites for his
stores a few years ago at a fifth of the prices now being paid,
according to industry sources. He already runs 6 million square feet
of retail space in over 450 stores of various formats in 45 cities

Brew Bar
The Brew Bar is a classy and refined; yet reasonable an egalitarian
a bar with loads of bonhomie!

Café Bolly wood

Indian street food but with assurance of highest levels of hygiene
and quality.

Chamosa
Chamosa is a branded chain, which sell the local Indian snack
combination of tea and samosas.

Food Bazaar
Life is all about good taste and food bazaar aims to ensure the same.
With the low prices, a wide selection of products and guaranteed
freshness, you are bound to find it irresistible.

Sports Bar
A bistro focused on the world of sport, the Sports Bar is
complimented with an unrivalled ambience

GENERAL MERCHANDISE:

Big Bazaar
If value for money is what drives your purchase there can be no
better place for you other than Big Bazaar

Blue Sky:-
Arm yourself with the latest shades and watches at Blue Sky.

Brand Factory
The thought behind Brand Factory is to raise the bar of expectation
and experience when it comes to ‘Brand + Bargain Shopping'.

Central
One stop seamless mall for all your needs. From national and
international brands, books and music stores, lifestyle accessories
and even well stocked food and grocery.

Navaras
A pantaloon renews its focus with the launch of Fresh Fashion. The
youth must look forward to this one

Pantaloons
Pantaloons renews its focus with the launch of Fresh Fashion. The
youth must look forward to this one.

Shoe Factory
A value format, to the core, Shoe Factory brings with it a fresh
experience in footwear retailing. Be it any brand, any size or for any
occasion you will find it all here.
 Top10
Top 10 is based on the concept of the ever popular countdown
shows, where the trendiest styles get ranked from 1 to 10; the
highest selling item gets the highest ranking!

HOME: Home Town, E-Zone, Furniture Bazaar, Electronics

Bazaar, Collection and Mela.

BOOKS ANDS TORES:

Depot:-
Depot is one of the youngest brands from the Pantaloon
stable and is a tribute to our freedom of thought, speech and
expression shared in a novel fashion with customers as books,
multimedia, toys, stationary and gifts.

WELNESS & Beauty:-

Star Sitara
Star & Sitara, a unique beauty salon for men and women
democratises salon services for easy access to all and deliver quality
service at very affordable prices.

Tulsi
At Tulsi our focus is on helping you stay healthy by providing
access to the best allopathic, ayurvedic and homeopathic medicinal
products.

E-TAILING: Futurebazaar.com offers the widest range of products

at ‘lowest prices – everyday!’ Having pioneered the retailing
business in India, PRIL has now decided to revolutionize the
consumer e-commerce business in India. It intends to provide
 customers with a streamlined, efficient and world class personalized
shopping experience, which will be supported with the best
technology platform.

Home & Electronics:-

Collection i, a lifestyle furniture store is built on the concept of

ideas for home décor, offering the trendiest and latest in furniture,
furnishings and home accents.

Electronics Bazaar

Currently present within Big Bazaar stores, Electronics Bazaar

offers the best deals in branded electronic goods and appliances.

eZone
eZone brings to you the trendiest in electronics, at the lowest
prices. Technology changes at a rapid pace and so does our
merchandise.

Furniture Bazaar

Furniture Bazaar offers an entire range of Home Furniture needs

that are utilitarian and affordable in their pricing.

Home Town

A one-stop destination for every need of the aspirational Indian

home-owner, Home Town, brings together a vast range of products
and services under one roof.

LEISURE AND ENTERTAINMENT: Bowling Co, Rain, Bollywood

Café, Chamosa, Fuel, Sports Bar, Food Stop and Your Kitchen.

Bowling Co.
 There is something for everyone at this state-of-the-art premium
family entertainment center.

F123
An entertainment zone, F 123 is a leisure solution for all age
groups.

Telicom&IT:-

Gen M

Gen M, as the name suggests, is for the young and the hip. Gen M
offers a whole array of the latest and the best gadgets and gizmos to
tech junkie

M Bazaar

M bazaar is the first and one of its kind concept offering

comprehensive solutions to satisfy the knowledge, entertainment
and communication aspirations of Individuals.

Sources of above information:-

http://www.pantaloon.com/index/asp
http://www.pantaloon.com
Pantaloon’s earlier formats:—
1Pantaloons (departmental store),

2 Big Bazaar (hypermarket),

3Food Bazaar (Food supermarket) and

4 Central (mall) — together accounted for over 250 stores as of March 2008.

5Big Bazaar is a chain of department stores in India, currently with 92

Cities where stores are located:-

1 Agra

2Ahmed Nagar

3Allahabad

4 Alwar

5Ambala

6Anand

7Asansol

8Aurangabad

9 Bangalore

10 Baroda

11Belgaum

12Bhubaneswar

13 Chennai

14 Coimbatore

15 Cuttack

16 Darjeeling

17 Palakkad

18 Kolkata

19 Delhi

20 Durgapur

21Ghaziabad

22Guwahati

23 Gurgaon
24Hubli

25Hyderabad

26Indore

27Lucknow

28Kalyan

29Kanpur

30Mangalore

31Meerut

32Mumbai

33Navi Mumbai

34Nagpur

35Nasik

36Panipat

37Palakkad

38Pune

39Raipur

40Rajkot

41Ranchi

42Surat

43Sangli

44Siliguri

45Thane

46Thiruvananthapuram
 47Thrissur

48Udupi

49Vadodara

50Vishakhapatnam

51Haldia
Big Bazar Chains in Bangalore:-
1Big Bazar I Koramangala
2Big Bazar II BSK
3Big Bazar III Mysore Road
4Big Bazar IV KH Road
5Big Bazar V Near BEL Circle
6Big Bazar VI OLD Madras Road ( INDIA's Largest Big Bazar)
7Big Bazar VII Jayanagar
8Big Bazar VIII White Field
 Chapter V
Competitors of the company

Contains corporate strategy, value chain presence and SWOT Analysis Provides
detailed business description, segment analysis, 5-year financial trends, key
products and key competitors Includes information on suppliers/ partners,
shareholding structure and key employees with biographies

Access all the important information and analysis on the company in a single
report Understand company’s strengths, weaknesses, opportunities and threats
along with business strategy and value chain Gain access to company’s adjusted
five year financial data along with key ratios and market capitalization .

List of Competitors:-

As we know that there are many retail competitors. They are walking around this
company. They are.

1Tata Retail India Ltd.--------------------- 2 mn Sq. ft; 0.1 mn staff

2Aditya Birla Retail India Ltd.------------ 15 mn Sq. ft; 0.5 mn staff
3RPG Retail India Ltd.
4Vishal Mega Mart Retail India Ltd.
5Reliance Retail India Ltd. ---- Stop100 mn Sq. ft; 2.0 mn staff
6Subhishka
7Bharti – Walmart----------------------------------30 mn sq ft; 1.0 mn staff
8The Future Group--------------------------------18 mn Sq. ft; 0.6 mn staff
9Shopper’s ------------------------------------------6 mn sq. ft; 0.2 mn staff
Global View:-

1Wal-Mart – US
2Carrefour – Fr
3Home Depot – US
4Metro – Ger
5Tesco – UK
6Kroger – US
7Target – US
8Costco – US
9Sears – US
10Schwarz – CH
 Chapter VI
Joint-Venture
Joint venture:
A joint venture (often abbreviated JV) is an entity formed between two or more
parties to undertake economic activity together. The parties agree to create a new
entity by both contributing equity, and they then share in the revenues, expenses,
and control of the enterprise. The venture can be for one specific project only, or a
continuing business relationship such as the Sony Ericsson joint venture. This is in
contrast to a strategic alliance, which involves no equity stake by the participants,
and is a much less rigid arrangement.

Need More Resource to joint-venture:-

• More Customers

• Additional Capital

• New or Additional Distribution Channels

 • Pre-Existing Relationships or Old Fashioned CLOUT

• Experience with a New Business Model

• Agility and Innovation

• New Products or Services

• Specialized Knowledge, Expertise or Experience

• Low-Cost or Unique Production Capacity

We help you develop and implement a Partner Acquisition Campaign to find
helpers and allies.
Once you have found the right partner, our tools and services help achieve your
most important goal - speeding up your task of landing them.

Lets see joint- venture with Pantaloon Retail India Ltd.

ITALY joint-venture with Pantaloon Retail India Ltd.:-

It is going to launch Replay in India, Italian fashion brand. Replay is making

its debut in India through an exclusive venture with one of the country's
biggest retail networks, Pantaloon Retail India Ltd. It has joint- ventured 5th
June 2008.

Source: just-style.com

Pantaloon plans JVs with European apparel firms:-

Indian retail major Pantaloon is close to planning to establish joint ventures with
three European apparel firms, according to Jaydeep Shetty, the company's head of
new business.
Date: 17 January 2007
 Source: just-style.com

US Lee Cooper strengthens with Pantaloon Retail India Ltd:-

Denim apparel firm Lee Cooper has bought licensee PT Lee Cooper Indonesia and
has also formed a 50-50 joint venture with China Ting Group Holdings to market
goods on the Chinese market.

Date: 1 November 2006

Pantaloon plans JVs with European apparel firms:-

Indian retail major Pantaloon is close to planning to establish joint ventures with
three European apparel firms, according to Jaydeep Shetty, the company's head of
new business.

17 January 2007

French Etam group to set up JV with Pantaloon Retail India Ltd:-

French apparel group Etam Developpement is planning to expand its presence in

India after signing a letter of intent with Indus-League Clothing, a subsidiary of the
Indian retailer Pantaloon Industries.

Date: 4 May 2006

Pantaloon Retail enters into joint venture with Axiom Telecom LLC:-

Pantaloon Retail (I) Ltd. has signed a 50:50 joint venture agreement with the UAE
based, Axiom Telecom LLC, the largest authorized distributor, retailer and after
sales support provider of mobile phones, phone accessories, wireless gadgets,
memory & storage devices in the Middle East.
Pantaloon Retail in JV with US firm Staples:-

Pantaloon Retail India Ltd. (PART.BO: Quote, Profile, Research, Stock Buzz),
India's biggest listed retailer, said on Thursday its subsidiary had entered an equal
joint venture agreement with top U.S. office supplies retailer Staples Inc. (SPLS.O:
Quote, Profile, Research, Stock Buzz).

Pantaloon and Staples will invest $20 million in the first phase, and make
additional investments subsequently, Pantaloon Retail Managing Director Rakesh
Biyani told Reuters.

The business would be cash-rich in about 16 months, he said.

The joint venture of Pantaloon's office supplies unit Future Office with Staples
"establishes a platform" for Staples to enter India's office products market,
Pantaloon said in a statement.

Pantaloon joint –venture with tap insurance market:-

Assicurazioni Generali and Pantaloon Retail (India) Limited today signed an

agreement for the setting up of a life and non-life joint venture in India. This will
mark the entry of the Generali Group, ranked 22nd in the global Fortune 500 in a
new market.

The Generali Group CEO Sergio Balbinot, who today signed the agreement with
Mr Kishore Biyani, CEO of the Future Group in Mumbai, said: “Emerging
countries host 86 percent of the world population, produce 23 percent of wealth,
but generate just 12.3 percent of life and 10.4 percent of non-life premiums of the
world’s insurance industry. In the emerging economies, major growth perspectives
are certainly offered by China and India.

Pantaloon on the lookout for European partners:-

With its tie up with Starbucks almost complete and talks on with US fast food giant
Burger King, Pantaloon is now keen on forming some joint ventures in the apparel
segment. The company is looking to establish joint ventures with European firms
for the menswear and kids wear segments. If a JV deal cannot be reached at, then a
licensing deal will be explored with the companies who are all well established
brands.

Pantaloon and Alpha to open their first duty free shop this week at Delhi's
IGI Airport:-

The Alpha-Pantaloon JV will be opening its first duty free shop at Delhi's Indira
Gandhi International Airport this week. The store will be fully operational by 18-
20 January, 2007. The company decided to open its first store in Delhi as the city
has higher international arrivals and the amount spent is also of a higher amount.
The duty free store at the airport will be located at the arrival terminal and will
cover 2,000 sq ft initially, expanding to 7,000 sq ft in a month's time. A store will
also be opened at the departure terminal by the end January 2007.

Alpha Airports Group Plc has designed over 140 retail stores in over 40 locations
in UK, Europe, USA and South Asia. Alpha runs three duty free stores in Cochin
Airport. Its store in Delhi will feature some of the leading brands of the world,
such as Gucci, Armani, Christian Dior, Calvin Klein, Nike, and Swatch among
others.

Monday, January 15, 2007

LIBERTY-PANTALOON JOINT VENTURE FOR FOOTMART RETAIL:-

Liberty of Karnal in Haryana has formed a joint venture with Pantaloon Retail,
called FootMart Retail India. The joint venture has already opened a factory each
in Ahmedabad and Bangalore with an initial investment of Rs30 crore.

Capital and Ltd Singapore in agreement with Pantaloon Retail (India) Ltd.

It is forming a joint venture to move into India’s fast growing retail market. Capital
Land will invest $75 million in Horizon Realty Fund LLC, a property fund set up
by Pantaloon. The Singapore Company wills also form two 50-50 joint ventures
with its Indian counterpart to set up a retail-management company and a fund
management company. Capital Land’s agreement with Pantaloon, India’s largest
retailer in terms of market capitalization and retail space, gives it an opportunity to
tap a market where foreigners face significant barriers to entry.

Pantaloon Retail to form JV with Gini & Jony Apparel:-

Leading manufacturer-retailer Pantaloon Retail (India) Ltd has decided to form a

joint venture with Gini & Jony Apparel Pvt Ltd for setting up a retail chain for
kidswear.
Pantaloon Retail, JV with Blue Foods:-

Looking to set up food courts and specialty restaurants across the country, leading
retailer Pantaloon Retail India Ltd has decided to form a joint venture company
with Blue Foods Pvt Ltd.
The company on Monday entered into a memorandum of understanding with Blue
Foods, which runs various restaurants across the country, to forge the 50:50 JV
Company.

India Pantaloon ties up Coffee Bean franchise-paper:-

Pantaloon Retail India Ltd has signed a franchise agreement with U.S. chain The
Coffee Bean & Tea Leaf, the Economic Times said on Monday.
Dish TV enters into marketing partnership with Future Group:-
Dish TV available through Future Group retails formats – Big Bazaar, Pantaloon
& E-Zone.

January 23, 2008: Dish TV & Future Group, the two leaders in direct to home and
retail business in the country, respectively, have come together to announce a
marketing alliance between the two giants. The tie-up further enhances dish TV’s
reach to the masses across the country through the wide and established footprint
of Future Groups’ retail formats - Big Bazaar, Pantaloon and E-Zone.

Pantaloon forms JV with French firm:-

Future Group flagship enterprise Pantaloon Retail has signed a 50-50 joint venture
agreement with French apparel firm Celio to add to its garment retailing in India.
The company is also planning to add another 3-4 million sq ft of retail space in the
current fiscal through its different formats. "We have formed a joint venture with
French apparel firm Celio," Pantaloon Retail India Director Rakesh Biyani said at
the inauguration of Replay brand stores here today. He said the JV is a part of the
company's plans to add another 3-4 million sq ft of retail space in the current
financial year. The tie-up with Celio is to provide a range of fashion accessories in
the clothing segment to clients and it would be placed between the mass market
and luxury segment.

Pantaloon buys 49 p.c. stake in Planet Sports:-

Retailing company Planet Sports Pvt. Ltd. today announced the acquisition of its
49 per cent stake by Pantaloon Retail (India) Ltd. and said it planned to triple its
turnover to Rs. 105 crores in the next two years.

"Planet Sports would triple its sales in two years by pooling the resources with
Pantaloon. It would also add more branded lifestyle products through the
Pantaloon network,'' Planet Sports Director, Arun Bhardwaj, said here today after
signing a joint venture agreement with Pantaloon.

Jun-18-08 Pantaloon Retail’s arm ties up with Dubai’s Aramex

Jun-13-08 Brokers bullish on Madhucon Projects, Nitin Fire, GSFC

Nov-03-07 Kodak in talks with retail majors for Express counters

Jul-20-07 Biyani inks JV pact with Axiom Telecom

Jul-05-07 Now, Future Group wants to rope in kirana traders

Jul-05-07 Now, Future Group wants to rope in kirana traders

Jun-26-07 IPO IN THE NEAR 'FUTURE'?

Jun-18-07 East Delhi highest spending region in India

Jan-20-07 Pantaloon plans apparel JVs with European cos

Apr-26-08 Pantaloon Retail posts 71.4% increase in net profit

Apr-26-08 Pantaloon Retail posts 71.4% increase in net profit

Feb-15-08 Pantaloon Retail selects Wipro Info to deliver IT services

Jan-22-08 Pantaloon Retail posts 62.9% increase in income

Chapter VII
Awards & Recognition
Achievement refers to an accomplishment. Specifically, it may refer to awardness.
This company has achieved many awards & Recognization.

Coca-Cola Golden Spoon Awards 2008:-

1Most Admired Food & Grocery Retail Visionary of the Year: Kishore Biyani

2Most Admired Food & Grocery Retailer of the Year – Supermarkets: Food
Bazaar

3Most Admired Food & Grocery Retailer of the Year - Hypermarkets: Big
Bazaar
4Most Admired Retailer of the Year - Dynamic Growth in Network Expansion
across Food, Beverages & Grocery: Future Group

5Most Admired Food & Grocery Retailer of the Year - Consumer's Choice: Big
Bazaar
The Coca-Cola Golden Spoon Awards 2008, were given away for the first time as
a culmination of the ‘Food Forum India 2008’ – a two day convention which saw
the participation of leading brands, retailers & retail support organizations from
across the globe. The awards were presented to honour enterprise, innovation and
achievement in the food retailing business as a benchmark of excellence.

The Reid & Taylor Awards For Retail Excellence 2008:-

1Retail Leadership Award: Kishore Biyani

2Retail Best Employer of the Year: Future Group

3Retailer of The Year: Home Products and Office Improvements: Home Town

The Reid & Taylor Awards for Retail Excellence are an important feature of the
Asia Retail Congress - Asia’s single most important global platform to promote
world-class retail practices - and are aimed at honouring the best, in Asian Retail
scenario. India played host to Asia Retail Congress 2008.

Images Retail Awards 2007:

 1Most Admired Retail Face of the Year: Kishore Biyani

2Most admired retailer of the year: Large format, multi product store: Big
Bazaar

3Most admired retailer of the year: Food and Grocery: Food Bazaar

4Most admired retailer of the year: Home & office improvement: Home Town

5Most admired Retail Company of the year: Pantaloon Retail (India) Ltd.

National Retail Federation Awards International Retailer for the Year 2007 –
Pantaloon Retail (India) Ltd

The National Retail Federation is the world’s largest retail trade association
with over 1.4 million:-

1World Retail Congress Awards Emerging Market Retailer of the Year 2007
– Pantaloon Retail (India) Ltd

2The inaugural World Retail Congress held in Barcelona, Spain in March 2007
attracted over one thousand retail professionals

Hewitt Best Employers 2007 Best Employers in India (Rank 14th) – Pantaloon
Retail (India) Ltd:
1Leading human resources consultancy, Hewitt Associates conducts an
annual survey of the best employers in India, as part of its global
initiative. It is based on CEO interview, People Practices Inventory and
Employee Opinion Surveys. Pantaloon Retail became the only retailer to
feature among the twenty-five best employers in India.
Pc world Indian website awards best Indian website in the shopping category
- futurebazaar.com:
2PC World, a leading consumer technology magazine selected the best
Indian websites in various categories based on use of technology for
delivering solutions, information being presented in an intuitive and
concise manner and overall experience aided by design.
3Reader’s Digest Trusted Brands Platinum Awards Trusted Brands Platinum
Award (Supermarket Category) – Big Bazaar
 4The Reader’s Digest awards are based on surveys done among consumers
by independent research agency, Nielsen Media Research. This is the
second consecutive time Big Bazaar has won this award.
2006 Retail Asia Pacific Top 500 Awards Asia Pacific Best of the Best
Retailers – Pantaloon Retail (India) Ltd Best Retailer in India – Pantaloon
Retail (India) Ltd:
1The Retail Asia publication in association with Euro Monitor and KPMG
honours the best retailers in 14 countries across the Asia

2Pacific region. The awards were presented in Singapore in October, 2006.

Asiamoney Awards Best Managed Company in India (Mid-cap) – Pantaloon
retail (India) Ltd.:-
3The Asiamoney publication conducts a poll among fund manages and
investors and does a quantitative analysis of financial performance to
select best managed companies in Asian countries.
Ernst & Young Entrepreneur of the Year Award Ernst & Young
Entrepreneur of the Year (Services) – Kishore Biyani:
1Considered to be one of the most prestigious business awards in India, a jury
comprising leading names in Indian business selected the winners based on
courage, creativity, passion, endurance and vision.
CNBC Indian Business Leaders Awards The First Generation Entrepreneur
of the Year – Kishore Biyani:-
4Organized by CNBC-TV18, the twelve awardees in various categories are
decided by a high profile jury, along with research partners - The
University of Chicago Graduate School of Business, Development
Dimensions International (DDI) and AC Neilson ORG MARG.
Lakshmipat Singhania – IIM Lucknow National Leadership Awards:
5Young Business Leader – Kishore Biyani
6The award recognizes and honors individuals who have contributed
consistently to the betterment of our country through their pursuit of
excellence. The awards were presented in New Delhi by the Prime
Minister Dr. Manmohan Singh in December, 2006.
Images Retail Awards Best Value Retail Store – Big Bazaar Best Retail
Destination – Big Bazaar Best Food & Grocery Store – Food Bazaar Retail
Face of the Year – Kishore Biyani
1The Images Retail Awards are decided through a nationwide consumer &
industry poll and nominations followed by performance assessment by team
of analysts and jury.
Readers’ Digest Awards Platinum Trusted Brand Award - Big Bazaar:
7The Reader’s Digest awards are based on surveys done among consumers
by independent research agency, Nielsen Media Research.

CNBC Awaaz Consumer Awards Most Preferred Large Food & Grocery
Supermarket – Big Bazaar:

8Conducted in association with AC Nielsen-ORG Marg across 21 major

cities, nearly 10,000 consumers were asked to choose their most
preferred brands.
9Reid & Taylor Awards for Retail Excellence Retail Entrepreneur of the
Year – Kishore Biyani
 Chapter VIII
Mission & Value
A mission statement is a brief statement of the purpose of a company, religious
group or organization. Companies sometimes use their mission statement as an
advertising slogan, but the intention of a mission statement is to keep members and
users aware of the organization's purpose. In the case of public commercial
companies, the primary purpose must always be to uphold the interests of
shareholders, whatever the mission statement.

Value: most often refers to visual perception, but frequently refers to vision
(spirituality) (i.e., inspirational experiences or perceptions believed to come from a
deity or other supernatural source).

Mission:-

1We share the vision and belief that our customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption
space leading to economic development.

2We will be the trendsetters in evolving delivery formats, creating retail realty,
making consumption affordable for all customer segments – for classes and
for masses.

3We shall infuse Indian brands with confidence and renewed ambition.
4We shall be efficient, cost- conscious and committed to quality in whatever we
do.

5We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful

Value:-

1Indianness: confidence in ourselves.

6Leadership: to be a leader, both in thought and business.

7Respect & Humility: to respect every individual and be humble in our

conduct.

8Introspection: leading to purposeful thinking.

9Openness: to be open and receptive to new ideas, knowledge and information.

10Valuing and Nurturing Relationships: to build long term relationships.

11Simplicity & Positivity: Simplicity and positivity in our thought, business

and action.

12Adaptability: to be flexible and adaptable, to meet challenges.

Leadership:-

1The Future Group employs over 25,000 people and was counted among 15
best employers in India in a survey conducted by Hewitt Associates in 2007
in association with The Economic Times.
2 The Group has developed a strong senior management team with cross-
functional expertise in multiple businesses and is led by its Founder and
Group CEO, Kishore Biyani.
3Kishore Biyani founded Pantaloons in 1997, followed by a number of popular
retail formats including Big Bazaar, Central, Food Bazaar, Brand Factory
and Home Town that now cater to almost the entire consumption basket of a
wide cross-section of Indian consumers.
 4In the recent years, Kishore Biyani has led the group’s transformation into one
of India’s leading business houses with presence in capital, consumer
finance, insurance, brand development, retail real estate development and
logistics. A staunch believer in the group’s corporate credo, ‘Rewrite Rules,
Retain Values,’ Kishore Biyani considers Indianness as the core value
driving the group. He was recently awarded the Ernst & Young Entrepreneur
of the Year 2006 in the Services Sector and the Lakshmipat Singhania - IIM
Lucknow Young Business Leader Award by Prime Minister, Dr. Manmohan
Singh in 2006. He was also awarded the CNBC First Generation
Entrepreneur of the Year 2006.
5Kishore Biyani was born in August 1961 and is married to Sangita and they
have two daughters. He recently authored a book, ‘It Happened In India’ that
captures his entrepreneurial journey and the growth of modern retailing in
India.

Vision
There are some vision of this company.
1Future Group’s vision is to, “Deliver Everything, Everywhere,
2Company’s plans for growth and vision for the retail business in India.
3vision-to capture the highest market share
4Future Group's vision is to, "deliver Everything, Everywhere, Everytime to
Every Indian Consumer.

Future Plans:-
Pantaloon Retail Plans Major Expansion in Tamil Nadu: Pantaloon Retail
(India) Ltd. will open new Big Bazaar outlets in the major towns and cities of
Tamil Nadu within the shortest possible period. To start with, a new outlet would
be opened in Chennai within a month. Outlets would soon be opened in Salem,
Tiruchirapalli, Madurai, Tirunelveli and Tirupur.

Pantaloon Retail (India) Ltd. to Launch Its Own Chocolate Brand:

Pantaloon Retail (India) Ltd. announced that it plans to launch its own line of
chocolate products. The company that runs Big Bazaar stores plans to 'test-market'
its own chocolate products during Raksha Bandhan. The company also plans to
launch male grooming items, and skincare products targeting women. Pantaloon
will launch in the next six months, skincare products in collaboration with the
Canadian firm.

Home Solutions Mulls IPO: Home Solutions Retail India Ltd plan to achieve
revenues of $1 billion by 2011 and has also indicated plans of an initial public
offer (IPO). The Future Group is also working on the on management integration
of Home Solutions Retail India Ltd and Big Bazar. Home Solutions Retail’s CEO
and MD, Hemchandra Javeri said: “Future Group is working on certain
management integration and I have decided to move on. However, my parting of
ways with Mr. Biyani is absolutely amicable."

30 million sq. ft by 2011:

The company currently operates over 5 million square feet of retail space and has
plans to increase it to 30 million sq. ft by 2011. Pantaloon has plans to open over
3000 new stores by 2010.

Developing over 50 malls:

The group is currently developing over 50 malls and consumption centers across
the country and has formed a joint venture company focusing on mall management
with Singapore-based CapitaLand, one of Asia’s largest property companies.

Future Plans:

The company has a 51:49 joint venture with Liberty Shoes to set up around 45
large format footwear stores by the end of 2008. As a part of its future strategy, the
company plans to enter the wholesale agri-commodities business trade with B2B
model similar to that of Wal-Mart`s Sam`s Club across small towns and cities. The
move is a part of the strategy to strengthen their back-end supply-chain and
sourcing capabilities to reduce costs and sharply scale up business volumes.

Pantaloon Retail: Expansion into all possible formats of retail across categories
and segments. Approximately 30 million sq.ft by FY10. Turnover expected to
touch Rs.30,000 crore ($6.67 billion) by FY10-11.
Kishore Biyani’s Future Ventures Files For Rs 3,736-Crore IPO: Here is
another IPO from the Kishore Biyani stable. A few weeks after taking the group
financial arm - Future Capital Holdings Ltd - public, another group company,
Future Ventures India Ltd, is entering the capital market. FVIL has filed has filed
its raft red herring prospectus with the Securities and Exchange Board of India
(SEBI). The issue will see a sale of 3,736 million equity shares of Rs. 10 each
through a 100 per cent book built issue.
Sources in the company said the issue is likely to be at par (Rs 10), which means
the company will raise Rs 3,736 crore from the IPO. So the price band for the issue
will be in the range of Rs 10-12. The public will get to subscribe to shares worth
2,660 crore, while Rs 50 crore worth shares are reserved for eligible employees,
and Rs 250 crore the eligible shareholders of Pantaloon Retail (India) Limited. The
net issue would constitute 66.52 per cent of the post issue paid up capital of the
company. The IPO values the company at around Rs 5,660 crore

Pantaloon Retail to expand Future Money outlets pan India:

Pantaloon Retail India Ltd (PRIL) - the flagship company of the Future Group - is
planning to expand Future Money outlets from the existing 95 to 400 in about 50
cities across India by 2010.

Biyani’s next call is ‘Small Bazaar:-

Kishore Biyani wanted you to come to his Big Bazaar. But now, he is bringing his
new stores— calls it the ‘Small Bazaar’—next to your home. These stores will be
small, like Subhiksha, which is a convenience store format, and will look to
address the daily shopping needs of customers.
Pantaloon Retail OKs 1:10 bonus issue:-

Pantaloon Retail India Ltd, the country’s top listed retailer, said on Thursday its
board had approved a bonus issue of one “Class B” share for every 10 “Class A”
equity shares held.

A “Class B” share has differential voting rights and is entitled to an additional 5

percent dividend, it said.
Ahead of the news, shares in Pantaloon had ended down more than 4 percent at
360.20 rupees in a weak Mumbai market.

India's Pantaloon Retail opens 3 Big Bazaars:

Pantaloon Retail (India) Limited, a part of the Future Group, has opened 3 new Big
Bazaar retail stores, in Ahmednagar, Barrdhaman City and Kolkata, bringing the
total of Big Bazaar stores throughout India to 78.

Pantaloon Retail May Expand Into India's Rural Areas:

Pantaloon Retail India Ltd., the country's biggest publicly traded retailer, may
expand into rural areas where about three-fifths of the nation's 1.1 billion people
live.

``We are in the business of selling food and it makes sense for us to look at rural
areas,'' Kishore Biyani, founder and managing director of Pantaloon, said in a
phone interview today. He declined to comment on an Economic Times report that
Pantaloon plans to buy 70 percent in Aadhaar, a rural retailer owned by the Godrej
Group.

Pantaloon Retail Launches Big Bazaar in Ranchi:

Pantaloon Retail (India) Limited, part of the Future Group, announced the launch
of its flagship hypermarket retail store – Big Bazaar – in Ranchi city. This is the
second Big Bazaar in Jharkhand region and the first biggest store with 80,000 sq.
ft. area in East Zone for the company.

With the launch of Ranchi Big Bazaar, Pantaloon Retail now has a strong chain of
83 Big Bazaar stores across the country. At Ranchi, Big Bazaar located at J C
Tower, Kadru More, Main Road, will cater to every single household needs for the
citizens of the city and its neighbourhood towns

Pantaloon plans beauty parlours:

Diversifying its retailing initiatives, the Rs 650-crore Pantaloon Retail (India) is

planning to start its own parlours at its Big Bazaar outlets.

Major Achievements of Pantaloon Retail:

 • Chosen as International Retailer for the Year 2007

• Chosen as Emerging Market Retailer of the Year 2007

• Best Employers in India (Rank 14th) in the Hewitt Best Employers 2007
survey.

• Best Managed Company in India (Mid-cap) for the year 2006.

• Won Images Retail Awards 2006 for Best Value Retail Store, Best Retail
Destination, and Best Food & Grocery Store.

Chapter – IX
Experience and learning

The student of management from ABMTR was placed for internship in big bazaar
from 17th June to 17th July of 2008
On reaching the big bazaar I was assigned to assist the human resource managers.
And since the activities stared I was oriented in the big bazaar.
About the Big Bazaar Koramangla:-

The Salarpuria Towers building housing the Big Bazaar near the Forum mall in
Koramangala and a few other buildings in the vicinity have come up on
government land, says a State Legislature Committee. Big Bazaar that it was
owned by one Janardhan Reddy in 2001. This is the one of the first Big Bazaar in
India. The solarpuria tower building is small as compared to the other places big
bazaar building in Bangalore. Not even a single big bazaar in Bangalore could bid
Koramangala Big Bazaar in profit. Its one of the most important characteristics is
location. After few years Koramangala area may the hub of shopping malls, which
may take away some of its customers.

BIG BAZAAR, the retail store at Koramangala, has an exchange offer where you
can get rid any old item and get yourself a new one. The offer is applicable to
products like utensils, plastics, footwear, luggage accessories, garments, toys,
watches, glass, electronics items, and so on. Customers can get their old household
items valued. Big Bazaar says it offers better value because old, broken utensils
and plastics can be exchanged for as much as Rs. 40 a kilo.

What is more, consumers need not exchange their old items for similar items. They
can bring in an old piece of luggage and walk off with a salwar kameez instead.
Similarly, old shoes and can exchanged for an electric rice cooker.

Koramangala big bazaar also allow customer to exchange anything in case of

defect or damaged which are newly purchased.

Management:
Store Manager……………Mr. Benjamin Ronald

HR manager …………………..Mr. Yogesh

Assist. Manager…………………Mr. Ganesh

Assist. Store Managers…

Mr. Zakaria Mohammad

Mr. Satya

Mr. Santosh Kumar

Department Managers:-

Mr.Srawan Kumar (Food Bazaar)

Mr. Sathish Kumar (PUC) &Toys

Mr. Deepak Kumar (Depot)

Mr. Zakaria Mohammad (apparel section)

Mr. Aleem Khan (Footwear)

Mr. Santosh Kumar (Luggage& Furniture)

Mr. Balakrishana (Electronics

Department 13

Area 3500sqt

Employee 160

Car Parking 100Car&200 Bike

Floor 2Floors

Observation & Learning:-

Observation is either an activity of a living being (such as a human), which senses
and assimilates the knowledge of a phenomenon, or the recording of data using
instruments. The term may also refer to any datum collected during this activity.

I have Observed and Learned some Points from bottom line to Top line side.

As we know that Retail has very huge information regarding employees’.

According to my opinion I have learned only 25% out of 100 within two months.
In such way person who has knowledge 70% out of 100. He is perfect Retailer.

I think. I shall have to learn with enthusiastic in Retail area. Whatever, I have
observed & learn within Two months. I am going describe that point.

EMPLOYEE ENGAGEMENT

As the organization is globalized and become more dependent on technology in a

virtual working environment, there is a greater need to connect and engage with
employees to provide them with an organizational identity. Especially in Indian
culture, this becomes more relevant given the community feeling which
organization provide in our society. Employee engagement programme plays a
greater role in the current era where every contribution by the employees is counts.
Employee engagement programme throw light into the success of the company in
engaging its employees in productive activities.

Employee engagement programme are important as they help to align the human
activities to the company strategy. It measures the success of the organizational
policies in assisting the realization of the organizational goals. Employee
engagement is not just the process of engaging the employee’s productively. It also
expects the organization to pave the way to ensure that the employees are
motivated to put in their best efforts for the wealth maximization. This requires
building loyalty which can inject commitment in doing quality work. The mission
must be well defined and supported by well set organizational plans and policies
for its attainment. The management is also to provide with the set of tools and
materials that are necessary for performing the task effectively.

Employee engagement is also expects the management to nourish a healthy

environment within the entity. The doors must be kept open within the
organization for the employee to explore various career opportunities for personal
development through job rotation. Training and development programme must
support the employees in augmenting their strength and fighting against their
weaknesses. The managers must take up the opportunity in encouraging and
rewarding the excellence displayed by the employees in their work.
Encouragement can motivate the employees to concentrate on more productive
channels. A strong and supportive working culture can improve the employee
satisfaction, their by decreasing the opportunities for attrition.

Employee’s engagement can be measured using surveys, attrition rates, numbers of

referrals made and growth in the business. Employee turnover rates are an eye
opener in reflecting the success of the company in effectively engaging its
employees. An employee who is satisfied with the opportunities that is given for
his growth and development in a supportive environment can act as the biggest
brand ambassador of the company. His encouragement can assist in the
procurement of many referrals which is highly important in the current era which
faces a shortage of key talents.

Employee engagement can add to the profitability and wealth maximization by

creating a loyal group of customers who are highly satisfied with the quality of
work performed by the employees. Develop the ideas in the belief that our first
priority should be the people who work for the companies, then the customers, then
the shareholders. Because if the staff is motivated then the customer will be happy
and the shareholders will then benefit through the companies success.
The mission of the Big Bazaar is well defined and supported by well set
organizational plans and policies for its attainment. The management is also
providing with the set of tools and materials that are necessary for performing the
task effectively.

The doors are kept open within the organization for every employee to explore
various career opportunities for personal development through job rotation. Big
Bazaar has got a programme called multi-skilling through which employees are
transferred department to learn more and experience. Training and development
programme also supporting the employees in augmenting their strength and
fighting against their weaknesses. Apart from their job training they are also
allowed to study further while working. The managers are encouraging and
rewarding the excellence displayed by the employees in their work.
Encouragement can motivate the employees to concentrate on more productive
channels. A strong and supportive working culture can improve the employee
satisfaction, their by decreasing the opportunities for attrition.

CUSTOMER INTERACTION

In this increasingly demanding business climate, it is more important than to find

new ways to distinguish your organization from the rest. And any retailing
business can distinguish them from other business organization only by giving best
services. Almost all the products have got substitutes so the customers have choice.
If they are not satisfied by your service they can move to other retail organization
or shops. So it is very important for any retailing business organization to
distinguish their business from other business organization by giving best service
to the customer.

We were also handling customer interaction in big bazaar to bring down the gap
between customer satisfaction and the services they are proving. Koramangala big
bazaar is always ahead of big bazaar in different places of Bangalore. The staffs of
Koramangala Big Bazaar were very poor in customer interaction so we were
assigned with this task.

First, we trained the staff to interact with the customers (wish, smile, may help
you? thanking etc.)
Secondly, help them for practice for few days

Thirdly, evaluation on a sheet of paper and submission of evaluation sheets daily

and weekly.
Finally, rewarding to the staff for putting into practice and satisfying the
customers.

On the beginning of my internship I was given opportunity to train the staff

regarding interaction (attrition rate) like smile at the customer and asking ‘’may I
help you”? After training I started evaluating on the staff whether they are
following it or not. I had to submit daily a generalized evaluation sheet as well as
weekly individual evaluation sheet which are prepared by me.

In first weekly individual evaluation on the staff regarding customer interaction

those who are found effective were given sweets.
EMPLOYEES STATE INSURANCE SCHEME

Employees’ State Insurance Scheme.—This scheme is run under the Employees’

State Insurance Act, 1948 by the Employees’ State Insurance Corporation,
Chandigarh. It was introduced in the State in 1953. It provides protection to
employees working in factories, using power and employing 10 or more persons,
and factories, establishments/shops not using power employing 20 or more
persons.

Under this scheme, medical care is provided to the workers through the
Employees’ State Insurance dispensaries. For outdoor and indoor patients, hospital
facilities are available. Medical aid to the family members of the workers is also
provided.

A number of benefits are provided to the workers under the scheme. A worker is
entitled to get cash payment for 91 days as sickness benefit in two consecutive
benefit periods in case the sickness is duly certified by the IMO/IMP to
compensate the loss of wages suffered on account of absentation from work.
Besides, the Extended Sickness Benefit is available to an insured persons in case of
long-term diseases at the rate of 25 per cent more than the sickness benefit for 124
days or 309 days in accordance with the disease. Insured persons undergoing
sterilization under the family planning programme are entitled to cash benefit and
leave upto 7 days for vasectomy and 14 days for tubectomy. This may also be
extended to 14 days and 21 days, respectively as sequence to post-operative
complications. The female workers are entitled to cash payment as maternity
benefit for confinement, premature birth of child or miscarriage. The additional
maternity benefit for 30 days is admissible on account of sickness arising out of
confinement or pregnancy. The insured person who sustains employment injury is
entitled to get cash payment at the rate of 40 per cent more than the standard
sickness benefit. This benefit is available as long as the temporary disablement
lasts. Periodical cash benefit payments to the insured persons suffering loss of
earning capacity as a result of employment injury are available under this head.
Commutation of such payment is allowed if the Permanent Disablement Benefit
rate of the worker is upto Rs 1.50 per day. In the event of the death of insured
person as a result of employment injury, the dependents are entitled to periodical
cash benefit payments. A sum not exceeding Rs 500 is paid as a lump sum grant to
defray the funeral expenses of the deceased insured person. Insured persons are
provided artificial limbs in case of loss of limbs due to employment injury.
Hearing aids, spectacles and dentures are also provided to the insured persons
where loss of hearing impairment of eye-sight or loss of teeth is due to
employment injury. Besides, miscellaneous benefits have also been provided such
as payment of conveyance charges and loss of wages in certain cases and
remittance of money order without deduction of money order commission, etc. is
also available to insured persons.

This Scheme functions under the Employees’ State Insurance Corporation which
has its Headquarters at New Delhi. It is under the administrative control of the
Director General, Employees’ State Insurance Corporation, New Delhi. The
Scheme is executed in the State through the Regional Director, Employees’ State
Insurance Corporation, Chandigarh, who inspects factories, collects contributing
and arranges payment of cash benefits.

For this employees state insurance scheme we were collecting application forms
with two post card size photos, verified and finally submitted their forms in the
employees state insurance office, Audugody.
BLOOD DONATION PROGRAM:-
In the beginning of my internship there was also a program called blood donation
camp where the bloods were donated voluntarily by customers and the staff for the
cancer patient. By doing this activity Koramangala big bazaar is showing its care
towards the people if the country. The customers and the staff who have donated
blood are given certificate.
On the blood donation camp I oriented the donors through PowerPoint presentation
than thank the donors on behalf of Big Bazaar.

RECRUITMENT

Apart from customer interaction and employee engagement we were also involved
in the recruitment of the staff. They give advertisement about the job vacancies and
applications are accepted from interested candidates and then persons submitting
applications are called for the interview.

TRAINING AND DEVELOPMENT

After selecting the candidate has to undergo 1 week training and they are exposed
to their actual work. Right now there is no training centre in Koramangala big
bazaar so the staffs are sent to the Banshankari training centre.

ORGANIZATIONAL DEVELOPMENT

Koramangala big bazaar is also providing opportunity for further study like 3 year
degree course and MBA so that they can take more responsibilities.

MULTI SKILLING

This is one of the methods of developing skill among the staff by transferring in
different department. And when the staff has learned enough then they are
promoted. For this we created awareness and communicated

DISCIPLINARY ACTION

If any staff does not come in uniform and properly shape then they will be send
back. But sometimes due to the power problem some staffs were allowed to enter
inside the store. But acceding to the SOP they must be sent back.

SOFT LIFTING

In case of soft lifting exit letter will be given to the staff and all information about
the soft lifter will be disclosed to everyone with his photo.

CUSTOMERS MEET

This is a program organized by us where the customers can express their problem
and what is their expectation from big bazaar. For this program we arranged
everything like banner, curtains, flowers, eatable and all the customers were picked
up by us only.

ATTRITION RATE:-

In the best of worlds, employees would love their jobs, like their co-workers, work
hard for their employers, get paid well for their work, have ample chances for
advancement, and flexible schedules so they could attend to personal or family
needs when necessary. And never leave.

But then there's the real world. And in the real world, employees, do leave, either
because they want more money, hate the working conditions, hate their co-
workers, want a change, or because their spouse gets a dream job in another state.
So, what does all that turnover cost? And what employees are likely to have the
highest turnover? Who is likely to stay the longest?

Staff attrition (or turnover) and absenteeism represent significant costs to most
organizations. It is odd, therefore, that many organizations neither measure such
costs nor have targets or plans to reduce them. Many organizations appear to
accept them as part of the cost of doing business - a sign of increasing job mobility
and decreasing staff loyalty perhaps, a matter to be regretted but just 'one of those
things.' They add a sum in their budgets for 'temp staff' and 'recruitment' and forget
about it. However, it seems to be one of the areas in which HR can make a
difference - and one that can be measured in quantifiable, financial terms against
targets.

Far from accepting attrition rates as part of the cost of doing business, it is surely
something that all organizations should address, and equally surely it is an area in
which HR can take a lead - measure attrition, seek its causes, set out solutions and
target performance.

Components to be taken into consideration, while calculating attrition rate:-

Total Number of Resigns per month (Whether voluntary or forced) divided by

(Total Number of employees at the beginning of the month plus total number of
new joinees minus total number of resignations) multiplied by 100.

If calculating in monetary terms, it includes the following:

Costs Due to a Person Leaving

1. Calculate the cost of the person(s) who fills in while the position is vacant.
Calculate the cost of lost productivity at a minimum of 50% of the person's
compensation and benefits cost for each week the position is vacant, even if
there are people performing the work. Calculate the lost productivity at
100% if the position is completely vacant for any period of time.

2. Calculate the cost of conducting an exit interview to include the time of the
person conducting the interview, the time of the person leaving; the
administrative costs of stopping payroll, benefit deductions, benefit
enrolments.

3. Calculate the cost of the manager who has to understand what work remains,
and how to cover that work until a replacement is found.
 4. Calculate the cost of training your company has invested in this employee
who is leaving.

5. Calculate the impact on departmental productivity because the person is

leaving. Who will pick up the work, whose work will suffer, what
departmental deadlines will not be met or delivered late.

6. Calculate the cost of lost knowledge, skills and contacts that the person who
is leaving is taking with them out of your door. Use a formula of 50% of the
person's annual salary for one year of service, increasing each year of
service by 10%.

7. Subtract the cost of the person who is leaving for the amount of time the
position is vacant.

Recruitment Costs
1. The cost of advertisements; agency costs; employee referral costs; internet
posting costs.

2. The cost of the internal recruiter's time to understand the position

requirements, develop and implement a sourcing strategy, review candidates
backgrounds, prepare for interviews, conduct interviews, prepare candidate
assessments, conduct reference checks, make the employment offer and
notify unsuccessful candidates. This can range from a minimum of 30 hours
to over 100 hours per position.

3. Calculate the cost of the various candidate pre-employment tests to help

assess candidates' skills, abilities, aptitude, attitude, values and behaviours.
Training Costs
1. Calculate the cost of orientation in terms of the new person's salary and the
cost of the person who conducts the orientation. Also include the cost of
orientation materials.

2. Calculate the cost of departmental training as the actual development and

delivery cost plus the cost of the salary of the new employee. Note that the
cost will be significantly higher for some positions such as sales
 representatives and call center agents who require 4 - 6 weeks or more of
classroom training.

3. Calculate the cost of the person(s) who conduct the training.

4. Calculate the cost of various training materials needed including company or

product manuals, computer or other technology equipment used in the
delivery of training.
Lost Productivity Costs

As the new employee is learning the new job, the company policies and practices,
etc. they are not fully productive. Use the following guidelines to calculate the cost
of this lost productivity:
1. Upon completion of whatever training is provided, the employee is
contributing at a 25% productivity level for the first 2 - 4 weeks. The cost
therefore is 75% of the new employees full salary during that time period.

2. During weeks 5 - 12, the employee is contributing at a 50% productivity

level. The cost is therefore 50% of full salary during that time period.

3. During weeks 13 - 20, the employee is contributing at a 75% productivity

level. The cost is therefore 25% of full salary during that time period.

4. Calculate the cost of mistakes the new employee makes during this
elongated indoctrination period.

New Hire Costs

1. Calculate the cost of bring the new person on board including the cost to put
the person on the payroll, establish computer and security passwords and
identification cards, telephone hook-ups, cost of establishing email accounts,
or leasing other equipment such as cell phones, automobiles.

2. Calculate the cost of a manager's time spent developing trust and building
confidence in the new employee's work.
Lost Sales Costs
1. Calculate the revenue per employee by dividing total company revenue by
 the average number of employees in a given year. Whether an employee
contributes directly or indirectly to the generation of revenue, their purpose
is to provide some defined set of responsibilities that are necessary to the
generation of revenue. Calculate the lost revenue by multiplying the number
of weeks the position is vacant by the average weekly revenue per employee.

To bring down the attrition rate in the store I was given the task to engage more
and more employ to different area of work where they are been engaged in some of
the store activities like taking part in different programmes like song, dance
competition etc. Apart from this for togetherness of the employee’s birthday of the
staff we were celebrating in every first week of the month. Through this way the
staff were happy with the store and their motivated to the work where the result
shown good performance of the each and every employee in the big bazaar.

Chapter –X
ORGANISATIONAL STRUCTURE
HUMAN RESOURCE AND ADMINISTRATION DEPARTMENT

Human resource is the strength of any organization and every organization tries to
utilize human resource optimally for their fulfilment of company objectives. It’s
with this resource that the other entire source are mobilized and utilized to achieve
organization objectives

HUMAN RESOURCE MANAGEMENT

HR Structure of the Company

Company includes highly talented employees such as human resource manager,

assistant human resource manager, store manager, department manager, ASM,
ADM, MBAs and IT professionals managing crucial functions related to store.
There are 160 employees are working in the company.

Under the staffing function the following processes are covered:

RECRUITMENT SOURCES
Big Bazaar. Uses internal recruitment sources such as walk ins, in some cases
internal sources such as employee referrals are also considered.

Candidates meeting the recruitments are interviewed, short listed and

appointments.

SOURCES FOR RECRUITMENT

2Walk-ins-any candidate who sends in the resume- needs to field and addressed
accordingly (the standards forms are given later which is available with
HR/Admin representative).

1Employee Referral- any candidate who is referred by a present employee

working with us would be in this category. These candidates CV also need
to be filed and addressed accordingly. However there is no referral scheme
applicable in the company as it is the duty of all employees to suggest talent
for any position available.

CANDIDATE PRE-REQUISITE

A pre – requisite for any candidate to be considered for any post are:

• Should be graduate/post graduate

• Should have good communication and understanding capability

• Should be a person who is willing to learn

FOR SALES

• Should be willing to work without inhibition.

• Willing to take up responsibility and well read.

• Exception on graduation can be made only in case of experienced candidates

who have a good reputation in the market.

RECRUITMENT PROCESS

1. Vacancy Justification: Vacancy to be justified by filling up the manpower

requisition Form by the HR Manager/ STORE MANAGER or Sales Manager.
2 .Source of Recruitment: Prioritizing the source of recruitment has to be done on
the number of positions for various categories.
a) If the numbers of positions are few then the sourcing priority should be Walk –
in and Employee Referral
2. Resumes and Candidates: The HR/Administrative representative would be
required to collect and call the relevant candidates for the vacant positions
from the Databanks for interviews. Feedback needs to be given within 48
hours to any candidate on the status.

3. Candidate Meeting Process: On an average a candidate can be called three

times till the process of finalization takes place.

4. Candidate Meeting Process: On an average a candidate can be called two

times till the process of finalization takes place.

First Round:

The HR / Administrative Representive would be the first person to interact with the
candidate. On the first meeting, the basic data about the candidate should be filled
up along with conducting the interview. All documents relating to their education,
job and salary certificate need to be submitted if the candidate is short-listed for the
second round of interview. Comments should be written on the interview rating
sheet.

Second Round:

The second panel could be at the head office.

Feedback-Short-Listed/Rejected/Selected: candidate once met then have to be

communicated on the status within 48 hours of the interview. They have to be
communicated either on phone, mail or snail mail on whether they are short listed
for selected for appointment or rejected.

8. Reference Checks & Salary Slips: Reference checks to be conducted for all
position from the known resources or the previous company for short listed
candidates and the salary slip of the current organization has to be collected before
making any offer to the candidate.
9. Finalization Process: Selected candidates-on going to the Final Round would
be finalized on their Designation, Salary, and date of joining etc.and other terms of
appointment. Based on the agreement-the Interview rating sheet has to be signed
off by the Final Panel of authority, so that the Offer Letter could be given. The
same has to be then sent to Corporate HR for appointment letter once all the
formalities are complete

10. Joining Formalities: Candidates joining need to report to the Regional HR

Representative to complete all the formalities regarding documents, photographs,
filling up various forms and induction.

The regional director has to issue offer letter to the candidate to speed up the
closing formality. Corporate HR however would have to look into all issues to
maintain uniformity and see that the process is maintained.

RECRUITMENT

Big Bazaar is a retail company, which requires a human resource deployment of

large number of people. The company usually requires the profile of sales
managers for the stores and as well as sales people and cashiers. To support the
sales function the operations and support staff executives also are required.

SELECTION OF EMPLOYEE
The selection process of an employee is given below:
Direct interviews are taken to the applicants and selected employees are intimated
in the head office and send for training in Banashankari Big Bazaar for one week
on their specialized area. Again they are given on the job training under the
experience staff and then final selection is done.
TRAINING AND DEVELOPMENT
The quality of employees and their development through training and education are
major factors in determining long-term profitability for the business. If you hire
and keep good employees, it is good policy to invest in the development of their
skills, so they can increase their operations of the store.
Training often is considered for new employees only. This is a mistake because
ongoing training for current employees helps them adjust to rapidly changing job
requirements.
PURPOSE OF TRAINING AND DEVELOPMENT:

Reasons for emphasizing the growth and development of personnel include

• Creating a pool of readily available and adequate replacements for personnel

who may leave or move up in the organization.

• Enhancing the company's ability to adopt and use advances in technology

because of a sufficiently knowledgeable staff.

• Building a more efficient, effective and highly motivated team, which

enhances the company's competitive position and improves employee
morale.

• Ensuring adequate human resources for expansion into new programs.

The Training Process:

The model below traces the steps necessary in the training process:

• Organizational Objectives

• Needs Assessment

• Is There a Gap?

• Training Objectives

• Select the Trainees

• Select the Training Methods and Mode

• Choose a Means of Evaluating

• Administer Training

• Evaluate the Training

For any business, formulating a training strategy requires addressing a series of

questions.
 • Who are your customers? Why do they buy from you?

• Who are your competitors? How do they serve the market? What
competitive advantages do they enjoy? What parts of the market have they
ignored?

• What strengths does the company have? What weaknesses?

• What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively simple

but vitally important questions: (1) What is our business? and (2) What should our
business be? Armed with the answers to these questions and a clear vision of its
mission, strategy and objectives, a company can identify its training needs.

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals.
This analysis will provide answers to the following questions:

• Where is training needed?

• What specifically must an employee learn in order to be more productive?

• Who needs to be trained?

Selection of Trainees:

Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a big business, this question is crucial.
Training an employee is expensive, especially when he or she leaves your firm for
a better job. Therefore, it is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to

learn the material and to use it effectively, and to make the most efficient use of
resources possible. It is also important that employees be motivated by the training
experience. Employee failure in the program is not only damaging to the employee
but a waste of money as well. Selecting the right trainees is important to the
success of the program.

Training Goals:

The goals of the training program should relate directly to the needs determined by
the assessment process outlined above. Course objectives should clearly state what
behaviour or skill will be changed as a result of the training and should relate to the
mission and strategic plan of the company. Goals should include milestones to help
take the employee from where he or she is today to where the firm wants him or
her in the future. Setting goals helps to evaluate the training program and also to
motivate employees. Allowing employees to participate in setting goals increases
the probability of success.

Training Methods:

There are two broad types of training available to big businesses: on-the-job and
off-the-job techniques. Individual circumstances and the "who," "what" and "why"
of your training program determine which method to use.

On-the-job training is delivered to employees while they perform their regular

jobs. In this way, they do not lose time while they are learning. After a plan is
developed for what should be taught, employees should be informed of the details.
A timetable should be established with periodic evaluations to inform employees
about their progress. On-the-job techniques include orientations, job instruction
training, apprenticeships, internships and assistantships, job rotation and coaching.

Off-the-job techniques include lectures, films, television conferences or

discussions and programmed instruction. Most of these techniques can be used by
small businesses although, some may be too costly.

Orientations are for new employees. The first several days on the job are crucial in
the success of new employees. This point is illustrated by the fact that 60 percent
of all employees who quit do so in the first ten days. Orientation training should
emphasize the following topics:

• The company's history and mission.

• The key members in the organization.

 • The key members in the department, and how the department helps fulfill
the mission of the company.

• Personnel rules and regulations.

Audiovisual methods such as television, videotapes and films are the most
effective means of providing real world conditions and situations in a short time.
One advantage is that the presentation is the same no matter how many times it's
played. This is not true with lectures, which can change as the speaker is changed
or can be influenced by outside constraints. The major flaw with the audiovisual
method is that it does not allow for questions and interactions with the speaker, nor
does it allow for changes in the presentation for different audiences.

Multi skilling involves moving an employee through a series of jobs so he or she

can get a good feel for the tasks that are associated with different jobs. It is usually
used in training for supervisory positions. The employee learns a little about
everything. This is a good strategy for small businesses because of the many jobs
an employee may be asked to do.

Internships and assistantships are usually a combination of classroom and on-the-

job training. They are often used to train prospective managers or marketing
personnel.

Trainers

Who actually conducts the training depends on the type of training needed and who
will be receiving it. On-the-job training is conducted mostly by supervisors; off-
the-job training, by either in-house personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees.

Supervisors are ultimately responsible for the productivity and, therefore, the
training of their subordinates. These supervisors should be taught the techniques of
good training. They must be aware of the knowledge and skills necessary to make
a productive employee. Trainers should be taught to establish goals and objectives
for their training and to determine how these objectives can be used to influence
the productivity of their departments. They also must be aware of how adults learn
and how best to communicate with adults. Small businesses need to develop their
supervisors' training capabilities by sending them to courses on training methods.
The investment will pay off in increased productivity.

Training Administration:

Having planned the training program properly, store must administer the training
to the selected employees. It is important to follow through to make sure the goals
are being met. Questions to consider before training begins include:

• Location.

• Facilities.

• Accessibility.

• Comfort.

• Equipment.

• Timing.

Careful attention to these operational detail Careful attention to these operational

details will contribute to the success of the training program.

• An effective training program administrator should follow these steps:

• Define the organizational objectives.

• Determine the needs of the training program.

• Define training goals.

• Develop training methods.

• Decide whom to train.

• Decide who should do the training.

• Administer the training.

• Evaluate the training program.

Following these steps will help an administrator develop an effective training

program to ensure that the firm keeps qualified employees who are productive,
happy workers. This will contribute positively to the bottom line.

Evaluation of Training:

Training should be evaluated during the process. Determine these milestones when
you develop the training. Employees should be evaluated by comparing their
newly acquired skills with the skills defined by the goals of the training program.
Any discrepancies should be noted and adjustments made to the training program
to enable it to meet specified goals. Many training programs fall short of their
expectations simply because the administrator failed to evaluate its progress until it
was too late. Timely evaluation will prevent the training from strating from its
goals.

Employee motivation
To retain good staff and to encourage them to give of their best while at work
requires attention to the financial and psychological and even physiological
rewards offered by the organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week)
are determined externally (by national bargaining or government minimum wage
legislation) in many occupations but as much as 50 per cent of the gross pay of
manual workers is often the result of local negotiations and details (e.g. which
particular hours shall be worked) of conditions of service are often more important
than the basics. Hence there is scope for financial and other motivations to be used
at local levels.

As staffing needs will vary with the productivity of the workforce (and the
industrial peace achieved) so good personnel policies are desirable. The latter can
depend upon other factors (like environment, welfare, employee benefits, etc.) but
unless the wage packet is accepted as 'fair and just' there will be no motivation.

Employee evaluation:
An organization needs constantly to take stock of its workforce and to assess its
performance in existing jobs for three reasons:
• To improve organizational performance via improving the performance of
 individual contributors (should be an automatic process in the case of good
managers, but (about annually) two key questions should be posed:
• What has been done to improve the performance of a person last year? and
(what can be done to improve his or her performance in the year to come?).
• To identify potential, i.e. to recognize existing talent and to use that to fill
vacancies higher in the organization or to transfer individuals into jobs
where better use can be made of their abilities or developing skills.
• To provide an equitable method of linking payment to performance where
there are no numerical criteria (often this salary performance review takes
place about three months later and is kept quite separate from 1. and 2. but is
based on the same assessment).
In Koramangala Big Bazaar for evaluating staff performance ADM, ASM apart
from human resource managers.

Industrial relations
Good industrial relations, while a recognizable and legitimate objective for an
organization, are difficult to define since a good system of industrial relations
involves complex relationships between:

(a) Workers (and their informal and formal groups, i. e. trade union, organizations
and their representatives);

(b) Employers (and their managers and formal organizations like trade and
professional associations);

(c) The government and legislation and government agencies l and 'independent'
agencies like the Advisory Conciliation and Arbitration Service.

Provision of employee services

Attention to the mental and physical well-being of employees is normal in many
organizations as a means of keeping good staff and attracting others.

The forms this welfare can take are many and varied, from loans to the needy to
counseling in respect of personal problems.
Among the activities regarded as normal are:

• Schemes for occupational sick pay, extended sick leave and access to the
firm's medical adviser;

• Schemes for bereavement or other special leave;

• The rehabilitation of injured/unfit/ disabled employees and temporary or

permanent move to lighter work;

• The maintenance of disablement statistics and registers (there are

complicated legal requirements in respect of quotas of disabled workers and
a need for 'certificates' where quota are not fulfilled and recruitment must
take place);

• Provision of financial and other support for sports, social, hobbies, activities
of many kinds which are work related;

• Provision of canteens and other catering facilities;

• Possibly assistance with financial and other aid to employees in difficulty

(supervision, maybe, of an employee managed benevolent fund or scheme);

• Provision of information handbooks,

• Running of pre-retirement courses and similar fringe activities;

• Care for the welfare aspects of health and safety legislation and provision of
first-aid training.

The location of the health and safety function within the organization varies.
Commonly a split of responsibilities exists under which 'production' or
'engineering' management cares for the provision of safe systems of work and safe
places and machines etc., but HRM is responsible for administration, training and
education in awareness and understanding of the law, and for the alerting of all
levels to new requirements.
Employee education, training and development
In General, education is 'mind preparation' and is carried out remote from the
actual work area, training is the systematic development of the attitude,
knowledge, skill pattern required by a person to perform a given task or job
adequately and development is 'the growth of the individual in terms of ability,
understanding and awareness'.

Within an organization all three are necessary in order to:

• Develop workers to undertake higher-grade tasks;

• Provide the conventional training of new and young workers (e.g. as

apprentices, clerks, etc.);

• Raise efficiency and standards of performance;

• Meet legislative requirements (e.g. health and safety);

• Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and
knowledge need changes. Meeting these needs is achieved via the 'training loop'

Chapter XI
SWOT Analysis

A SWOT analysis of the Big Bazaar koramangala is presented below:

Strengths:
1. It is a “technology-intensive" retail store. It is technology that is helping the
store to highest profit among Big Bazaar store in Bangalore. Today they work
closely with their vendors to predict consumer demand, shorten lead times, reduce
inventory holding and ultimately save cost.
2. On an average a big bazaar have up to 200000 Stock Keeping Unit's against a
few hundreds stocked with an average in any other retail store.
Weaknesses:
1.Less Conversion level: Despite high footfalls, the conversion ratio has been
very low in the retail outlets in a mall as compared to the standalone counter
parts. It is seen that actual conversions of footfall into sales for a mall outlet
is approximately 20-25%. On the other hand, a high street store of retail
chain has an average conversion of about 50-60%. As a result, a stand-alone
store has a ROI (return on investment) of 25-30%; in contrast the retail
majors are experiencing a ROI of 8-10%
2.Customer Loyalty: Big Bazaar is yet to settle down with the proper
merchandise mix for the mall outlets. Since the stand-alone outlets were
established long time back, so they have stabilized in terms of footfalls &
merchandise mix and thus have a higher customer loyalty base.

Opportunities

1. The Indian middle class is already 30 Crore & is projected to grow to

over 60 Crore by 2010 making India one of the largest consumer markets
of the world. The IMAGES-KSA projections indicate that by 2015, India will
have over 55 Crore people under the age of 20 - reflecting the enormous
opportunities possible in the kids and teens retailing segment.

2. Organized retail is only 3% of the total retailing market in India. It is

estimated to grow at the rate of 25-30% p.a. and reach INR 1,00,000 Crore by
2010.

3. Percolating down: In India it has been found out that the top 6 cities
contribute for 66% of total retailing revenue. While the metros have already
been exploited, the focus has now been shifted towards the tier-II cities. The
'retail boom', 85% of which has so far been concentrated in the metros is
beginning to percolate down to these smaller cities and towns. The contribution
of these tier-II cities to Big Bazaar sales is expected to grow to 20-25%.

4. Rural Retailing: India's huge rural population has caught the eye of the
retailers looking for new areas of growth. So there is huge market and
opportunity to expand Big Bazaar retail store.
Threats

1. If the unorganized retailers are put together, they are parallel to a large
supermarket with no or little overheads, high degree of flexibility in merchandise,
display, prices and turnover.

2. Shopping Culture: Shopping culture has not developed in India as yet. Even
now malls are just a place to hang around with family and friends and largely
confined to window-shopping.

Chapter XII
Conclusion
A conclusion is a statement that is the logical consequence of preceding
statements. It can also be at the end of a speech. It is based on facts and evidences
that been gathered.

Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple
retail formats in both the value and lifestyle segment of the Indian consumer
market.

The company’s leading formats include Pantaloons, a chain of fashion outlets, Big
Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain,
blends the look, touch and feel of Indian bazaars with aspects of modern retail like
choice, convenience and quality and Central, a chain of seamless destination malls.
Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky,
ALL, Top 10 and Star and Sitara.
Koramangla’s Big Bazaar is employing around 160 employees. Each and every
department is interlinked to each other. It is also helping the employees to grow
by allowing to study higher professional course. Human Resource Management
is a vital function in this organization. Line managers are getting involved in
HRM, and human resource managers are becoming members of the
management team.

Human resource management includes a variety of activities, such as the

following:

What staffing needs to have and whether to use independent contractors or hire
employees to fill these needs.

Recruiting and training the best employees, ensuring they are high performers.

Dealing with performance issues and ensuring its personnel and management
practices conform to various regulations.

Staffs are a major resource in this business. This is particularly true in retail
industry, which has a very large amount of employees and which provides a
range of services to its customers. The retail human resource environment has its
special features: a large number of inexperienced workers, long hours, highly
visible employees, many part-time workers, and variations in customer demand.
Those features also create difficulties to retailers.

First of all, a large number of inexperienced workers and part-time staffs in a

retail business may lead high employee turnover, poor performance, lateness
and absenteeism. This is due to several seasons. One is that inexperienced
workers can apply retail positions, such as checkout clerks, wrappers, stock
clerks and some types of sales personnel, which doesn't require high education,
training and skill. The other one is that employees who work in retailing
companies likely live near the retailing stores. In addition, part-time staffs are
very easy to quit their jobs.

Secondly, long working hours may result that retailers need to two shifts of
employees. As the trend of longer store hours (evening and weekend), retailers
need to consider employ staff for evening and weekend use.
Thirdly, high visible employees mean that retailers have to monitor employees
very closely. As consumers nowadays play a very important role in retail
industry and employees are highly visible to the consumers, retailers must select
and train employees carefully, especially care about their manners and
appearance.

Finally, variations in customer demand may create difficulty to retailers to

predict exactly how many employees are required. Retailers need to have the
knowledge about what season, what number of employees is needed; and what
day, what number of employees is needed; and which period of a day, what
number of employees is needed.

BIBLIOGRAPHY
2www.indiaretailing.com/editorial-analysis-subhiksha.asp
3www.indianmba.com/Occasional_Papers/OP129/op129.html
4Human Resource Management
- V S P Rao
- Robert L. Mathis
- John H. Jackson