Store Operation · years, Aditya Birla Nuvo, through its subsidiaries and joint ventures, has made successful forays into life insurance, telecom, business process outsourcing (BPO),

Store Operation Standard Operating Procedures Madura Fashion and Lifestyle

2012

Ver2

Revised V2 - 2012

MF&L Standard Operating Procedures 2012 Ver2

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Table of Contents 1. Company Introduction .............................................................................................................................. 7

1.1 Our Vision ............................................................................................................................................ 9

1.2 Aditya Birla Group – Values .............................................................................................................. 10

2. Brand – Introduction ............................................................................................................................... 12

3. Introduction to Manual ........................................................................................................................... 18

3.1 Copyright Notice ............................................................................................................................... 18

3.2 Purpose of the Manual ..................................................................................................................... 18

3.3 Responsibility, Ownership and Amendments ................................................................................... 18

3.3.1 Responsibility ............................................................................................................................. 18

3.3.2 Manual Ownership ..................................................................................................................... 19

3.3.3 Amendments .............................................................................................................................. 19

3.3.4 Abbreviations Used in the Manual ............................................................................................ 22

3.4 Escalation Matrix............................................................................................................................... 22

4. The Team ................................................................................................................................................. 23

4.1 Team Hierarchy ................................................................................................................................. 23

4.1.1 Store Team ................................................................................................................................. 23

4.2 Roles and Responsibilities ................................................................................................................. 24

4.2.1 Store Manager/Assistant Manager ............................................................................................ 24

4.2.2 Customer Care Associate ........................................................................................................... 26

4.2.3 Housekeeping............................................................................................................................. 28

4.2.4 Security ...................................................................................................................................... 28

4.2.5 Tailor .......................................................................................................................................... 28

5. General Requirements and Standards .................................................................................................... 30

5.1 Legal Compliance .............................................................................................................................. 30

5.1.1 List of Licenses ........................................................................................................................... 30

5.1.2 Legal Compliance and License Renewal Process ....................................................................... 32

5.2 Employee Ethical and Behavioral Standards ..................................................................................... 33

5.2.1 The Aditya Birla Code of Conduct .............................................................................................. 33


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5.2.2 Other Behavioral Standards ....................................................................................................... 39

5.2.3 ABG Policy regarding Sexual Harassment .................................................................................. 40

5.3 Non-negotiable Store Operating Standards...................................................................................... 45

5.4 Discount Policy .................................................................................................................................. 47

5.4.1 Employee Discount .................................................................................................................... 47

5.4.2 Corporate/Institutional Order Discounting ............................................................................... 47

6. Store Opening, Readying and Closing Process ........................................................................................ 48

6.1 Store and Employee Work Timings ................................................................................................... 48

6.2 Store Opening Process ...................................................................................................................... 50

6.3 Staff Entry Process ............................................................................................................................ 53

6.3.1 At the time of store opening ...................................................................................................... 53

6.3.2 Any time other time than opening ............................................................................................ 54

6.4 Store Readying Process ..................................................................................................................... 56

6.4.1 Preparing Cash Tills .................................................................................................................... 57

6.4.1 Internal SLAs – Store Opening Activities .................................................................................... 58

6.5 Store Closing Process ........................................................................................................................ 61

6.5.1 Staff Exit Process ........................................................................................................................ 62

6.6 Store Daily, Weekly and Monthly Task List ....................................................................................... 63

7. Customer and Sales Management .......................................................................................................... 66

7.1 Customer Entry Process .................................................................................................................... 66

7.2 Sales .................................................................................................................................................. 67

7.2.1 In-store Sales .............................................................................................................................. 67

7.2.2 Telephone Etiquette .................................................................................................................. 69

7.2.3 Home Delivery ............................................................................................................................ 70

7.3 Cashiering Process and Practice........................................................................................................ 72

7.4 Customer Returns and Exchange ...................................................................................................... 77

7.5 Garment Alteration ........................................................................................................................... 81

7.6 Gift Wrapping .................................................................................................................................... 84

7.7 Trial Room Management .................................................................................................................. 85

7.8 Customer Feedback .......................................................................................................................... 86

7.9 Handling Customer Thefts/ Shoplifting ............................................................................................. 92


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7.10 Internal SLAs – Customer Service ................................................................................................... 94

8. Stock Management ................................................................................................................................. 95

8.1 Stock Inward/Receiving..................................................................................................................... 95

8.1.1 Goods Inward (GIR Process) ....................................................................................................... 95

Step I: .......................................................................................................................................................... 95

Once the delivery is cleared then physical inward of stock and scanning is done. .................................. 100

8.1.2 Arrangement of Stocks............................................................................................................. 114

8.2 Goods outward Process .................................................................................................................. 114

8.2.1 Stock Return ...................................................................................................................... 114

8.2.2 Issue against authorized letter ................................................................................................. 116

8.2.3 Inter Store Transfers ................................................................................................................ 116

8.3 EOSS and Promotion Processes ..................................................................................................... 117

8.3.1 End of Season Sale (EOSS) ........................................................................................................ 117

9. Staff Management ................................................................................................................................ 120

9.1 Staff Grooming Standards ............................................................................................................... 120

9.2 Staff Uniform Policy ........................................................................................................................ 121

9.3 Staff Scheduling .............................................................................................................................. 122

9.4 Training ........................................................................................................................................... 124

9.4.1 Employee Training ................................................................................................................... 124

9.5 Store Staff Meetings ....................................................................................................................... 126

9.7 Staff Appraisal ................................................................................................................................. 128

9.7.1 Non-monetary rewards and Recognition ................................................................................ 130

9.8 Exit Policy ........................................................................................................................................ 132

10. Store Accounts Management ............................................................................................................. 134

10.1 Cash Settlement ............................................................................................................................ 134

10.2 Credit Settlement .......................................................................................................................... 136

10.3 Cash Remittances .......................................................................................................................... 136

10.4 Manual Bill Management .............................................................................................................. 139

10.4.1 Manual Billing (Regular and Discount) ................................................................................... 139

10.4.2 Manual Billing (Control and Updation) .................................................................................. 141

10.5 Selling Expenses Management ..................................................................................................... 143


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10.6 Petty Cash Management ............................................................................................................... 145

11. Store Safety & Security ....................................................................................................................... 146

11.1 Key Management Process ............................................................................................................. 146

11.1.1 Lost Key Process ..................................................................................................................... 146

11.2 Contingency Procedures ............................................................................................................... 148

11.2.1 Black Out/Power outage ........................................................................................................ 148

11.2.2 Fire ......................................................................................................................................... 149

11.2.3 Bodily Injuries and Accidents ................................................................................................. 150

11.2.4 Handling Arson or Vandalism ................................................................................................. 151

11.2.5 Robbery Scenario ................................................................................................................... 153

11.2.6 Lost Child ................................................................................................................................ 154

11.2.7 Unclaimed Merchandise ........................................................................................................ 154

11.2.8 Internal Pilferage .................................................................................................................... 157

11.3 Daily Safety and Security Instructions .......................................................................................... 157

11.3.1 Safety Inspection .................................................................................................................... 159

11.4 Security Regulations for Prevention ............................................................................................. 160

11.4.1 Prevention of Common Injuries ............................................................................................. 160

11.4.2 Prevention of Internal Pilferage ............................................................................................. 161

11.5 Store Security ................................................................................................................................ 163

11.5.1 Daily Security Measures ......................................................................................................... 163

11.5.2 Security Regulations ............................................................................................................... 163

11.6 Handling Legal Notices .................................................................................................................. 166

12. Store Upkeep & Maintenance ............................................................................................................ 167

12.1 Store Ambience Standards ............................................................................................................ 167

12.2 Inside Store ................................................................................................................................... 169

12.3 Outside Store ................................................................................................................................ 171

13. Store Audit .......................................................................................................................................... 173

13.1 Daily Stock Count .......................................................................................................................... 173

13.2 Stock Audit .................................................................................................................................... 175

13.3 Store Internal Audit ....................................................................................................................... 177

13.4 Store External Audit (Mystery Shopper Audit) ............................................................................. 179


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13.5 Store VM Audit .............................................................................................................................. 180

13.5.1 VM Pics Upload .......................................................................................................................... 180

13.6 Store Score Card............................................................................................................................ 182

14. Management Information System (MIS) and Reporting .................................................................... 185

14.1 Essential Reports that can be generated in Shoper ..................................................................... 185

14.2 MIS Checklist ................................................................................................................................. 185

14.3 Report Inference ........................................................................................................................... 186

14.4 Monthly Sales Tracking – Showroom & CCAs ............................................................................... 191

14.5 Daily Sales Track – Day End Sales Reporting ................................................................................. 192

15. Glossary ............................................................................................................................................... 194

16. Annexure ............................................................................................................................................. 200

16.1 Shoper Manual .............................................................................................................................. 200

POS Operations ......................................................................................................................................... 220

16.2 IT Do’s and Dont’s ......................................................................................................................... 225

16.2.1 IT do’s. .................................................................................................................................... 225

16.2.2 IT Don’t’s : .............................................................................................................................. 226

16.3 All India One Stock ........................................................................................................................ 239

16.3 Retail CIMS –Competition Intelligence Management System ...................................................... 246

16.4 Minacs Support Document ........................................................................................................... 274

16.5 TUTO USER MANUAL .................................................................................................................... 279

16.6 Complaints Management System – User Manual ........................................................................ 281


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1. Company Introduction

ADITYA BIRLA NUVO LIMITED – AN OVERVIEW

Aditya Birla Nuvo Ltd is a diversified conglomerate and the platform that has launched many new

businesses for India’s premier business house, the Aditya Birla Group. Aditya Birla Nuvo has a dozen

businesses under its fold, ranging from textiles to telecom.

The razor sharp focus on each business has made it a leading player in most segments, including viscose

filament yarn, carbon black, branded garments, agri business, textiles and insulators. Over the past few

years, Aditya Birla Nuvo, through its subsidiaries and joint ventures, has made successful forays into life

insurance, telecom, business process outsourcing (BPO), IT services, asset management and financial

services.

Powered by an intellectual capital of over 1,00,000 employees and an optimum mix of revenue and

profit streams, the company is in a strong position to invest in high growth businesses to maximize long-

term shareholder gains.

MADURA FASHION & LIFESTYLE – AN OVERVIEW

A diversified Apparel & Apparel led lifestyle retail group with FY12 projected turnover of over INR 2000

Crs and businesses in Men’s & Women’s garments and apparel led lifestyle retail in both domestic and

international markets. It is one of the fastest growing branded apparel companies with a blistering

growth rate of over 50% per annum. It has consolidated its market leadership within the country and

has made incisive forays into global markets. With premier International brands like Louis Philippe, Van

Heusen, Allen Solly, Peter England, Espirit and The Collective, Madura F&L has been at the cutting edge

of fashion and innovation and for over a decade has sourced technology, fabrics and garments globally.

MF&L today is a high IT and Web enabled company.

MF & L is currently poised to become an Rs.4000 crore turnover division within the next five years.

MF&L reaches the customer through a network of exclusive franchise and premium multibrand trade

outlets both within and outside India.

Madura Fashion & Lifestyle has been at the cutting edge of fashion and innovation and for over a

decade has sourced technology, fabrics and garments globally. Each of MF&L Brands has an integrated


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Design Department. The Design Team constantly works on innovating designs, concepts, and products

by incorporating the latest international trends in fashion and clothing styles.


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1.1 Our Vision

To passionately satisfy Indian consumer needs in fashion, style and value, across wearing occasions in Apparels and Accessories by anticipating trends and creating markets with the ultimate purpose of delivering superior value to all our stakeholders. MF&L aims to be the undisputed leader in the lifestyle industry delivering continued value growth for all stakeholders by constantly honouring

Transparency and trust Human touch Empowered teams Promises always honored Responsive to customer needs Ownership for partner success Merchandise and design leadership IT leadership in service Simple and speedy processes that enable quick decisions Effective communication


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1.2 Aditya Birla Group – Values

The following are the Values of Aditya Birla Group

• Integrity – Honesty in every action

• Commitment – Deliver on the promise

• Passion – Energized action

• Seamlessness – Boundary less in letter and spirit

• Speed – One step ahead always

Integrity

We define integrity as honesty in every action. We shall act and take decisions in a manner that these

are fair, honest and follow the highest standards of professionalism. Integrity shall be the cornerstone

for all our dealings, be it with our customers, our employees, suppliers, our partners, shareholders, the

communities we serve or the government.

Commitment

On the foundation of integrity, we see commitment as doing whatever it takes to deliver as promised.

Each one of us shall take ownership for our own work, teams and the part of the organization we are

responsible for. Through this value, we shall build an even sharper results-oriented culture that is high

on reliability and accountability. Our commitment is likely to make us a formidable leader and

competitor in every market that we are in.

Passion

We define passion as a missionary zeal arising out of an emotional engagement with work which inspires

each one to give his or her best. All of us are expected to be enthusiastic in the pursuit of our goals and

objectives. We shall recruit and actively encourage employees with a 'fire in the belly'. With this value,

we hope to build a culture of innovation and breakthrough thinking, leading to superior customer

satisfaction and value creation.

Seamlessness


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We understand seamlessness as thinking and working together across functional silos, hierarchy levels,

across business lines and geographies. Each one of us shall demonstrate high level of teamwork through

sharing and collaborative efforts and garner the synergy benefits from working together. Before we can

truly benefit from a borderless world, we need to build a borderless organization. We visualize free flow

of knowledge and information across the group. The words of the late Aditya Vikram Birla: "Our search

for knowledge is not limited to within the group. We seek knowledge from every nook and corner, from

our competitors, suppliers, customers et al. Even the worst run units in India would have something to

teach us. It is with this humility that we seek knowledge."

Speed

We look upon speed as responding to internal and external customers with a sense of urgency. We shall

continuously seek to crash timelines and ensure expeditious completion of our tasks. Through this value,

we hope to build an agile and proactive organization that is prompt to respond to the present and

future needs of our customers


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2. Brand – Introduction

MADURA FASHION & LIFESTYLE BRANDS

It leads the apparel segment in both the premium and international lifestyle categories with its brands Louis Philippe, Van Heusen and Allen Solly. To bolster its presence, it has entered into a distribution agreement with the international brand Esprit. It also has a pure play retail chain Planet Fashion.

Launched in 1989, Louis Philippe has the distinction of being the first international designer label to be introduced in India, creating a super premium segment in the ready-made shirt industry despite intense competition from domestic and international brands. In the ever-changing ready-made menswear industry, Louis Philippe has set a standard for all that is classic and yet contemporary in Formal Dressing. Louis Philippe has stayed ahead of competition by anticipating fashion trends and responding to them with the authority of a Brand Leader by bringing in international collections throughout the year.

Van Heusen is a premium lifestyle brand for men, women and youth. The brand embodies ‘fashion for the corporate’ and reflects the current expression of elegance in today’s context. Van Heusen’s key design drivers are fashion and sophistication. The brand has ventured into new categories with sub brand ‘VDOT’ and also made a foray into women’s wear category.

The core audience comprises of professionals and corporate executives - men who are successful,

focused, articulate, well-traveled, confident and have a sense of style about them.

Most importantly, the Van Heusen consumers are those who believe strongly in leaving a mark where

ever they go.

In the world of sameness, Van Heusen helps its consumers stand out. The brand understands that its

consumers do not want to blend in, nor do they want to stick out, but want to stand out. And it does so,

by offering merchandise that is fashionable and innovative.


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Launched in India in 1993, this brand with its Anglo-American heritage brought a whole new concept in

menswear to India that of – “Friday Dressing”. Today, Allen Solly is the most innovative and fashion

forward of the ‘MF&L’ brands and one of India’s most popular and easily recognized brands. It remains

one of India's most salient and recalled brands in branded premium apparel.

Allen Solly has always challenged conventions. It is unconventional, vibrant, colorful brand that exhorts

one to create their own world. Today, the brand appeals to a consumer that is young and fashion

forward. Today, it offers clothing across occasions - Casuals, Evening and Work. And brand's personality

is best reflected through its campaign "My World, My Way."

Allen Solly has always been at the forefront of product innovations. No wonder then, consumers swear

by its Cotton Trousers and bright, colorful shirts -Shirts. And in addition to this, it’s comfortable and

fashionably styled. Allen Solly has the property of a “wrinkle free” wardrobe by offering a collection of

shirts and trousers called “the uncrushables” in an unconventional “solid” palette.

Allen Solly has always delivered superior quality products consistently leading to its winning many industry awards and consumer recognition.

PLANET FASHION

There exists a vast customer base which is brand conscious and which prefers the idea of shopping in a multi-brand ambience because it is choice-seeking as well. Hence, a store with the complete range of the best brands of the country under one roof would delight them. This insight led Madura to open its first 3000 sq ft store that housed all its brands at Commercial Street, Bangalore. It was initially call Mega Menswear Store, to be later christened Planet Fashion.


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From three stores in 2001, Planet Fashion has over 130 stores across over 86 cities in India and also in the Gulf & SAARC countries. With an annual walk-in of more than 1.5 million customers, Planet Fashion today is perhaps the largest chain of stores of its kind in the country. Planet Fashion has emerged as a successfully versatile business model relevant across markets, be it a prime high street shopping district or a small town emerging market. The key to success for Planet Fashion has been its locations. Secondly, Planet Fashion is armed with the most successful portfolio of in-house brands. Also, Planet Fashion has never compromised on the quality of customer experience. It has a highly trained staff that gets constantly upgraded by its in-house training cell. To complement all this, Planet Fashion operates through business partners who are highly passionate. From being merely a retailer of its in-house brands, Planet Fashion now envisions to reposition itself as the ultimate menswear destination for men, where a customer gets the best menswear brands across all categories under one roof.

PETER ENGLAND FASHIONS AND RETAIL LIMITED

Peter England – India’s Most Loved Menswear Brand

More than a century ago, a modest factory was built in Londonderry, Ireland to make gentlemen’s attire

under the name Peter England. The year was 1889. War frenzy was sweeping across Britain as they

prepared for what came to be known as the Boer War.

One challenge the army faced was the lack of war uniforms for their troops. Peter England was awarded

the colossal task of supplying the British troops khaki uniforms with the highest quality at honest-to-

goodness prices. The rest as they say is history.

More than a century later, Peter England was all set to embark up on yet another major milestone. The

year was 1997. A new India was emerging, an India of growth and opportunity.


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Aditya Birla Group, a $35bn Fortune 500 company brought Peter England to India. The values of an

emerging country struck a fine chord with Peter England. And it well reflected in what Peter England

offered.

Peter England launched in India with the ‘honest’ shirt to astounding success. International style coupled

with great value found instant acceptance with a large segment of the Indian male population who

wanted to look good at work without paying heavily for it.

With this launch campaign, Peter England went on to become the fastest selling ready-made shirt brand

in India. Millions of adorning middle-class Indian males not only took pride in wearing the shirt but also

developed an emotional connect with the brand.

Over the next few years the brand extended its range to become a full-fledged wardrobe brand with

trousers, casuals and suits.

Peter England forms an integral part in the young corporate executive’s wardrobe, wishing to make a

positive impression at his workplace. He experiences Peter England as one of the first brands in office-

wear & often has memories that last a long time. The Peter England product portfolio comprises of a

wide array of Shirts, Trousers, Suits & Accessories, offering a complete range from ‘Everyday’ to

‘Special’.

Today, Peter England is India’s Most Loved Menswear Brand, being voted as the Most Trusted

Readymade Apparel Brand in a nationwide survey by Brand Equity, Economic Times, this year, twice in a

row.


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The Collective

The Collective is a super-premium lifestyle retail chain by Madura Fashion & Lifestyle. A first-of-its-kind

retail concept, the store has seen a host of international apparel and accessory brands making a foray

into the country for the first time.

Offering International brands with its unique point of view, The Collective is positioned as the

aspirational brand for the discerning Indian. The Collective continually provides product and service

excellence that helps educate, update and shape the wardrobe of the urban Indian. Staying true to the

promise of 'Expect the unexpected'.The Collective has now also forayed into women's wear with apparel

and accessories from brands such as Juicy Couture, Michael Kors, D&G, True Religion, Lulu Guinness, to

name a few

Apparel covers wardrobe needs from formal to semi formal to casual to denim to active and includes

names such as Armani Collezioni, Versace Collection, Simon Carter, Lagerfeld, D & G, Hackett, and Fred

Perry.

Accessories cover products like fashion watches, cufflinks, shoes, ties, belts, leather products and

sunglasses amongst others. The accessory brands checklist includes names such as Mont Blanc,

Tateossian and Pirelli.

Exclusive Services at The Collective

Made-to-measure (M2M) services will offer leading Savile Row brands such as Richard James and

Rafaelle Caruso. M2M service and Su Misura by Armani Collezioni are available exclusively at The

Collective. With the Personal Shopping Service, the store helps the customer pick the best look, colour,

style and product offering, on prior appointment.

With three stores in India currently, The Collective promises the true luxury retail experience.

Flamboyance, fashion, edge, colour, cut and perfecting the look for the season – all this and more in

good measure when you live the lifestyle experience at The Collective. A truly sensational season

continues the story of The Collective and everyone is invited.


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ESPRIT

Esprit is a leading international lifestyle brand, Esprit operates more than 800 directly managed retail

stores worldwide and has a presence in more than 40 countries.

The Esprit way of life is translated into natural, self-confident, stylish, and sensual collections by an

international team of designers. Esprit’s different collections – Casual, Collection, EDC, de. Corp, Kids,

Sports and Accessories – address the many facets of the brand’s customers. Intense focus on the design

and fashion quotient and uncompromising standards of quality and fit are the common warp and weft

of these diverse collections.

This international, youth-focused lifestyle brand entered the Indian retail market via a distribution

agreement with Madura Fashion & Lifestyle in October 2005. With the launch of its flagship store in

Mumbai then, Esprit brought the retailing standards of Milan, Paris, and London to India. Now present in

over 12 cities in India, the brand, synonymous with high-quality trendy fashion, offers smart, affordable

luxury to fashion conscious customers.

A new collection is launched every month, keeping Esprit’s dedicated customer base in touch with

seasonal trends here and abroad. In keeping with its reputation for being a trailblazer, Esprit was also

one of the first international brands to launch a highly successful loyalty programme in India, with an

exciting array of exclusive benefits that keep its members delighted


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3. Introduction to Manual

3.1 Copyright Notice

he MF&L Store Operations Manual is the intellectual property of MF&L. Making copies of any

part of this Manual for any purpose is a breach of copyright. All rights reserved. No part of this

Manual may be reproduced or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording or otherwise, or stored in any retrieval system of any nature, for personal or

professional use, without written permission from CEO, Textile and Apparels.

3.2 Purpose of the Manual

he Store Operations Manual sets out the operating framework within which a store must be

operated. The main objective of this manual is to facilitate a store manager to run MF&L store

efficiently and create consistent customer experience across all MF&L stores.

The Manual is to be used for the following purposes:

As a continuing reference for use by the Store Manager and its employees while operating the

store.

As a training tool by the Store Manager to train employees and impart system’s knowledge to

improve their productivity.

To emphasize the principle of “Doing it right the first time”.

It also forms a basis for business development.

To ensure consistency in all our processes and interaction with the customers.

3.3 Responsibility, Ownership and Amendments

3.3.1 Responsibility

ltimate responsibility for carrying out the procedures to the required quality standards rests

with the Store Manager at the company owned/operated stores and with the franchisee at the

franchisee operated stores.

T

T

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3.3.2 Manual Ownership

his Store Operations Manual is supplied on loan and is for the sole use of the Store Manager. Any

changes to this manual are subject to approval from CEO, Madura Fashion & Lifestyle

Store Manager in the company operated stores and franchisee in the franchisee operated stores

is solely responsible for maintenance, safety and storage of this manual as per the copyright notice.

Under no circumstances shall this manual or any copies of the same be taken outside the store without

prior approval of Operations Head. Failure to do so shall incite stringent disciplinary action.

3.3.3 Amendments

Objective

The Standard Operating Procedure (SOP) has been prepared after interaction with personnel at various

levels at MF&L. It is possible that some of the external and internal factors may change in future,

necessitating suitable amendments to the SOP. For such an eventuality, amendment procedures are

described in the following paragraphs.

The objective of the amendment procedure is to ensure that all the amendments relating to the SOP are

properly documented and authorized prior to implementation.

Sources of amendments

The need for amendments can arise from various reasons, some of which are mentioned below:

New statutory requirements

Changes in management policies

Change in organization structures or interfacing functions that may involve changes in systems

and procedures to ensure control

Changes in external and internal environment

Ambiguity and errors in existing procedures

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Responsibility for amendments

All amendments to SOP shall be approved by the CEO, Madura Fashion & Lifestyle. The approval shall be

maintained by Head, Strategy & Business Excellence. Head, Strategy & Business Excellence shall be

responsible for circulating the amendments to all those concerned.

Procedure for amendment

Amendment to the SOP shall be proposed by only Retail Directors in the company, through the

SOP amendment form stating the chapter/section/sub-section/clause/sub-clause to be

amended, the reason for amendment and the proposed amendment.

SOP Amendment Form shall be forwarded to Head, Strategy & Business Excellence.

On his approval, the form shall be forwarded to the CEO for his concurrence.

After obtaining concurrence from the CEO, the relevant chapter/section/sub-

section/clause/sub-clause of SOP shall be replaced with the approved amendment, which shall

supersede all the earlier documentation on the matter.

Each time an amendment is made, an internal memo stating the same should be circulated. All

manual owners (store Manager/Franchisee), must acknowledge the same.

Format of the SOP amendment form has been given below:


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3.3.3.1 Annexure: Amendment Form

SOP Amendment Form

1 Nature of amendment

Addition/Modification/Deletion

2. Chapter/sections/sub-section/clause/sub-clause

to be amended

3. Proposed amendment

4. Reasons for amendment

Date

Proposer’s signature

Approved by: Head (Business Excellence)

Approved by: CEO

Amended by:

Approved/Rejected:

Approved/Rejected:

Signature:

Signature:

Signature:

Remarks:

Remarks:

Date : Amendment effective from :

(Date)

Date :

Circular Number: Circular Date :


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3.3.4 Abbreviations Used in the Manual

Unless otherwise specified, the following abbreviations are used throughout the manual

OH – Operations Head

RM – Regional Manager

ARM – Area Retail Manager

ROE – Regional Operations Executive

SM – Store Manager

ASM – Assistant Store Manager

CCA – Customer Care Associate

HK – Housekeeping

SG – Security Guard

R – Responsibility

A – Accountability

C – Consulted

I – Informed

3.4 Escalation Matrix For any issue/ concerns at the front end, the following escalation should be the escalation matrix:

Name Time to Resolve Concern If no solution/reply, Escalate after (hours), by SM via E-mail

Store Manager 12 hours 12 hours

Area Retail Manager 12 hours 24 hours

Regional Manager 12 hours 36 hours

Head- Retail Operations 12 hours 48 hours

Head Retail 12 hours 60 hours

COO


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4. The Team

4.1 Team Hierarchy

4.1.1 Store Team

Store Manager

Assistant Store Manager

Senior Customer Care Associates

Customer Care Associate Tailor

Security

Housekeeping

1. This is a recommended structure. However, this may differ store to store based on store size

and turnover

2. Cashier: A store may or may not have a designated cashier depending on brand.

3. VM Champ: Every store must to have a VM champ who is responsible for the overall VM in the

store. Any CCA/ASM/SM can be the VM champ

4. Suit Specialist: All the stores stocking suits must have a suit specialist designated among the

store employees

5. Security: Not mandatory. The brands to decide about deployment of security guards in the store

6. Tailor: Is not mandatory in every store

7. Housekeeping: Every store must have dedicated housekeeping staff in the store. However, the

smaller stores can have part time housekeeping staff, as per the brand decision.


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4.2 Roles and Responsibilities

4.2.1 Store Manager/Assistant Manager

Objective: To run the store effectively and profitably. This includes driving the sales targets, ensuring

effective brand delivery, managing the store workforce, exceptional customer service & relationship

management, managing store ambience, merchandise management, work as a link to the store and HO,

ensuring legal compliances, managing store finance and overall store administration.

Sales

Budgeted top-line and profitability achievement Drive monthly, weekly & daily targets in accordance to overall targets given. Defining clear action plan for each element of target achievement Ensuring YoY growth Analysis of reasons for loss of sales and reporting to concerned stakeholders Suggesting promotional schemes to drive sales Drive BTL activities Study of competitor stores for new products, promotions and merchandise and reporting to concerned stakeholders

Target Setting

Subdivision of Targets Setting average bill value targets Setting/ subdividing sales target for categories/CCAs Setting daily and weekly targets CCA wise targets to be communicated daily Tracking of targets with CCAs Sales Tracking vis-à-vis Targets Daily updating of targets Daily tracking of targets with respective CCAs based on section

contribution and individual CCA contribution Analyzing stock availability/suitability based on the target achieved

so far and the forward plan


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Brand Delivery

Ensuring that all the physical branding elements are displayed in the store as per the guidelines The complete merchandise guidelines (number of pieces., ratio among different departments, core vs. collection etc.) as guided by the brand are there in the store All the operation processes related to the customer service as advised by the brand are being followed

People Management

Planning and ensuring proper staff allocation including attendance, breaks, shifts, weekly offs Target allocation to staff Training and grooming the staff Act as the link between HO and store staff Team motivation Performance Evaluation Measurement and management of staff productivity (GMROL, Staff Performance Index etc.) Identifying the training requirement for the store employees and ensuring their attendance in the training programs organized by HR

Customer Service and Relationship Management

Maintain/increase customer service satisfaction levels Management of customer feedback/complaint/suggestion and taking appropriate action Identification of frequent and loyal customers Maintenance of customer database and driving customer loyalty program Tele-calling/e-mail/sending SMS to customers

Merchandise Management

Identification of oddments and dormant stock and ensure proper action Physical stock check and maintaining physical stock

Store Maintenance and Ambience Maintenance of store ambience, VM and display as per the plan and guidelines Maintaining the cleanliness and freshness of store Implementation of VM Plan Make sure store layout is as underlined by VM / Merchandisers Check on Various Repairs and replacements to be done at the store and ensure resolution

Report Maintenance

Maintenance of various performance and status reports as specified by the HO Communication with the ASM by sharing various performance and status reports Update the necessary processes on TuTo and complete all modules on time.


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Finance and Administration

Maintenance of all expenses and accounts and upload the same in the DMS To check on cash, credit and check payments and maintain record of gift voucher payments Timely remittances/reconciliation and ensuring daily ,month end and year end closing settlements Enforcement of cost reduction measures Stock audits -Conduct and record daily global count. Preparation & execution of Quarterly Audits Maintaining cash and credit details Prevention of employee thefts and shoplifting and other stock shrinkage Enforces the showroom norms on grooming, hygiene and discipline Ensures safe custody of the cash and stocks, protection of the Showroom assets and safety of its people Maintains the showroom equipment in working order

Market Competition Analysis (Shared with ASM)

Collecting information on the market Collecting information about emerging new competition/opening of

new stores and closing of stores Collecting information about the competing business Collecting information on any schemes/promotions being run by

competitors in the market. Getting sales figures of competition

Collecting information about the competitors’ products Getting knowledge on new product launches by the competition Collecting information about fabrics, categories and price points Feedback to ROM and Corporate Office Update and validate the details in the CIMS system monthly.

Compliance

To ensure that the store is managed in compliance with local laws and custom. Licenses under various laws should be displayed as per the requirement. Coordinating with HR/Legal to ensure that the licenses are renewed as per timelines

Succession Planning

To groom the assistant store manager for the position of store manager

4.2.2 Customer Care Associate


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Objective: To ensure sales and good customer service at the store along with assisting SM/ASM store’s

administrative duties.

Sales

To help the customer buy, by providing information about different product attributes Cross-selling / up-selling Increasing average transaction value and items per bill Analysis of sales Maintaining personal pocket diary Attending the training programs organized by HR

Customer Service

Identify customer wants and needs Provide customer service in professional manner To build personal rapport and relationship with customer To delight the customer with excellent service Addressing customer queries Highlight product features/USP To record and communicate customer feedback Suggestion selling Drive customer loyalty To ensure alteration and other customer services are delivered as promised

Brand Delivery

Ensuring that all the physical branding elements are displayed in the store as per the guidelines The complete merchandise guidelines (number of pieces., ratio among different departments, core vs. collection etc.) as guided by the brand are there in the store All the operation processes related to the customer service as advised by the brand are being followed

In-store Merchandising and Sales

Ensure display as per merchandise & VM specifications Proper stock replenishment Mannequins Management Ensuring neatness and proper presentation of merchandise in the section handled by him/her Arranging merchandise in the stock room Manual stock take and tallying with the system stock Prevention of shoplifting Implementation of VM themes


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4.2.3 Housekeeping

Objective: To keep the store in a clean and orderly state at all times and assisting CCAs in customer

service and store maintenance activities.

Cleaning and Maintenance

Keeping the showroom neat and clean Maintenance of External areas of the store (Signboard etc.,), internal areas (Trial rooms, Rest rooms etc.,) & the selling space according to standards To keep old carton boxes & Poly-bags in the back room for disposal Assisting CCAs Serving water or other refreshments to customers when required Getting Stock from close by stores on urgent requirement Helping in collection of garments from external tailor in case of alterations Folding and refolding of merchandise

4.2.4 Security

Security

To ensure security of merchandise, premises and other property belonging to the store Checking the invoices for the transactions, wherever applicable

Customer Service

To open and close the door for the customers with a smile and greeting Keeping baggage of the customers with safety Recording attendance record

Data Recording

Maintaining walk-in reports Maintaining record of all the goods received and outward goods Maintaining all prescribed registers e.g. employee entry/exit etc.

4.2.5 Tailor

Alteration

Understand alteration requirements from the customer and determine the feasibility of the same Take required measurements Alter garments as per requirements & timelines


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Maintenance of tailoring counter (Cleanliness, Machine Maintenance etc.,)


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5. General Requirements and Standards

5.1 Legal Compliance

he Regional Manager in co-ordination with Legal Compliance Team(MF&L) along with the store

manager/franchisee must ensure that the below mentioned documents are available or applied

for as may be the case. Some of the documents are necessary for opening and operating the

store, others need to be applied once operational. This list of the licenses/compliances is not exhaustive

and universally applicable. It might vary to a certain extent from one state to another; this should be

clarified with the concerned authorities. The indicative list of the applicable licenses is as follows. Store

level licenses are to be procured by the franchisee in case of franchisee operated stores while HO level

licenses will be handled by company’s Legal Compliance Team and brands.

5.1.1 List of Licenses

Licenses Meaning of the License Implication of Regulations Compliance

Trade License (Registration Certificate)

Every establishment carrying out any kind of trade needs to get a trade license. The display of Trade License in store is mandatory.

Compliance required at store level. For every new store which comes up a Trade License is required. The first Trade License to be done from Madura legal and all subsequent renewal will be handled by Legal Compliance Team in co-ordination with brand.

Store Level

Shops & establishment License

The terms and conditions for this license differ from place to place and registration and display of the certificate is compulsory. The display of Trade License in store is mandatory. This act is a social piece of legislation of the State Government enacted to prevent sweat laborers of un-organized sector and to regulate the condition of work and employment. The act mainly comprises of weekly holidays, hours of work, leave of

Compliance required at store level. For every new store which comes up an S&E License is required. The first S&E License to be done from Madura legal and all subsequent renewal will be handled by Legal Compliance Team in co-ordination with brand.

Store Level

T


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employees and dismissal.

Police License Local police station in the particular city has to issue it.

Local compliance required. Not required in case of South India states

Store Level

The Indian Performing Rights Society (IPRS) License and Phonographic Performance License (PPL)

Gives the right to perform the work (music) in public, to communicate the work to the public through broadcast. The license should always be available in the store.

Required to play any kind of copyrighted music in the store. To be handled brand’s Retail Operations Team centrally at HO.

HO Level

Signage & Advertisement License/ Parda license

Only required in certain states for putting up the signage for recognition. Prior approval is required in few states and depends on the nature of the signage being displayed. Few states also have provisions which provide that the signages should be displayed in the local language. The license should always be available in the store.

Local compliance required. To be handled brand’s Retail Operations Team centrally at HO

Store Level

Generator License Issued from the electricity department. They charge a nominal fee yearly for consumption of electricity generated privately.

Local compliance required. To be handled brand’s Retail Operations Team centrally at HO

Store Level

Weights and Measures Act

Ensures that all products sold should have correct, weight, prices, month of manufacturing. The license should always be available in the store.

Local compliance required. To be handled by brand in consultation with Legal team

HO Level

Fire License Need to put Fire Extinguishers. The license should always be available in the store.

Local compliance required. . To be handled brand’s Retail Operations Team

Store Level

Contract Labor License

License required for housekeeping, security and valet parking contract staff. State specific and generally required for shops with 20 or more off Roll employees The display of Contract Labor License in store is mandatory.

Compliance required. Wherever applicable the Legal Compliance team will handle it.

HO Level

Labor Registers As directed by legal team. HO Level


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5.1.2 Legal Compliance and License Renewal Process

Process Type Compulsory for all company managed, franchisee managed and Buy and Sell stores

Objective Ensuring the store is legally compliant and all the licenses are renewed as per requirement and timelines

Scope Store licenses and statutory requirements

Process Owner Legal Compliance team

Trigger Event 1 month before the actual expiry date of the license

Standards The store manager needs to send the legal compliance report to the AM/RM in the prescribed format at the beginning of every month

Prior to store launch o The lease agreement would be signed only after the legal

department is satisfied that the land lord has complied with all the legal requirements. If there are gaps, RBD will coordinate with the Landlord to ensure that he has complied with all legal requirement

Post store launch brand Retail Ops to be responsible

Process KPIs The licenses are renewed before the expiry date.

Process Steps (Only for PPL/IPRS/Fire/Generator License)*

R A C I

1 The store manager/ franchisee to intimate the area manager/regional manager about the pending expiry of the license

SM/ASM/ Franchisee

AM/RM OH/ Legal Head/ HR Head

2 AM/RM to intimate the legal department/franchisee in case any renewal is required

AM RM OH/ Legal Head/ HR Head

3 Store manager/ franchisee to undertake renewal process if the license is store compliant

SM/ASM/ Franchisee

AM/RM Legal Head

OH/ Legal Head/ HR Head

4 Follow up with the legal team in case the license is centrally compliant

SM/ASM/ Franchisee


5 Ensure the display of renewed license as per the requirement

SM/ASM/ Franchisee


* All the labor licenses & Municipal licenses & renewals including mandatory statutory notices and

abstracts will be handled by Legal Compliance team of Madura.


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5.2 Employee Ethical and Behavioral Standards


Objective Provides the ethical and behavioral standards for the employees working in the store.

Scope These standards must be followed by all the employees irrespective of the store ownership or operating model. The list of standards is not exhaustive and can be reviewed by MG time to time.

Process Owner Store manager/ Assistant store manager/Franchisee

5.2.1 The Aditya Birla Code of Conduct

Applicable to all employees of the Aditya Birla Group

Integrity in Personal Conduct

All employees shall abide by the laws of the land in whichever country we operate in.

All employees shall transact with others (including each other) in a fair and dignified manner,

including being diversity sensitive.

Each employee shall be responsible to the best of his/ her knowledge, for fair representation

and accuracy of information in the documents prepared or signed off by him / her.

Each employee shall ensure that his/ her personal information provided to the organization is

factual and accurate including prior work experience, educational qualification, compensation

details, etc.

Each employee shall be responsible to ensure that official expenses and personal claims e.g.

Travel expenses, Medical, LTA, HRA, Vehicle running expenses, etc shall factual, correct and

within the organization rules.

No employee shall use organization time and resources for personal gain. E.g. internet surfing,

share trading, use of infrastructure.

No employee shall receive any gift, consideration or favor in cash or kind for self (or any family

members or relatives) from business partners or anyone with whom he/she has dealings on

behalf of the Group.

Employees are also expected not to receive “expensive gifts” from business partners at the time

of social functions or occasions such as their children’s wedding or their own personal

anniversaries. However, small business gifts such as pen stands, leather items carrying logo of

the gifting organization, sweets, dry fruits, chocolates at the time of Christmas, Diwali, New

Year, etc are exempt from this provision. The essential determinant here being: the size and cost

of favor received and the obligation that it creates which puts our actions and decisions

subsequently in a questionable light.


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Conduct at Work

All employees shall take decisions in the best interest of the Aditya Birla Group/ business.

All employees shall adhere to Group/ business policies, processes, systems and regulations in

letter and spirit.

All employees shall secure the physical, financial and intellectual property/ assets, interests of

the organization by observing the discipline of internal controls.

Each employee shall highlight deviations to his/her manager from stated organization process

and policy by an individual or a team.

All employees shall ensure safe and secure working environment for themselves and others by

observing discipline on internal guidelines.

Each employee shall support the team / larger organization by sharing knowledge, information

and resources available with him/her or within his/her area of influence.

Each employee, who comes across or handles confidential data about the organization, business

and personnel working within the organization, must maintain confidentiality of information

(e.g. acquisition plan, personal details, health record, family, performance, etc) and share the

same only with authorized personnel for legitimate purposes.

Each Manager shall take and communicate people related decisions fairly, objectively and only

on need to know basis.

Each employee shall promote cooperative and professional relationship of his/her team with

other functions and businesses within the Aditya Birla Group to promote its larger intent.

No employee shall encourage giving bribe in cash or kind in order to secure illegitimate gain for

the organization.

All employees shall respect and protect the confidential information and intellectual property of

the partners and other companies that are provided to us under agreement for specific use and

shall pay appropriately for technology / software usage.

Each employee shall take prompt action/ decision on any complaint that is received regarding a

Value departure/ Violation or Code of Conduct.

Conflict of Interest

Each employee shall ensure that all people related decision including hiring, allocation of job

responsibilities, performance rating, promotion, etc is free from bias and personal interest.

Each employee shall ensure that if there is a perceived conflict of interest in a transaction, e.g.

the vendor is “personally known” to individual, he/ she shall inform his/her interest to the

team/ individual concerned and his/her manager and refrain from being part of the decision

making process.

No employee shall indulge in any action that may be construed as conflict of interest. e.g.

Insider trading, Moonlighting, Personal investment in Business Partners/ Competition, etc


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Each employee shall ensure that all policies of ABG dealing with conflict of interest are adhered

to. E.g. Employment of Near relations, Business dealing with friends and relatives,

reemployment of Ex- employees, etc.

Interface with the External World

All employees shall ensure that their interactions and transactions with customers and partners

are transparent, professional and leave a positive image of the Aditya Birla Group and its

businesses.

All employees shall ensure that commitments that are legitimately made are honored.

No employee shall encourage our business partners to indulge in unfair trade practices with

their customers.

No employee shall deride or criticize the Aditya Birla Group, its businesses and policies at any

public forum. Any such criticism shall be voiced within the organization.

Only official spokespersons shall represent the Group with the Media. In case, the media

attempt to talk to any employee either formally or informally regarding the Group, and its

businesses, the same should be redirected to the official spokespersons.

Any disclosure of organization information informally to the media shall constitute violation of

Code of Conduct.

All employees shall ensure that their personal conduct in a public place and with public is

dignified and reflective of Group Values.

All employees shall bring to attention, in case they notice infringement of intellectual property

of the Group such as misuse of logo, misrepresentation of product, malicious propaganda, etc.

All employees are encouraged to bring to attention of management i.e. their seniors/ other senior

representatives of the Group when they come across a violation of Code of Conduct.


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5.2.1.1 Redressal Process

Reporting of Violations/ Breach of Conduct

1. An employee, who identifies non adherence to Code of Conduct or Group Values Standards by

another employee or a segment of the organization, must compile information that supports the

case. The template for reporting is enclosed.

2. The Employee should report to the Group Value Standards Committee at the Unit/ Business/ Group

level depending on :

2.1. the level at which the violation is perceived to be happening, or

2.2. The seniority of the individuals involved. If the breach of Code of Conduct or Values is at:

2.2.1. The Unit Head level and above, the employee should write to the Group level Committee.

2.2.2. Function Head Level, the same should be reported to the respective Business level

Committee.

2.2.3. Any other level, the same should be reported to the respective Unit level Committee.

3. The names and contact details of the Group Value Standards Committee shall be available on Aditya

Disha.

4. The employee should write a common report, addressed to the Committee members of respective

Group Value Standards Committee for investigation at their end. A copy should also be marked to

the Group level Committee email id ([email protected]) for monitoring and

recording of complaints across the Group.

Investigation & Recommendation

1. The respective Group Value Standards Committee shall investigate the issue confidentially through

its sources such as the Unit Head/ HR / Management Audit functions and if need be engage an

external agency to investigate the facts of the case.

2. The identity of the employee reporting the issue shall be kept confidential at all times.

3. All such investigations and recommendations shall be completed within 3 weeks of receiving the

complaint.

Consequences for Violations:


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1. Based on the above investigations, the Committee shall recommend the action to be taken against

the deviant employee/s. The penal action shall constitute a minimum of written warning and may be

withdrawal of last increment/ demotion, dismissal from service and/ or even prosecution in a court

of law.

2. Action would also be recommended against employees who abetted the misconduct knowingly.

Written warning would also be issued to employees who were “in the know”, but did not highlight

the same.

3. The management i.e. the Unit Head, the Business Head at the respective level shall implement the

recommended action immediately, (i.e. within 15 days). It shall however not publicize the name of

the employee/s found guilty, to maintain dignity of the individual

4. If the case is false and malicious in intent, the reporting employee would be held guilty of

misconduct and appropriate action shall be taken. However, the Committee shall distinguish

between mistaken reporting and malicious intent of the employee.


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5.2.2 Other Behavioral Standards

Purchase By Employees

No employee should bill purchase made by self All employee purchases must be duly signed by the Store Manager / Asst Manager and duly recorded in the prescribed register Employees should follow the rules prescribed for availing the employee discount

Store Entry and Exit

Once the employee enters the store he / she cannot leave the store till the shifts is over except for official breaks entitled to with manager‘s knowledge. In extreme situations, he/she can do so only with the prior permission of the Manager / Asst. Manager The Sales Associate / Supervisor / Part-Timers/Contract Boys/Housekeeping Team must sign in the register at the security counter whenever he/she wants to enter or leave the store All the employees should write the in time and out time in the security register. They should declare their personals cash and Mobile Phones All employees must sign in and out whenever they enter or leave the store for breaks or day start/end. Any employee found standing proxy for another will be severely penalized All bags brought by the employee must be left at the back Office personal lockers / Security desk

General Behavior

All employees must be in their uniforms with their ID cards/Cards mandated by brand(Mandatory) In case an employee is found to be directly or indirectly involved in theft of goods or their consumption without paying for them, his/her services will be terminated No employee shall borrow or lend money, merchandise, or any property, asset of the company (no matter how small) from the store No employee will use the mobile phone on the shop floor No employee shall take any tip at time of home delivery/ in store Smoking is not permitted in any part of the store or at the entrance Chewing gum should not be consumed in the store Personal calls should not be made from the store telephone. If there is an emergency, the store manager’s permission is required for the same While in the store, the staff should not use offensive language The staff should not come to the store when infected with contagious disease The staff should not go on casual leave without informing the store manager The staff should not reach late to the store without the store manager’s permission Food and Drinks should be consumed in the designated area or back room. The area should be cleaned after lunch hours


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5.2.3 ABG Policy regarding Sexual Harassment

Preamble:

The Aditya Birla Group is committed to providing a work environment that is professional and mature,

free from animosity and one that reinforces our value of integrity that includes respect for the

individual.

Our Policy:

The Aditya Birla Group is an equal opportunity employer.

All employees are expected to create and maintain a work environment that is respectful of all

persons in it.

The Group is committed to providing a workplace that is free of sexual harassment and where

all employees are treated with dignity.

Any employee can complain about sexual harassment as per the guidelines laid down in this

policy. All complaints will be treated fairly, seriously, with speed and empathy and in

confidence.

Objective:

The Objective of this policy is:

To define Sexual Harassment

To provide for an effective complaint redressal mechanism if there is an occurrence of sexual

harassment

Coverage:

This policy is applicable to all employees, irrespective of their level, across all units and offices of the

Group.

Definitions:

i. “Employee” - For the purpose of this policy, the term “employee” means any person on the rolls of any

of the Aditya Birla Group Companies; and this would also include persons who are temporary or part

time or honorary employees, by whatever name called and would include persons engaged on a casual

basis or for project based assignments and/or persons who are engaged through any third-party service

providers. This broad definition of ‘Employee’ used for the purpose of this policy cannot be used to

claim rights of an employee conferred by any other law of the land.

ii. “Sexual Harassment” – The definition of “Sexual Harassment” shall include but not be restricted to the

following.


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Sexual Harassment is such unwelcome sexually motivated behavior (whether directly or by implication)

as:

Physical contact and advances

A demand or request for sexual favors

Sexually colored remarks

Showing pornography, writing sexually loaded letters/emails/SMSs

And/or any other unwelcome physical, verbal or non-verbal conduct of sexual nature

- Where the victim has reasonable grounds to believe that his/her objection to such unwelcome

behavior would disadvantage him/her in connection with his/her work including recruitment/

employment or allotment of work, promotion or evaluation of his/her engagement in any Company

activity.

- Where any such act(s) create an intimidating/hostile/offensive work environment and/or affect the

person’s work performance.

- Where any other adverse or hostile consequences might occur if the victim does not consent to the

conduct in question or raise any objection thereto.

iii. “Complaints Committee”: A Committee formed under this policy to investigate complaints of sexual

harassment referred to it and make appropriate recommendations to the relevant management team

iv. “Management Team”: A Management team refers to the person/s vested with the powers to take

appropriate disciplinary action. Details given below in each case.

Complaints Committee:

This is a forum of at least 4 persons that will investigate complaints of alleged sexual harassment and

make recommendations to the appropriate Management Team.

i. Complaints Committee- Unit Level: In units with 100 or more women employees, there will be a Unit

Complaints Committee. This committee will receive and investigate into complaints related to sexual

harassment and submit its’ recommendations to the Management Team comprising of relevant Unit

Head / Business Head or Business Director and the Unit HR Head.

ii. Complaints Committee – Business Level: In businesses where each unit may not have over 100

women employees but, as a business, if there are 200 or more women employees, there will be a

Business Complaints Committee. This committee will receive and investigate into the complaints related

to sexual harassment and submit its’ recommendations to the Management Team comprising of


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relevant Unit Head and Business Head / Business Director and the concerned Unit HR Head / Business

HR Head.

iii. Complaints Committee – Group Level: For Units and Businesses where it is not possible to form a Unit

or Business level Complaints Committee as stated earlier; a Group Level Complaints Committee will be

formed. This committee will receive and investigate into the complaints of sexual harassment and will

submit its’ recommendations to the Management Team comprising of relevant Unit Head and Business

Head/ Business Director and a Corporate Function Head and the concerned Unit HR Head / Business HR

Head.

The Group level complaints committee will also deal with all cases that have been appealed by the

victim if he/she is not satisfied with the decision of the Unit Complaints Committee or the Business

Complaints Committee.

iv. Constitution of the sexual harassment complaints committee:

A woman shall head the Complaints Committee and at least half of its members shall consist of women.

Further, to prevent the possibility of any undue pressure or influence from any quarter, such Complaints

Committee may want to involve a third party, any external member who is well respected in the

community and is knowledgeable on the subject of sexual harassment.

The Unit Head or the Business Head/Business Director or the Corporate HR Head, will constitute this

committee at the Unit, Business and Corporate level as the case maybe. The names of the committee

members will be posted on Adityadisha or any other visible and accessible medium of communication

such as notice boards etc.

Complaint Mechanism:

Any employee may lodge a complaint of sexual harassment against any other employee to the

chairperson or to any member of the relevant complaints committee.

All complaints will have to be sent in writing and will be dealt with in strict confidence by the committee

members.

The complaints should be sent at the earliest, but preferably within 30 days from the date of occurrence

of the alleged incident.

The Chairperson of the committee shall, within 7 working days of the receipt of such a complaint,

personally meet or designate a member of the complaints committee to meet the employee who has


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made the complaint and record the statements made at such meeting. During this meeting the

employee is also expected to present any corroborative material/evidence to substantiate the

complaint.

After the meeting with the complainant, and on satisfaction of the existence of a prima facie case of

Sexual Harassment, the chairperson shall call for a committee meeting within the next 7 working days.

During this meeting of the complaints committee, the person accused of the harassment will be called.

The complaints committee will communicate the complaint to the person accused where he/she will be

given an opportunity to give his/her views of the situation.

After having heard both the parties, the complaints committee shall thoroughly investigate (meet the

complainant, enquire into evidence provided, meet the witnesses, consult with experts etc.) the

complaint and make a report of its findings within the next two weeks. This report will be submitted to

the relevant Management Team.

In case the complaint of sexual harassment is proven to be true, the accused person will be subject to

strict disciplinary action, up to and including termination of employment.

In case the complaint registered is found to be frivolous or false or was made with a mischievous

intention, the complainant will be liable to face strict disciplinary action up to and including termination

of employment.

Any employee who is a part of the investigations shall not be victimized or subject to any unfavorable

treatment.

The victims of sexual harassment will have the option to seek his/her own transfer.

Nothing in these guidelines should be taken in any way as a limitation on the powers of the

Management Team to decide what disciplinary action(s) is appropriate under given circumstances.

Appeal procedure:

If the victim of sexual harassment feels unsatisfied with the outcome of his/her complaint to the Unit

Complaints Committee or the Business Complaints Committee as the case may be, he/she may appeal

to the Group Complaints Committee. This committee after hearing the appeal shall review the case and

present their recommendations to the appropriate Management Team. The decision of the Group Level

Management Team will be final and binding on all parties concerned.


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Criminal Proceedings:

Where such conduct amounts to a specific offence under the Indian Penal Code or under any other law,

Aditya Birla Group shall support the victim in initiating appropriate action in accordance with law.

Retail HR will provide the contact details of the Chairman of the Committee on Sexual Harassment to

Store Ops who will then communicate the same to the stores and all instances of harassment must be

communicated to the person concerned


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5.3 Non-negotiable Store Operating Standards


Objective Provides the standard guidelines, which are to be maintained all the time of store operations.

Scope The failure to comply with these standards may result in termination of service of store manager in case of company managed store or termination of franchisee arrangement in case of franchisee managed or managing agent store. The list of standards is not exhaustive and can be reviewed by MG time to time.

Process Owner Store manager/ Franchisee

Non-negotiable Store Operating Standards

Store Timings

Store to be ready for customers at 10:30 am and function fully up to 9:00 pm on weekdays and 9:30 pm on weekends or till last customer (whichever is later).

Mall stores to be ready by 11 am and function till the last customer. Customer Service

Greeting to a Customer with “Good morning, Welcome to the Brand”... “Sir / Ma‘am!, How may I help you today” . ( Brands may have slight variation in the script)

Only CCA/ASM/SM is authorized to facilitate customers. House Keeping staff under any circumstances will not do sales facilitation.

Members of the staff must greet the customers at the Entrance and Cash desk.

Never misbehave with a customer or around the customer. Whatever be the circumstances!! General Housekeeping

Music (authorized by Central Ops) to be only played. Right Volume of music should ensure that it energizes people.

Store should smell good all the time.

Basic Hygiene and Cleanliness of Façade, Shop Floor, Shelves, CDUs, Staircase, Trial Rooms and Wash Room. "No Dust / Dirt in the store premises”

Repair and Maintenance issues to be addressed immediately.

There should be no Cartons Visible on floor.

Air conditioning with appropriate temperature. Backroom Management

Back Room to be clean, tidy and neatly arranged.

Must be able to get the garments in 3 Minutes.

There should be adequate access area for every rack. Trial Room Management

The CCA should carry the garment for the customer and hang it in the Trial Room.

The trial room should be properly lit up.

There should not be any carton or extra garment lying inside the trial room.


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Washroom Maintenance

Wash Room Inspection sheet shall be maintained and the housekeeping staff.

Store Manager will check the inspection sheet in afternoon, evening and night. Cash Maintenance

Shopper Day End to be done daily before store closure.

Cash Sales not to be used for any petty expenses under any circumstances.

Manual Billing can be done only with the prior approval of Regional Operations Manager; issues that led to manual billing have to be immediately logged with IT and Operations Team in HO.

Cash Sales to be deposited 100% next day in case of both System and Manual Bills Stock

Weekly Stock Count and registering in the Stock Count Register/Wooqer. All the categories to be covered in a week’s time and Suits and Blazers every day. Regional Manager to Cross verify a randomly chosen category on every visit.

Stock Movement between stores to be done only with Valid Documents

Any Stock moving into or out of a store, has to be documented (a Bill/ GOR / Gate Pass) Discount & Promotions

No discount to be passed on without proper header. A written approval must be taken from the RM on account of IT error.

Proper acknowledgment to be taken from the customer on issue of any freebie.

Employee discount to be passed on only after due verification. Customer Feedback

Customer Feedback:

Feedback form must be kept at the Cash Desk and the customer must be encouraged to fill in feedback.

At the end of the day enter the feedback form on the IT portal.


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5.4 Discount Policy

he purpose of this policy is to ensure standardization in the policy regarding various kinds of

discounts offered by the brand.

5.4.1 Employee Discount

Policy Guidelines

1 Stores are not entitled to provide any employee discount at their discretion.

2 The employee discount policy shall be governed by the directives/circulars issued by the Central Operations teaml

3 All the stores have to compulsorily abide by the policies and regulations mentioned in the directives/circulars

5.4.2 Corporate/Institutional Order Discounting

Policy Guidelines

1 Stores are not entitled to provide any corporate discount at their discretion

2 Corporate discount can be offered to the customer only after the written approval from the retail operation head

3 The quantum of discount will be decided by the retail operation head

T


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6. Store Opening, Readying and Closing Process

6.1 Store and Employee Work Timings

Process Type Compulsory for all company managed, franchisee managed and recommended for Buy and Sell stores

Objective Provides the operating time framework for the store and its employees.

Scope Standard store timings for the customers and employees. Employees break timings and roaster management

Process Owner Store manager/ Assistant store manager

Frequency Daily

Store Timings

Customer Timings The normal customer timings for the store shall be from 10:30 in the morning till

9:00 in the evening on all 7 days a week. The customer timings may be extended during the festivals, weekend or EOSS

periods. If the store is unable to follow the above mentioned timings because of any

local/market conditions, the approval needs to be taken from the operations head, MG to change the timings. In the event of changed customer timings, the timings for all subsequent activities will change accordingly. However, the customer timing of the store should not be less than 10 hours.

Employee Timings All employees work, shifts and break timing will be as per the local shops and

establishment act For security reasons, the women CCAs should be relieved before 8:00/8:30 PM on

all days as per the local regulations. In the event of any delay, the paid conveyance should be provided.

All the staff shall abide strictly to the stipulated working hours as no change in the timing is allowed. Exceptionally, staff may seek prior approval from store manager for absence or delay in reporting.

The employees shall be entitled for breaks as per the local S&E act and labor law. The staff Break timings is decided considering the following points:

A minimum number of staff has to be maintained on the floor to take care of the traffic

To ensure justified work duration for all team members

To ensure proper staff allocation for Peak and non Peak hours

To ensure that the fatigue factor does not lead to decrease productivity of staff


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Weekly Offs As per labor law and shops and establishment act

Guidelines w.r.t. to Store Opening, Closing, Working Hours and Breaks The store opening is to be done by store manager/assistant store manager 45 minutes before the customer timings (i.e. if the store opens for customers at 10:30 AM then the store opening will take place at 9:45AM and opening shift staff will have to report by 9:50 AM. So that they can be ready to start the work by 10:00AM) The store will be opened and closed by SM/ASM, 1 additional staff and the Security Guard (if available ) The person who has closed the store previous night should be avoided to depute as store opening executive. Staff is not allowed to enter the store premises more than 30 minutes before their due time (unless they have prior written approval from the store manager for the same) The store manager/assistant store manager is allowed to define the break timings of the employees as per the specific and unique condition of the store and employees; however, the breaks are compulsory. The break timings and staff scheduling should always done one month in advance basis and communicated to all the employees. For every coming month, the duty roster containing the opening and closing responsibility and the break timings should be communicated to each employee latest by 15th of every month. This shall be prepared by SM/ASM. Duty roaster to be mailed across to Regional Head and Area Sales Manager on 15th of every month. Schedule should be made available with the security and all concerned authority. Copy of schedule should be pasted in the security area near the entrance and the staff room and detailed in the staff register. Any changes in the schedule requires sanction from SM and in his absence by ASM and the same should be countersigned by SM, subsequently RM/AM to be kept informed with such changes by SM/ASM. The Security Supervisor to maintain and furnish the names, complete address, telephone number and photographs of all Security Guards whoever is deployed on site and all guards to be changed in every 3 months. (In case there are security guards in the store) Apart from the store manager/assistant store manager, there should always be a backup person pre-decided for both opening and closing. During the heavy rush days e.g. Diwali etc. the store manager in consultation with Area Manager should determine the requirement of part time staff and work towards its recruitment The store security/ CCAs should know the location of nearest telephone accessible to him, that he can use in case of any eventuality or in case nobody turns up to open the store.


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6.2 Store Opening Process


Objective To ensure that the store opens at stipulated time to make the store ready to serve the customers

Scope Pre Opening activities and opening the stores for employees for readying and subsequently for customers


Frequency Daily

Process KPIs The store is opened at the designated time

Daily completion of store opening check list and other required registers

Not more than 4 incidents of delayed store opening in a month

Staff Requirement

Store Manager/Assistant Store Manager At least 01(one) CCA Security Guard (If available)

Process Steps R A C I

1 SM/ASM reports 45 minutes before the store opens for the customers.

SM/ASM AM/RM OH

1.1 If the SM/ASM does not report latest by 30 minutes before the store customer timing, the security guard/or the CCA present should call up the SM/ASM/Franchisee. If he cannot locate any of them, then AM/ RM is informed and the SM/AM/RM deputes another executive to do the opening. The incident will be entered in the remark column of the Store Opening Register and signed by the SM on his arrival.

Security Guard/CCA

SM AM/RM

1.2 If there are more than 4 deviations (after considering grace time of 15 Minutes) in a calendar month, then the 4th deviation or any further will attract disciplinary actions.

AM RM OH

2 Store Pre-Opening SM/ASM SM AM/RM

2.1 See the signs for the following –both outside and inside of the store.

Was the Store Vandalized?

Was there any break in?

Was there any suspicious character loitering outside the store when you arrived?

2.2 Another thing to look out for is the condition of the surrounding areas within the perimeter of the store to check if any cleaning is needed. In case of any requirement


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CCA/Housekeeping to be designated to undertake the same.

3 If there is no sign of external vandalism, then SM/ASM to check the seals on all entrance/exits which are locked from outside and ensures that the same is not tampered.

SM/ASM SM

3.1 If the seal is found tampered or there is any sign of external vandalism or store break-in, the following process has to be followed:

SM/ASM SM AM/RM

3.1.1 Do not disturb the scene of the crime.

3.1.2 Take the photograph of the broken seal/sign of vandalism and take written statement and signature from the security guard on duty in the night (if available). The statement to be countersigned by the opening executive and security.

3.1.3 Call up the SM/AM/RM and the Security Supervisor and informs them about the same. SM/ASM then to initiate further actions as per the guidance from AM/RM and an incident report should be sent to the regional manager and COO.

3.1.4 Store is opened for rest of the staff only after these formalities are completed and the staff will do a global count for all racks/shelves to ensure that there is no theft.

4 Make the store opening time entry in the store opening register. The SM/ASM, CCA and security to enter the store from the back door/staff entry door (wherever available)

SM/ASM/ Security

SM AM/RM

5 Close the door from inside and switch on the required lights

Security SM/ASM

6 Check the different areas of the store with the security and make the entry in the opening checklist register which is to be signed by both SM/ASM and security (if available) otherwise opening CCA. The different areas to be checked are:

All the locks inside the store

Store Safe

Back Store

Front Door locks

All windows and other exits

SM/ASM/ Security

SM AM/RM

7 After completing the store opening activities open the back gate/staff entry gate (wherever available) for the staff entry.

SM/ASM/ Security

SM

6.2.1.1Annexure: Opening/Closing Register


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Date Open by Closed By

Actual Time

Name of Person as per schedule

Sign Name of Security

Sign Remarks SM/ASM

6.2.1.2 Annexure: Opening and Closing Checklist

Store Date

Check Points Seal/Locks Remarks (OP) Remarks (CL)

1 Staff Entrance / Exit (from outside) Paper Sealed

2 Cash Safe Paper Sealed

3 Back Store Entrance

4 Cash Counters Paper Sealed

5 Emergency Exit Doors (from inside) Paper Sealed

6 Store Show Windows

7 Store/Office/Toilets Windows

8 Toilet Taps (Ladies / Gents)

9 Trial Rooms

10 Customer Entrance / Exit (from outside) Paper Sealed

11 Customer Entrance / Exit(from inside) Paper Sealed

12 Generator Room

13 Alteration/Tailor Room

14 Emergency Exit Doors (from outside)

15 Fire Extinguishers

16 Exhaust Fans

17 Music System

Opening executive Signature

Closing executive signature

Store Manager Signature


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6.3 Staff Entry Process


Objective To lay down the guidelines for staff entry, possession declaration and security measures so as to ensure proper recording of staff entry data, staff possession management and prevention of internal shrinkage and pilferage

Scope Entry guidelines for same store staff, other store staff, central staff and other business associates during office and non-office hours


Frequency Every time any MG staff enters the store

Trigger Event Staff Entry

Process KPIs Maintenance of registers required at staff entry

Adherence to the prescribed processes

6.3.1 At the time of store opening


1 The security or SM/ASM will open the back gate/staff gate (wherever available) or main store gate 10 minutes before the staff official entry time for first shift staff and other employees will enter the store after making the entry of personal belongings, cash and mobile phone in staff belonging register.

Security/ SM/ASM Store staff

SM/ASM

2 All the employees will fill the reporting time register. Store staff SM/ASM AM/RM

2.1 Once clocked-in, staff is strictly not allowed to leave the store without the store manager’s consent.

2.2 If any staff reports before their official reporting time they should have a prior permission from SM. In case SM is not present to give authorization, it will be done with the ASM’s permission. This will be countersigned by the SM on his return


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6.3.1.1 Annexure: Reporting Time Register

Date Employee Name Dept. Name

Normal Reporting Time

Actual Reporting Time

Normal Leaving Time

Actual Leaving Time

Signature

6.3.1.2 Annexure: Employee Belonging Register

Date Employee Name

Dept. Name

Entry Time

Money (Amt. Rs.)

Mobile Model

Laptop Model

Any Other

Staff Entry Sign

Security Entry Sign

Staff Exit Sign

Security Exit Sign

6.3.2 Any time other time than opening

Guidelines (Same Store Staff - valid on holidays, weekly offs and off office hours also)

The entry and exit in the store will be from the staff entry gate only In time and out time is to be entered in the reporting time register All Cash and mobile phones should be reported in the employee belonging register All the belongings should be deposited and reported to the security/SM/ASM at the entrance

Guidelines (Other MG Staff including Corporate Staff - valid on holidays, weekly offs and off office hours also)

For Official Purpose The entry and exit in the store will be from the staff entry gate only (not

applicable where there is only one entry gate) In time and out time is to be entered reporting time register All Cash and mobile phones should be reported in the employee belonging


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register They do not need to deposit the belongings to the security/SM/ASM Taking merchandise (on a returnable basis) - Returnable merchandise to be

taken out of the store only after making the returnable gate pass. AM/RM approval is a must

Taking merchandise (on a non-returnable basis) – Non-Returnable merchandise to be taken out of the store only after making the non-returnable gate pass or Bill. In case of non-purchase AM/RM approval is a must

For official Purpose (in case of accompanying some VIP or Dignitary) Entry and exit can be through the normal entrance gate, similar to the

customers No need for declaration of cash, mobile and belongings However, in case of taking merchandise or returning merchandise similar

process as above will be applicable For Non-official Purpose Same as when visiting for official purpose Any purchase made should be entered in the staff purchase register

Guidelines (Vendors/Suppliers/Courier Person Entry/Exit)

The entry and exit in the store will be from the staff entry gate only In time and out time is to be entered in visitors register They are also required to declare cash, mobile and belongings


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6.4 Store Readying Process


Objective Definition of various activities to be undertake before the store is ready to be opened for the customers

Scope All the activities under this process has to be completed during the 30 minutes available between staff entry and store opening time for customers


Frequency Daily

Trigger Event Staff entry at the opening time

Process KPIs Completion of store opening checklists

Readiness of the store for the customer entry as per the guidelines and at the designated time


1 Store Readying Activities Store Staff SM/ASM AM/RM

Staff Uniform Change Store Staff SM/ASM

Cash Opening and preparing cash tills Cashier SM/ASM

Up-dation of safe inventory register SM/ASM SM

Store Security Walk SM/ASM SM AM/RM

Preparation of To-Do list for the employees/Distribution of work to employees as per weekly activity calendar

SM/ASM SM

Staff Briefing SM/ASM SM AM/RM

Switch on the music system at appropriate volume, turn on A/C at 23 Degree Celsius, apply room fresheners

Store staff SM

Handing over imprest cash(amount as directed by finance) to the cashier in proper denomination (the showroom will buy the proper denomination by paying commission if need be)

SM/ASM SM

Final opening for the customer at the designated timing SM/ASM SM AM/RM


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6.4.1 Preparing Cash Tills


Objective Ensure that routine activities which are important for delivery of expected service levels and for accurate accounting are carried out at the cash tills

Scope This chapter limits itself to the cash desk only and gives an overview of the routine activities carried out at the day beginning

Process Owner Cashier/CCA

Frequency Daily

Trigger Event Start of store readying activities

Process KPIs Zero instances of stock-outs on Loyalty cards, Gift cards, office stationery, billing stationery or EDC rolls

Zero instance of cash till not ready 10 min before the customer entry timing

All files up-to-date in chronological and serial order. All documents to be appropriately signed. No loose documents or objects lying around the cash desk.


1 Preparing Cash Tills Cashier SM/ASM AM/RM

Cashier/ CCA switches on the computer and the EDC machines

He cleans up the cash desk so that it looks neat and tidy from the customer’s side

He checks that the previous day has been closed on the Shopper (day-end). He then opens the current day

The Cashier/ CCA then proceeds to check that the batch close has been completed last night otherwise completes the batch close

He also ensures that there is adequate paper on the EDC machine else changes the paper roll or keeps one roll handy next to the machine

Checks that there is enough pre-printed billing stationery, manual bills and small change available

Ensures that there is adequate number of pre-stamped warranty cards, Loyalty program. and Gift cards, carry bags, gift wrapping paper are available and easily accessible

He then updates the stock received and returned in the Stock inward and outward registers. He updates the Daily Sales Registers and the Daily Stock Register

He receives the imprest cash amount from the SM/ASM


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6.4.1 Internal SLAs – Store Opening Activities

Activity Responsibility Document Required

Timeline

Store Opening SM/ASM & Security (wherever available)

Opening/Closing Register

45 minutes before store opens for customers

Security Walk SM/ASM & Security (wherever available)

Opening and Closing Checklist

10 min after store opens

Staff Reporting Security (wherever available) or SM/ASM

Reporting Time Register & Staff Belonging Register

30 minutes before store opens for customers

Allocating work to Staff SM/ASM 25 minutes before store opens for customers

Readying the cash till Cashiers Latest by 10 minutes before store opens for customers

Opening and housekeeping activities CCAs and Housekeeping

CCA checklist & Housekeeping checklist

20 minutes after allocation of work

Staff Briefing SM/ASM Min 5 minutes after completion of HK activities or till the first customer walks in

Store opening for customers SM/ASM Designated time

6.4.1.1 Annexure: House Keeping Checklist

Store Date

House Keeping Areas Frequency Schedule

Store exteriors - sweeping and cleaning Daily

Cleaning mats at entrance Twice Daily

Clearing dustbins, POS table, side paths and glass doors Twice Daily

Cleaning washrooms Hourly

Cleaning Trial Rooms Hourly

Checking carry bags stock at the till Twice daily

Complete sweeping/Mopping of the entire store Twice Daily


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Cleaning of shelves, glass tops and fixtures, etc Daily

Cleaning the light fittings and AC Weekly

Spillage/leakage, mud stains, etc Immediately

Any unpleasant odor in the store Immediately

Flies, insects, etc Immediately

6.4.1.2 Annexure: Checklist for Maintenance

Store Date

Task Performed Status

Check for fused lamps and change

Check music system volume

Check Air conditioning and switch on half an hour before customer entry time

Check for water leakage on ceiling, walls and taps

Check if lifts / escalators in working condition

Check browser / gondolas for stability

Check if counter lights in working condition

Check if neon lights in working condition

Check if show window lights in working condition

Check if outside lights in working condition

Check Fire Exits

Check if keys are available in break glass panel next to the fire exit

Check water level in DG set

Check if inverter in working condition

Junction boxes on floor in position

Task performed by : Name

Task performed by :Sign

6.4.1.3 Annexure: Checklist for CCA before store opens for customers

CCA Name

Task

Color Blocking

Merchandise size sequenced in ascending order

All garments to be folded or hanged (as specified)

Shopping bags availability

Separating shop soiled garments and garments that require refurbishment

Ticketing signage in place

Correct merchandise density per fixture

Back stock out of sight


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Housekeeping in the section in place

No cartons or merchandise bins on the floor

Fixture alignment

Hanger availability

Mannequins are in order

Display as per VM plan and norms

6.4.1.4 Annexure: Topics for Employee Briefing

Employee Briefing

Major Briefing Topics Staff Grooming Target achievement till date Target for the day Analysis of slow and fast moving products Issues or problems related to team, stock or store operations Any training; if scheduled Activities for the day – Tele calling plan, home deliveries; if any, specific

customer requirements Team performance – applaud the good performers and motivate the slow

movers Product information from corporate office Team Motivation Small team building exercise on periodic basis Status of competitors and market Customer complaints and loss of sales Any new information regarding stock, promotion, brand or company Customer experience or best practices Strategy for increasing sales in the coming days


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6.5 Store Closing Process


Objective Laying down guidelines for closing the store with an objective of ‘Close to Open’

Scope This process details are various activities to be undertaken at the time of closing of the store

Process Owner SM/ASM

Frequency Daily

Trigger Event Store Closing Time

Process KPIs Completion of all store closing checklists

Not more than 4 instances of last closing of store than prescribed timing in one month

Staff Requirement

SM/ASM Minimum 01 (one)CCA Security (if available)


1 Put the signage of ‘Store Closed’ at the designated store closing time for customers

Security/ CCA

SM/ASM

1.1 If any customers are still inside the store, they should be politely reminded that the store is about to close and if they can expedite the billing.

CCA SM/ASM

2 Once the last customer has left, lock the store from inside.

SM/ASM SM

3 Switch off the Air conditioners & Reduce the lighting to required level to carry out store closing procedures

SM/ASM SM

4 Cover the stacks and gondolas with cloth wherever required

CCA SM/ASM

5 SM/ASM to collect the cash from the cashiers and both cashier and the SM/ASM will sign the cash report.

Cashier SM/ASM AM/RM

5.1 If variance is found, the cashier informs the ARM/ROE and the shortage is adjusted from the incentives.

5.2 If stock shortage is found after Global count that has to be recorded in store register & Wooqer and ROE/ARM has to be informed

6 Keep the sales cash and petty cash inside the safe and lock it. Enter the detail in the safe inventory register

SM/ASM SM


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7 Enter all manual bills in the POS and do all day end in POS as defined in Shoper Manual

8 Turn off the modem, the POS monitor, cash register printer and credit card terminal

SM/ASM SM

9 Seals for locks as per the standards SM/ASM SM

9.1 The executive designated for the closing for the day signs on the seals that will be used to put on all the locks

10 Conduct the store closing floor walk and check all the points in store opening and closing checklist

SM/ASM SM AM/RM

11 All staff clock out and enter the details in the reporting register

CCA/Security

SM

12 Make sure all the electrical equipments are switched off, no customer or employee in the store and all the doors are locked and sealed as per the requirement

SM/ASM/ Security

SM

13 Enter the store closing time in the register and keep the register inside the store

SM/ASM/ Security

SM AM/RM

14 Finally lock the store and seal & sign. The sealing should be done with paper and signed by SM/ASM, One CCA and Security (if available)

SM/ASM/ Security/ CCA

SM AM/RM

14.1 Before locking check the store front and ensure there is no suspicious situation

14.2 The main door and back door should be pulled and checked after it is locked

6.5.1 Staff Exit Process


1 At all times staff exit is through staff gate only Store staff SM/ASM

2 All the employees will fill the reporting time register. Security /CCA

SM/ASM AM

4 Security (if available)/SM/ASM to return the belongings deposited by the staff; if any

Security SM/ASM

SM/ASM

5 If the employee has made any purchases in the store, that has to be entered in the staff purchase register

Store staff SM/ASM


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6.6 Store Daily, Weekly and Monthly Task List


Objective To list down the various activities at the various times of store operations or recurring at different time intervals for the smooth running of the store

Scope This is an indicative list for the store manager. There might be additional activities which he/she might have to undertake as and when required. Similarly, all the daily activities listed might not happen daily.


Frequency As required

Daily Task List

S. no. Activity

1 Store opening

2 Staff attendance updation – as and when they enter

3 Day open in Tally

4 Walk in register to be opened for the day

5 Remittance (Cash deposit)

6 Generation of pay in slip

7 Updating cash register

8 Check the petty cash

9 Physical count of the stock - updation on stock register/Wooqer

10 Check if there is any urgent customer requirement/alteration/home delivery

11 Daily Briefing

Sharing communication with HO

Guidelines for selling new collection launched/promo details

Check grooming standard of the staff

12 Stock In-warding - if pending

13 Check on the stock of carry bags

14 Update the manual bill book

15 Store Walk:

Façade is clean and dust free

Layout as per the planogram and VM guidelines

Merchandise has been replenished from back room and is there in full sets

Displayed merchandise is color blocked

All shirts have size tags

The shelves are clean and dust free

The merchandise which is hanging is ironed properly


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The mannequins are dressed as per the VM guidelines and the clothes are well ironed

The window glass is clean and spotless

Window display is as per the monthly activity brief and VM guidelines

Window merchandise is well ironed and draped

All mannequins are clean and intact

Merchandise on mannequins is well ironed and draped

All Mannequin are wearing shoes

No price tags to be visible on any merchandise on the window as well as on the store floor

Washroom in the store is clean and dry

The store floor is clean and spotless

No cobwebs in the corners

Trial room is clean

No merchandise hanging in the trial room

All the mirrors in the store(including the ones in the trial room) are spotless

Cash counter is neatly arranged and is clutter free

The front hanging suits are displayed with a shirt and tie inside

Window lights to be switched off during the day (except in malls)

Trial room and backroom lights switched off when not in use

A/C temp to be maintained between 23-25 degrees

16 Backroom check:

Spare racks and shelves kept neatly

Merchandise stored style wise with 4-5pcs per pile

Backroom is clean and clutter free

Tailor area is neatly arranged

Staff belongings kept in the space demarcated

17 Check the walk in counter - if walk ins are being recorded properly

18 Preparation for next day's activity

19 Day close process:

Record the day's expenses

Cash transaction tally

Credit card transaction tally

Cash realization

Print out of day end reports to be filed

Day close in Tally

Update DSR in Wooqer

No merchandise is left open on top of the CDUs

All lights are switched off

A/C and computer are switched off

Staff is frisked before leaving


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Weekly Task List (may vary depending on brand)

Activity for the DAY

Monday Tuesday Wednesday Thursday Friday

Merchandise Feedback to HO

Lakshya Discussion with CCA’s

Training session as per training calendar

VM Display change-Mannequin

KPI Analysis & Weekly sale report to HO.

Re-do the store VM after week-end sale

Store’s performance & way forward

Weekly stock count completed – Category wise

Take Pics of VM display and update by Friday

Stock status analysis & Team Motivation for weekend.

Monthly Task List

Task Deadline Responsibility

1 Store Expenses submission of the previous month with bills

As per the dates fixed for the region

SM/ASM

2 Setting individual targets and responsibilities for CCAs

Post receiving the target for of the month

SM/ASM

3 All Monthly reports to be sent to HO

2nd to 7th of every month SM

4 Order carry bags and poly-bags 1st of every month or as per requirement

SM/ASM

5 Send staff attendance sheet 16th of every month SM/ASM

6 CCA and SM Appraisal 1st – 7th of every month SM/ASM/ AM


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7. Customer and Sales Management

7.1 Customer Entry Process


Objective To welcome the customer in the store in a cheerful manner with a smile, recording the same and taking care of customer’s belongings

Scope The process is limited to the customer’s interactions at the front gate of the store


Frequency Whenever a customer enters the store

Standards All the customers to be greeted at the gate

All the customers will be given baggage tag while depositing their baggage

Trigger Event Customer Entry

Process KPIs All the customers are greeted at the gate

No instance of customers not given baggage tag

Process Steps R S C I

1 Open the door in a smooth movement for the customer. Smile and Greet (Wherever security is available) in the absence of security, a CCA should be appointed to do the same

SG/CCA SM/ASM

1.1 “Good morning/afternoon/evening Sir/Ma’m. Welcome to “……………….” (Hindi/English/Vernacular)

2 The security guard punches the counter to register customer entry. In the absence of security guard, the cashier or the store manager has to take care of customer count

SG/ Cashier

SM/ASM AM/RM

2.1 Count all the customers entering the store except kids less than 12-13 yrs of age.

3 If customer has belongings, the guard/CCA will take the belongings

SG/ CCA SM/ASM

3.1 Belonging have to be compulsory deposited at counter except ladies handbags, baby bags (only if accompanied by a baby), cameras, money bags and laptops (laptops must be searched on entering and exit)

4 Customer is issued a belonging token and pair of the same number belonging token is tied to the belonging

SG/CCA SM/ASM

4.1 Take the merchandise, hand over the token and say “Thank You sir/ma’m”


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7.2 Sales

7.2.1 In-store Sales


Objective To provide unparallel shopping experience to the customer through exemplary service during the sales process and increase the incidence of sales by using proper selling skills

Scope This process deals with actual selling process in which the CCA is involved right from welcoming the customer, making the sales pitch, assist him in making purchase till the cash point

Process Owner Customer care associate

Frequency Whenever a customer enters the store

Standards All the customers have to be greeted as per the stipulated time

The customer should be assisted at all times during his/her stay in the store

The CCA should be able to answer the customer queries or he should direct the query to SM/ASM

Trigger Event As soon as the customer crosses the main door

Process KPIs No instance of customer not being greeted and offered help within 30 seconds

The customer queries should be answered within 2 minutes

The adherence to the processes and use of retail selling skills


1 The customer must be smiled at and acknowledged within 20-30 seconds after entry in the store

CCA/SM SM/ASM

2 Give customer 10-15 seconds to absorb & settle in the store

3 After 10-15 seconds of settling period, the customer must be greeted by any store staff

CCA SM/ASM

3.1 “Good Morning/Afternoon/Evening sir/ma’m. How may I help you?”

3.2 If any CCA is busy in some store activity and when the customer walks in, and if rest of the CCAs are busy attending other customers, he should leave the work and attend the customer

3.3 If all the CCA are busy attending customers, then the CCA nearest to the new customer will greet him and politely inform that all the CCAs are busy at the moment and someone will come and attend him very shortly

4 If the customer refuses the offer of help or does not reply to the greeting, the CCA should smile, take a distant position and be available for any service required. The following would be a good announcement

CCA SM/ASM

4.1 “Sir/ma’m, My name is ________. Please let me know if you need any help. I will be available right here ”


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5 The CCA must accompany the customer all along in the store for any assistance / information the customer may require taking care that customer does not feel overcrowded

CCA SM/ASM

6 CCA to engage and interact with the customer based on the retail selling skill training

CCA SM/ASM

6.1 Approach the customer

6.2 Build rapport with the customer

6.3 Identify customer’s wants and needs and understand the same

6.4 Present the product based on customer’s wants and needs

6.5 Answer queries and handle customer objections regarding the product

6.6 Suggest related products and try up selling

6.7 Close the sale

6.8 Should the customer require specialist’s assistance, or if the sales associate has any doubts, he should guide him to the SM/ASM and after the customer takes the necessary assistance from the SM/ASM; the same sales assistance should accompany him and guide him as required

SM/ ASM

6.9 Never say something which you do not know, always consult SM/ASM in case of any doubt

6.10 Queries regarding products and usage should be handled to satisfaction, in case of non availability, suggest proper alternatives

6.11 Never indicate the customer the location of a particular item just with a gesture of hand, accompany him to the proper location. If busy with another customer, call other CCA to accompany the customer

6.12 The CCAs should not push their own taste on to the customer. They may however suggest based on current fashion and trend and may also talk about the concept story of the season

7 The SM/ASM has to ensure that the CCA is following the practices described in retail selling skill training

SM/ASM AM RM

8 If the customer is selecting the product on his own then offer to hold the same for the customer

CCA SM/ASM

9 In case the customer does not find the merchandise that he is looking for, first try selling an alternative. If the customer insists on the same product, then the CCA should note down the requirements and inform him about option of getting the required merchandise from any store across India; if available

CCA SM/ASM AM/RM

9.1 Check the stock of the SKU on the system as per the processes of ‘All India One Stock’

9.2 If merchandise is available, then inform the customer about the expected timelines during which the garment would be available

9.3 If the customer agrees then undertake the necessary stock transfers as per the system manual and proceed for the billing and payment

9.4 Let the customer know that the products will be home delivered as soon as the products are reached

10 Offer the customer if they would like to try the garment CCA SM/ASM

10.1 Accompany the customer till the trial room, carry the garment

10.2 Open the trial room door, switch on the required light and hang the


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garment inside the trial room

10.3 Wait outside the trial room till customer finishes the trial. Pick up alternate options or co-ordinates to show to the customer

11 After customer has finalized the product, carry the product till the cash till

CCA SM/ASM

12 If the customer does not want to take any product, politely ask him if there is any specific reason for the same and if he has some feedback, ask the customer to record the same in the feedback register. Thank the customer

13 Hand over the merchandise to the cashier and introduce the customer to the cashier(refer cashiering practice after this)

CCA SM/ASM

13.1 Thank the customer for his or her purchase.

13.2 Confirm once more they would like to buy anything else offer couple of suggestions

13.3 Greet Again. “Have a good day sir/ma’m”

7.2.2 Telephone Etiquette

Telephone Etiquette – Guidelines

When answering phone call Identify Store (Brand Name) Greet – “Good morning/afternoon/evening” Offer assistance – “How may I assist you?” When placing a customer on hold “One moment, please” When offering to take down message “Would you like to leave a message, sir/ma’m?” When ending phone call “Thank you for calling …….. (Store Name). Have a nice day” General All the time while on the call the store staff has to be polite Staff is not allowed to make personal calls using company

telephone without approval from the store manager


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7.2.3 Home Delivery


Objective To provide extra convenience to the customers and to fulfill MG’s aim of providing extra delight to customers, the store manager, based on the situation and circumstances, may decide to home deliver the customer’s shopped items.

Scope This process deals with the guidelines regarding the home delivery of the customer’s purchase under special circumstances or as deemed necessary by the store manager. Option to be provided but shall not be stated up front. It shall not be provided during EOSS


Frequency As and When required

Trigger Event Customer Billing or completion of garment alteration

Process KPIs Adherence to the guidelines

Home Delivery – Guidelines

Probable Situations In case the customer is unable to pick up the garments given for alteration In case the customer has done a large purchase and unable to carry everything In case the customer is unable to carry the items due to any disability In case the customer has forgotten to carry the shopped item In case the customer has paid for the merchandise and the same is not available

in the store at that time Cost to Customer The customer will not be charged anything for this service Delivery Staff CCA/SM/ASM Cost to the Store The conveyance amount to be reimbursed to the delivery staff from the store

expenses General Guidelines Confirm the customer’s address and its location before leaving the store After going out of the store reach straight to the customer place Always carry a handkerchief and make yourself presentable before ringing the

bell Arrive at his / her door, ring the bell and wait for a response. Don’t ring

excessively


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Greet the customer as per the time of the day and inform him about the delivery

Hand over the merchandise to the customer Always be courteous and talk to the customer with eye to eye Do not unnecessarily peep into the house Get the acknowledgement signed from the customer. This needs to be handed

over to the store manager upon returning to the store If there is any faulty item, apologize to the customer and offer him exchange Thank the customer and return to the store Ensure that once the delivery is completed the delivery associate needs to

return straight to the store No tip should be accepted After returning to the store, submit the expenses in the required format

immediately The store manager to file the customer acknowledgement slip for the records


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7.3 Cashiering Process and Practice


Objective To provide the good service levels to the customers at the time of billing and at the same time ensuring that the all the processes required from accounting point of view are carried out

Scope This module deals with the interaction between the cashier and the customer after the latter has decided on the product and has come to complete the purchase process by billing

Process Owner Cashier

Frequency As and when required

Trigger Event CCA bring the customer to the cash till

Process KPIs All the customers must be greeted with warm smile

Zero instance of use of different SKU code in case of missing bar code

Zero deviation from the prescribed processes

Zero instance of untidy cash desk

Cashiering Standards

All cashiers to undergo an induction program and a 1 month stint on the floor before they begin cashiering. Cashier has to follow the check list daily at the beginning of their shift The store manager should ensure that there is a check list for the list of promotions going on periodically over the cash tills The cash point should possess important bank numbers at any given time The cashiers should have the correct imprest amount while beginning his login The cancellation of bill can only be authorized by the SM/ASM The cashiers on duty shall log off while leaving counter and shall not share the password assigned to his login to others The cashiers shall be accountable for any short/excess made in their respective logins, which would be adjusted against their monthly salary If there is one customer, there should at least be one cashier Keys to the POS till should not be left inside the POS. They should be kept in a safe place with the SM/ASM Change the passwords frequently (at least once in a month) Passwords of old cashiers must be deleted with immediate effect Discourage making manual bills. Ensure all the manual bills to be fed in the system before day Closing. Regional Manager’s approval is required for making manual bills Fill in all details as required by system (see shoper manual for further instructions)


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1 The cashier to greet the customer with warm smile, eye to eye contact as per the time of the day

Cashier SM/ASM

2 The cashier should confirm the products that the customer is buying

Cashier SM/ASM

3 While billing is on, ask the customer to fill the feedback form/book

Cashier SM/ASM

4 Ask the customer if he is member of the MFL loyalty Program Cashier SM/ASM

4.1 If the customer is already a member, politely ask the membership card or number

Cashier SM/ASM

4.2 If the customer is not a member, ask if they like to become a member?

Cashier SM/ASM

4.3 If the customer is interested in becoming member or wants to know more about the program, Explain the same to him and call the loyalty program enrolment in-charge and start Loyalty Member Enrolment Process

Cashier/Loyalty in-charge

SM/ASM AM/RM

5 The garments are then scanned. Handle the garment with care while scanning it.

Cashier SM/ASM

6 In case price tag is missing from the garment

6.1 Check for SKU code mentioned on the wash care label or other pieces of the same garment and manually enter the code in the POS

Cashier SM/ASM

6.2 If the item is not reflecting in the system then the manual billing would be done after taking approval from RM

Cashier SM/ASM RM

7 Verify the price on tag and POS machine Cashier SM/ASM

7.1 If the price on the price tag is higher than the system price, the system price would be applicable. The customer to be informed about the same

7.2 If the price on garment tag is lower than the system price, manual billing to done for the price differential after taking permission from RM

Cashier SM/ASM AM/RM

AM/RM

8 If any promotional schemes are running then inform the same and engage the customer. If customer is eligible for a sales promotion based on the bill value or billed items but has not realized it & availed of it, it is cashier's duty to inform the customer and wait for him or her to avail it

Cashier SM/ASM

9 Before saving the bill ask the customer if there is anything else he wants or is left

Cashier SM/ASM

10 Save the bill

11 Mention the bill amount clearly and in audible voice Cashier SM/ASM

11.1 “Sir/ma’m your bill amount is Rs…………….. would you like to settle the bill by cash or card

11.2 Also enquire if they have any gift voucher, discount coupon or privilege cards

12 If customer wishes to pay with cash

12.1 Receive the cash and say Thank You sir/ma’m Cashier SM/ASM


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12.2 Accept only Indian currency as cash from the customer. If a customer comes with foreign currency then guide them to the nearest foreign currency exchange in the local area

12.3 Never check the authenticity of the notes by holding them against light in front of the customer. The authenticity can be verified by the feel of the note. If there is any doubt, then do not take the note out of the customer sight and checking can be done. This should be done in a polite manner and shown to be a part of a routine process so as not to offend any customer.

Cashier SM/ASM

12.4 If the note is found be counterfeit, ask the customer politely to change the note. Do not create the scene.

Cashier SM/ASM

12.5 If cash is kept at the counter, seek permission from the customer to pick up the cash

Cashier SM/ASM

12.6 The amount given should be entered and bill generated Cashier SM/ASM

12.7 Change of notes or coins; if any, should be handed to the customer with both hands along with the bill

Cashier SM/ASM

13 If customer wishes to pay by card

13.1 Take the card and say Thank You sir/ma’m Cashier SM/ASM

13.2 See the name of the customer on the card. (often, in case of stolen cards, the name does mismatch the looks of the customer)

Cashier SM/ASM

13.3 Ensure that you call the customer by the name reflecting on the card during the ensuing conversation with the customer

Cashier SM/ASM

13.4 If you have any doubt regarding the authenticity of the card, do not swipe the same. Instead, call up the bank and let the bank verify the authenticity of the customer

Cashier SM/ASM

13.5 Do not accept the card if the customer, who is making the transaction, is not the cardholder

Cashier SM/ASM

13.6 If the card is international credit card, verify the customer identity by asking valid ID card

13.7 Swipe the card carefully and take out the charge slip with care Cashier SM/ASM

13.8 In case of the card being declined/approval not received, the Cashier should politely inform the customer to pay by some other means

Cashier SM/ASM

13.9 If the EDC machine flashes that the card is a stolen card, inform the customer same in a polite manner and return the same to him

Cashier SM/ASM

13.10 In case where PIN is required “Please enter your pin (on the EDC keypad) and press enter”. Thank You sir/ma’m

Cashier SM/ASM

13.11 Hand over the EDC machine to the customer with the pad facing the customer and never peep into the screen

Cashier SM/ASM

13.12 Add the card details in the POS billing module. Do not accept till you get the verification code

Cashier SM/ASM

13.13 Give the charge slip to customer with a ball pen. Place the same on a smooth surface so that the customer does not have any problem in signing and say “Mr./Ms._____(name on the card) may I have your signature please.”

Cashier SM/ASM

13.14 On signature, thank the customer and subtly verify the signature Cashier SM/ASM

13.15 Ensure that you do not hand over the card to the customer before the customer has signed the charge slip, and you have verified the signature with the back of the card

Cashier SM/ASM


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13.16 Under no circumstances, a credit/debit card without a signature is to be accepted by the store. Politely refuse to do so citing safety concerns If the customer decides to sign the card in the store and gives it back for the billing, ask for a photo identity proof like Driving license. If the customer reacts to the request, pacify him and explain to him that this is for the protection of the customer’s account

Cashier SM/ASM

13.17 If the sign does not match, irrespective of the reason, or the bank acceptance, do not accept the card and ask the customer politely to tender some other form of payment

Cashier SM/ASM

13.18 On completion, retain one copy of charge slip and staple the other copy to the customer’s bill

Cashier SM/ASM

13.19 Hand over the bill and card to the customer with both hands and say thank you

Cashier SM/ASM

14 If the customer wishes to pay by Gift Voucher/Gift Card

14.1 Repeat the earlier procedure, except now enter the GV details on POS after verifying the signature by checking the signature on it in the list of authorized signatories from the company and validity period of the GV. In case of gift cards swipe the same

Cashier SM/ASM

14.2 If the total bill exceeds the value of the GVs, the customer should be asked to pay the difference either by cash or credit card

Cashier SM/ASM

14.3 If the purchase value is less than the GV value, politely inform the customer that the balance value in the GV becomes unusable. There is no such restriction with gift card

Cashier SM/ASM

14.4 The customer details need to be mentioned in the GV Cashier SM/ASM

14.5 The redeemed GVs should be cancelled and signed by the store manager. They should be stapled with a copy of the bill and sent to the retail executive at the end of the month. The gift card to be returned to the customer after the transaction

Cashier SM/ASM

15 If any dispute arises due to non-compliance of the above procedure, the entire transaction amount will be recovered from the cashier

16 If the customer has given the loyalty card then the update his loyalty number against the bill and purchase details and return the card

Cashier SM/ASM

17 Ask the customer if the merchandise needs to be gift wrapped. If yes ask the helper/CCA to gift wrap the same

Cashier SM/ASM

18 After this, the merchandise should be neatly packed in the shopping bags

Cashier SM/ASM

19 Ask if the customer required alteration to the garments, if yes, instruct the Tailor/Alteration CCA to carry out alteration procedure

20 If the bags are too heavy or shopping amount is too large ask the customer if they require assistance in terms of carrying it to their vehicle or home delivery

Cashier SM/ASM

20.1 Arrange for merchandise delivery to the car or home delivery

20.2 In case of home delivery let the customer know the time frame within which it will be delivered after knowing their preference


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21 If customer is willing to carry the shopping bags then hand over the bags to customer with a warm smile and “Thank you sir/ma’m for shopping with us.”

Cashier SM/ASM

7.3.1.1 Annexure: Cashier Checklist

Task Performed

Cash advance at the start of the day

Counter cleaned

Calculator

Stapler

Scissors

Rubber Band

Cash Roll Full

EDC Roll Full

Summary Sheets

Working of POS machines

Availability of carry bags and Customer feedback form

Working of EDC machine

Scheme and discount code sheet

Scheme Detailers

Empty hangers sent to the selling area and bags stacked


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7.4 Customer Returns and Exchange


Objective Ensure complete customer satisfaction by offering a customer friendly returns / exchange experience

Scope Covers returns / exchanges as mentioned in the Policy below. Please read Franchisee in the place of RM/AM in case of buy and sell stores

Process Owner SM

Frequency Every time a Customer requests a Return or Exchange

Trigger Event Approval of the Return / Exchange

Process KPIs The process of the approval of customer exchange should be over in less than 5 minutes

In case of defects, the QC process should be over in 15 days

Return & Exchange Policy

Criteria for Return/Exchange Fitting Issues – When the merchandise purchased by customer does

not fit him or alteration done by store is wrong Matter of Choice – The customer does not like what he has

purchased and wants a return/exchange Product Defect – There is a defect in the garment that the customer

has identified Store Manager’s discretion The product is not eligible for exchange if It has no defect, but has been altered It has been used and is soiled It has been bought in a factory outlet/seconds outlet (the wash care

label is cut) No exchange for undergarments, cosmetics, perfumes, jewellery,

watches, sunglasses Return/Exchange Method Repair of the garment; if possible, free of cost in case of alteration

done by store is wrong Exchange with any product in the store of same value at which

garment was sold Issue Privilege card loaded with the same value at which garment

was sold No cash refund for any return The GRN raised to take the item back into stock has to carry the

customer’s name, address and phone number and signature Validity days for exchange 15 days from the date of purchase if the garment has no defect


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90 days from the date of purchase if the garment is defective Exchange Location Any same brand Showroom or planet fashion

Return/ Exchange Process Steps R A C I

1 Customer comes to the store for exchange/return the garment

2 The Cashier/ CCA stands up and greets the customer as he is escorted to the Cash Counter by the CCA / Manager

CCA/SM SM/ASM

3 The customer presents the item to the store manager/Cashier CCA/SM SM/ASM

4 The customer should be pacified and his needs/claim should be understood

CCA/SM SM

5 The customer wants an exchange for a different size, color, design etc.

CCA/SM

5.1 The customer is requested to provide the bill CCA/SM SM

5.2 If the bill is produced and the garment is without alteration, exchange is enabled

CCA/SM SM

5.3 If the bill is produced and the garment is altered, exchange is politely refused

CCA/SM SM

5.4 If the bill is not produced because of any reason or customer got it as gift, exchange would be done at the price provided by the system

CCA/SM SM SM

6 Item is claimed defective by the customer

6.1 Based on his product knowledge, the store manager classifies the defect

SM/ASM SM

6.2 If it is a justified defect, exchange is enabled

6.3 If the defect can be repaired at the store, the garment is sent to the tailor for repair

CCA/SM SM

6.4 If it is an unjustified defect, the store manager has to use his judgment to enable exchange. Exceptionally the exchange is enabled in the best commercial interest of the store

SM/ASM SM SM

6.5 If the exchange is made, the product complaint form provided to the store is filled, signed by the store manager and attached to the defective item.

CCA/SM SM

6.6 Every month, all the exchanged defective item along with product complaint form should be sent to returns warehouse mentioning the GOR details with it.

CCA/SM SM

6.7 If it is an unjustified defect and the item is not eligible for exchange, store manager politely refuse exchange.

SM/ASM SM

6.8 As an alternative, The customer is assured that the defective garment will be sent to the Quality Care Cell (QC Cell) for Quality analysis and the customer will be informed about the reason for defect (if any) within 15 days

SM/ASM SM

6.9 The product complaint form & Consumer Return Form provided to the store is filled, signed by the store manager and attached to the defective item. It explains in detail the cause of return and probable defect

SM/ASM SM

6.10 Register the complaint online through showroom support system and SM/ASM SM


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complete the complaint submission process by entering the courier details (If courier details are not entered, QC Cell will not be able to take inward of the defective item)

6.11 The defective item along with the form is sent to Quality Care Cell. (For QC Cell address, refer the home page of Online complaints registration)

SM/ASM SM QC Cell

6.12 The QC Cell checks the garment for defect and updates the analysis results online.

QC Cell SM

6.13 If the defect is justified, Privilege cards will be sent to the stores along with the QC analysis report. Store manager can hand over the privilege cards to the customer. For unjustified defects, defective item and QC analysis report will be sent to stores. Customer is explained the reason for the defect, handover the defective item, QC analysis report and politely refuse the exchange.

SM/ASM SM

6.14 Get the acknowledgement from the customer as proof for his/her receipt of privilege cards/defective item

SM/ASM SM

7 If the customer is ready for exchange

7.1 If the purchase was done today, the Cashier/ CCA cancels the bill Cashier SM/ASM

7.2 If the purchase was yesterday or earlier, the Cashier/ CCA makes a return bill from the Goods Return Note screen (Main Screen - > Billing - > GRN) Refer Shopper Manual

Cashier SM/ASM

7.3 If the Customer is exchanging the item, the Cashier/ CCA raise a fresh bill for the item being taken and use the split tender option for settlement. Here he enters the GRN # in the Credit Note reference window, collects the balance payment, if any, using the appropriate tender and follows normal Billing process

Cashier SM/ASM

7.4 The original copy of the GRN is handled as tender and settlement done appropriately

Cashier SM/ASM

8 If the customer is not ready for exchange and is ready to take gift card

8.1 If the purchase was done today, the Cashier/ CCA cancels the bill Cashier SM/ASM

8.2 If the purchase was yesterday or earlier, the Cashier/ CCA makes a return bill from the Goods Return Note screen (Main Screen - > Billing - > GRN) Refer Shopper Manual

Cashier SM/ASM

8.3 The cashier loads the GV card with the amount of returned goods in case the bill purchased or at the value instructed by SM after making necessary entries in the system as per shopper manual

Cashier SM/ASM

9 If the customer insists on the return (cash)

9.1 The approval of the AM/RM is required for the cash exchange SM/ASM AM RM RM

9.2 After the necessary approval, the cashier should generate the bill and refund cash to the customer. Cashier to make entry in the cash refund register

cashier SM/ASM

10 The exchanged/returned merchandise to be handed over to CCA for further action and necessary entries are made

Cashier SM/ASM

10.1 CCA should segregate the exchanged items into saleable and defective items

CCA SM/ASM

10.2 The saleable items are returned to the floor for sales and Defective items are kept to return to warehouse or vendor as the case may be

CCA SM/ASM


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7.4.1.1 Annexure: Cash Refund Register Date Item

Description Item Number

Amount Refunded

Reason of Refund Bill No. Authorized By

7.4.1.2 Annexure: Exchanged/Returned Item Register Date Item

Description Item Number

Sent to Floor Sent to back store for return

Bill No. Authorized By


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7.5 Garment Alteration


Objective Ensure complete customer satisfaction by offering a customer friendly garment alteration service

Scope Covers the process, standards and guidelines for the garment alteration as required by the customers on the purchased items. The standards for alteration time are the best practices. The store should try to attain that kind of efficiency in the process

Process Owner SM/Tailor

Frequency As and when customer request for the alteration

Trigger Event Customer request for alteration

Process KPIs No instance of any alteration left for the next day during the normal business days

Adherence to the standards and the process

Alteration Guidelines

General Guidelines The store should try to finish all the alterations before the end of the

day. In case this cannot be done, all alterations must be complete before the store opens to customers the next day. If this cannot be followed then the customer should be duly informed

SM/ASM to check the alteration room daily for all unwanted merchandise

Deadlines to be set as maximum before closing of the day however all staff members must try to meet up as minimum time standards as possible to delight customers

Store manager to track the turnaround time by tailor for each alteration by closely monitoring time consumed by him to finish the alteration

Alteration Accessories for CCA

Measuring tape must never be hung around the neck (it stretches easily), it should be kept rolled in the pocket

Should always carry a pen The CCA & tailors should change their measuring tapes every 3 months

Garment Alteration Process Steps R A C I

1 The CCA/cashier to help customer in the alteration process, if the customer needs so

Cashier/ CCA

SM/ASM

2 CCA to explain the customer about the look of the garment after the alteration. The customer decides what needs to be altered in

CCA SM/ASM


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consultation with CCA, however customer holds the final discretion

3 The CCA and the tailor take the measurement of the customer and fills out the alteration slip. The Alteration slip book is pre-printed in triplicate format considering one each for customer, tailor and for office use.

CCA/ Tailor

SM/ASM

4 Hand over one copy and bill to the customer and keep one copy with the merchandise e.g. in the pocket

CCA SM/ASM

5 Give the expected alteration time to customer after talking to tailors. Do not overpromise to the customer, especially if the alteration is done by the external tailor

CCA/ Tailor

SM/ASM

6 Handover the garment to the tailor CCA SM/ASM

7 Keep the other garments in a polybag in the reserved area CCA SM/ASM

8 Tailor to carry out the necessary alteration and iron the garment if required

Tailor SM/ASM

9 Bring back the garment as soon as it is done. Call the customer if necessary.

CCA SM/ASM

10 When the customer comes back to collect the garment

10.1 Ask for the alteration slip from the customer and match the details CCA SM/ASM

10.2 Show the altered garment to the customer and put the same in the carry bag

CCA SM/ASM

10.3 Hand over the merchandise to the customer and stamp ‘delivered’ sign on the alteration slip

CCA SM/ASM

11 If customer is unable to produce the alteration slip then the details of merchandise and transaction number to be matched with the bill with the customer. If it matches then the merchandise should be handed over to the customer and his signature and number should be taken

CCA SM/ASM

12 If the customer does not come to pick up altered garment, then wait for 3 days and give a call to him. If he is unable to come and collect, offer him home delivery

CCA SM/ASM

13 If customer brings the merchandise after few days of purchase for alteration, the same process has to be followed

CCA SM/ASM

14 In case of a wrong alteration, apologize to the customer and get it corrected immediately. If correction is not possible, replace the merchandise, along with the required alteration. Offer home delivery; if necessary

SM/ASM

Alteration Standards

Formal Trousers

Length Reduction 30 min Hemming is done by hands During the length alteration, the trousers can be folded in 2 ways: Normal fold - The fold is towards the inside. The alteration with this fold takes 15min


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American fold - The fold is on the outside. The alteration with this fold takes 20min. On folding, an inside margin of 2.5 inches should be given

Waist Adjustment 30 min There is a margin given, which enables the waist to be reduced or increased as per the available margin.

Fork Length NA No adjustment can be made

Cotton Trousers

Length Reduction 20 min Machine stitched During length alteration, 2 folds are possible. (same as in formal trousers)

Waist Adjustment NA Not possible as there is no margin given

Fork Length NA No adjustment can be done

Shirt

Length Reduction 30 min

Sleeve Reduction 60 min Max 2 inches can be reduced

Tapering 60 min

Suits and Blazers

Body Length Reduction

120 min The body length may be reduced to max 2 inches. There should be enough margins between the end of the pocket and the end of the suit

Sleeve Length Adjustment

120 min Increase - 0.75 inch Decrease - 0.75 inch Buttons can be shifted

Closing Side Vents 120 min

Alteration at the Shoulders

NA Not Possible


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7.6 Gift Wrapping


Objective Providing value added service to the customer to increase the customer delight

Scope Covers the process, standards and guidelines for the gift wrapping as required by the customers of the purchased items.

Process Owner CCA/SM/ASM

Frequency As and when customer request for the gift wrapping

Trigger Event Customer request for gift wrapping

Process KPIs Adherence to the standards and the process

Gift Wrapping Standard Time

Weekdays - 5 minutes

Weekend and EOSS – 10 minutes

Gift Wrapping Standards

Stationery and Accessories Boxes of different shapes

Gift wrapping paper

Best wishes sticker

Gift wrapping knot

Tape cutter

Color Pens

Scissors

BOPP tape The gift-wrapping counter should keep minimum 3 types of gift wrapping paper as per marketing guideline for the season


1 Cashier asks the CCA in-charge of gift wrapping in case the customer wishes the product to be gift wrapped

Cashier SM/ASM

2 Show the customer the gift wrapping paper and packing material to select

CCA SM/ASM

3 Ask the customer if he wishes to remove the price sticker, if yes the CCA should only cut the prices from the swing ticket and must retain the barcode area with the merchandise

CCA SM/ASM

5 Do the gift-wrapping and put the best wishes sticker CCA SM/ASM

6 Hand over the gift-wrapped product to the customer in a carry bag with smile and Thank You

CCA SM/ASM


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7 Record the details of wrapping in the Gift Wrapping register CCA SM/ASM

7.7 Trial Room Management


Objective To provide a standard practice for managing the movement of garments going in and out of the trial rooms and preparing the trial rooms so as to provide good customer service and smooth operation within the trial rooms

Scope This module deals with the various guidelines for operating the trial rooms inside the store

Process Owner CCA/SM/ASM

Frequency As and when customer request for trial of the garment

Trigger Event Customer request for trial

Process KPIs Adherence to the guidelines and the process

Trial Room Operation Guidelines

Before allowing customers into the trial room, the CCAs must check: The labels and tags attached to the garments are intact The number of garments going in and coming out of the trial room must

tally There should not be any trial garment hanging in the trial room The garments for any hidden objects and /or damages Labels on the garment should be removed if obstructing the look and feel

of the garment Upon customer leaving the trial room, staff in-charge must check: The labels on garments to ensure that they belong to the store brand The price tags on garments and ensure that price tags have not been

replaced The garments for damages; e.g. lipstick stains, torn seams or zips, etc, that

may have been caused by the customer any discrepancy must be brought to the notice of the Store Manager

immediately Store Manager must ensure the following

Rooms are cleaned and price tags, plastic bags, hangers are removed regularly. Removed price tags should be reattached to the garments

Proper lighting and hooks are available in each trial room Garments are returned to the selling floor whenever possible after they

been tried


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7.8 Customer Feedback Mandatory for Company Owned, Consignment Franchisee Stores and recommended for B&S Store

Purpose

To obtain from the customer honest feedback on our products and services and thus improve our store

to offer the best of both

Process Steps

1. Use the time taken for billing to introduce the customer to the feedback form.

2. If the customer is unwilling to offer feedback or fill up the form, offer to take down his/her

verbal feedback and transfer it to the form.

3. If the customer fills in the feedback form and instead of filling up the contact details, submits

his/her business card along with the form, transfer to the form the name and contact details of

the customer on to the form accurately.


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4. If the customer does not fill in the survey or fills it partially, however fills in comments like ‘Good

service’ , ‘Bad range’ etc. , please translate these comments to survey scores based on the

following score guide

Good – 3

Excellent – 5

Bad – 1

5. At End-of-Day, the feedback forms are to be entered into the IT portal.

The process to enter the feedback form on the IT portal is as follows.

1. Login to IT portal

2. Click on to the link ‘Customer Feedback Form’. Enter the details as filled in the form.


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3. After filling in the feedback form details correctly, click ‘Confirm’ to enter the form into the

database. Similarly repeat the procedure for all the forms received in the day.

4. To update the status of the forms and note down action taken, click on the ‘Update on

Customer feedback’ link on the main screen.

5. On clicking this link, a list of all the feedback forms entered will be listed.


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6. Click on ‘Update’ for the form that is to be updated.


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7 After filling in the feedback forms received in the day and updating the status of feedback forms

entered into the system previously, logout.


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7.9 Handling Customer Thefts/ Shoplifting

y definition shoplifting is defined as the willful removal of goods from the store and crossing the

billing counter without paying for the same. In the event of such an occurrence, the Store

Manager should ensure that the situation is handled without offending the customer and should

always try and identify the cause of the theft and then try and counsel the guilty party.

Mandatory for Company Owned, Consignment Franchisee Stores and recommended for B&S Store

Guidelines in case of Shoplifting situation

Identifying and following the suspected customer The suspected customer must be seen to have taken and concealed

the goods, arousing suspicion of the intent The CCA witnessing the act of shoplifting shall immediately inform

the store Manger directly or through a co-employee, without losing sight of the suspected customer

The CCA and the store manager shall follow the movements of the suspected customer through the billing counter and reasonably confirm that the items concealed have not been billed

Approaching and challenging the suspected customer Upon reasonable confirmation of suspicion, the shoplifter must be

confronted. The SM/ASM to say the following to the suspected shoplifter outside/at the security counter. These issues should not be addressed on the shop floor

“Madam/ Sir, as part of our store procedure, I would like to please endorse your bill. This is as per company audit systems wherein we are required to check the customer’s bills for accuracy and correctness from time to time”

When approaching the suspected customer, the SM/ASM must act discreetly and professionally, as the customer is only a suspect and not a criminal

Speak politely and tactfully to the suspected customer without raising your voice or issuing any threatening remark or gesture

Searching for goods The SM/ASM will check off the items in the suspected customer’s

shopping bag against the bill and put a stamp endorsing the same provided no discrepancies are found

If there are unbilled item, the SM/ASM will inform the same to the customer, giving them an option to pay.

If nothing is detected in the shopping bag, the customer must be asked: “Ma’m/ Sir, do you have any unbilled products of our store in your possession to declare?”

If he / she declares the merchandise then give him/her an option to

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pay for the same If the customer denies having anything in his/her possession and the

store Manager‘s suspicion persists, then he needs to check the suspected customer physically including his/ her handbag if any; after obtaining authorization.

In the event that the suspected shoplifter is a female the check needs to be done only by a female staff. If she is not available, no physical check should be performed

A female CCA should be present all times if the suspected customer is female

Handling Resistance If the suspected customer resists verification, the store manager

should say: “Madam/ Sir, since you are now resisting verification, I am afraid that we are constrained to prohibit your departure and are left with no alternative but to inform the police”

In case of minors and senior citizens, their parents/guardians should be summoned

Taking Action In the event of no goods being recovered from the suspected

customer, all emptied items must be returned to shopping bag neatly and apologies for the inconvenience caused

In the event of detection of shoplifting , The store manager to inform the customer about the recovery and give an option to the customer to get it billed, if the customer does not do so, the store manager is should take one of the following action based on the situation and his judgment:

Let the shoplifter go with a stern warning

Call the parents of the offender if he/she is a minor Manager must exercise extreme care and tact when dealing with

shoplifting cases. This is to avoid a wrongful arrest, which may give rise to unwanted consequences

No intimidation /threat either verbal or physical is to be used in any manner whatsoever


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7.10 Internal SLAs – Customer Service

Service Incident Responsibility Committed Time Measuring Authority

Customer Greeting CCA <30 Seconds SM/ASM

Checking for the right sizes & informing about the availability status in store

CCA <5 minutes SM/ASM

Checking for the right sizes & informing about the availability status on all India One Stock

CCA <5-8 minutes SM/ASM

Approval of return/exchange of defectives

SM/ASM <5 minutes SM/ASM

Waiting time at the cash counter

Cashier <3 minutes SM/ASM

Gift Wrapping CCA Weekdays <3 minutes Weekends & EOSS < 10minutes

SM/ASM

Waiting for trial room CCA < 5 minutes SM/ASM

Alteration CCA Weekdays o Trousers –

40 min o Suits –2

hour

Weekend and EOSS o Trousers – 3

hours o Suits – 6

hours

SM/ASM

Thanking Customer after each transaction/interaction

All Staff < 3 seconds SM/ASM

Returning of customer belongings

Security/CCA < 30 seconds SM/ASM

Putting new clothes on mannequin

CCA <10 minutes SM/ASM

Uncluttered cash tills Cashier Every hour SM/ASM

Request for drinking water CCA/Helper <5 minutes SM/ASM

Injuries First Aid CCA <1 minutes SM/ASM

Dealing with customer feedback

SM/ASM <10 minutes SM/ASM

Phone call pick up CCA Within 3 rings SM/ASM

Action and feedback to customer on his feedback

SM/ASM <24 hours


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8. Stock Management

8.1 Stock Inward/Receiving

Process Type Compulsory for all company managed, franchisee managed consignment stores

Objective Lay down the process to be followed and standards to be adhered to at the time of receiving stocks at the store from the warehouse to ensure proper accounting and reduce any discrepancy

Scope Limited to the interaction between the transporter and the SM/ASM taking the delivery at the store and shelving guidelines


Frequency Every time whenever goods are delivered at the store

Trigger Event Transporter reaching at the store with the consignment

All goods are dispatched from the warehouse (Bangalore) to the sales point (Store location). The goods

are dispatched as per the dispatch plan based on orders on a stock transfer basis.

The following documents will be sent to the store along with the goods:

Delivery Note

Delivery Challan (DC)

System generated packing slip

Lorry Receipt (LR)

8.1.1 Goods Inward (GIR Process)

The stores have to follow the GIR process which is mentioned below :

Step I: When the stock is received

When stock is received in the store, the store personnel have to confirm the LR & DC numbers in the

system, then take out the print out of the receipt and after signing and stamping it, hand it over to the

transporter. The procedure for the above is as follows:

The store has to firstly log into the Showroom Support System:

After Login, the Menu page of showroom support system is displayed. In this page, select the

“STORE STOCK CLAIMS” button to get into this system.


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When any stock comes to the store, the LR number has to be immediately confirmed in the system.

To find out the LRs yet to be confirmed, click on: CONFIRM LR RECEIPT

All the dispatched stock details with LR Number, DC date, number of cartons & Quantity which are yet to

be confirmed by the store will be listed as follows:


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Please select the particular LR which has been received and is to be confirmed. Clicking on that LR will

open the LR confirmation screen which looks as follows:


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In this screen, the details to be entered for a particular LR number are:

1. On which date did you receive the stock,

2. The number of cartons which were received


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Any other details which were observed and felt relevant to be entered can be done in the details

tab, for example

1. If cartons were open

2. Madura tape from carton was torn and any other tape was applied to seal the carton

3. Any such other observation which the store manager felt was relevant.

Once all the details have been entered, click on the button “Update”, the following screen is shown:

Click on the DC number for which the receipt has to be printed. The window will be directed to the

following screen which depicts the details of that particular DC number.


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Click on “Print” button to print this. After printing, enter the name of the receiving person in “Receiver Name”, sign in “Receiver Signature” area and put store seal in “Store Seal” option and hand it over to the transporter’ who has come to deliver the stocks. Once the delivery is cleared then physical inward of stock and scanning is done.

Material Scanning

PT Files comes to the Shoper by automatic synch that happens with HO server every

hour.

Open the carton & take out the packing list

Physically count the stock before scanning it

Scan all the boxes at one go

Check the quantity scanned against the one mentioned in the DC & packing slip. Also

cross - verify value - it must tally

MRP of individual items should be cross checked

Take the print out of GRN (Goods receipt note) and file it


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Step II (a): If the stock delivered is in accordance with the LR & DC details.

When a particular delivery has been received in full, then after confirming the LR receipt , go to first store stock screen, the store stock claims management Menu screen and click on the “Confirm Fully Delivered”.

After clicking you are directed to the following screen:

Click on Confirm

Fully Delivered


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Click on the check box for whichever DC you have received in full and then click on “Update”. The

system will update that there was no shortage for that particular delivery. Step II(b): If the stock received is not in accordance with the LR & DC details

When any problems with the delivery have found, i.e. the details of stock in DC, for example there may be a shortage, excess or mismatch. This can be either in number of cartons, number of pieces of stock or in value of the stock listed on DC vis-a-vis the one actually delivered, then the store manager has to register a claim on the system to signify a problem in delivery which either has been caused during the transit or was due to a mistake in warehouse while sending the delivery. For this purpose, to register the claim, go to “Store Stock Claims Management Menu” and the click on “Register Claim”. However, first make sure that you have confirmed the LR details as only confirmed LRs will show in the register claims window.

Tic for DC

which is fully

Delivered

Click on Update


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The window will show this screen:

On this screen, click on the particular DC number for which a problem has been found while inwarding the stock or counting the stock. This action will direct the window to the screen below for registering claim:

Click on

Register Claim

All the confirmed

DC numbers are

listed


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Now in this, there are 8 options to choose from in the status drop-down menu. They are as follows:

1. Carton Shortage 2. Carton Excess 3. Carton Mismatch 4. Piece Shortage 5. Piece Excess 6. Piece Mismatch 7. Value Mismatch 8. Others

1. Status: Carton Shortage:

Now, let us say that the problem is that number of cartons delivered is less than number of cartons in DC. In such a carton shortage scenario, select the option “Carton Shortage” in the “Status drop-down”. Then in the Carton Number drop-down, it would show all the carton numbers which were sent under the selected DC number. From this drop-down, select the Carton number which is missing and enter any particular details which are felt or see as relevant to why or how this carton may be missing and then click on update to register this claim.


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After clicking on “Update”, the claim is registered in the system and the window will move back to the previous screen.

2. Status: Carton Excess If the problem is that number of cartons delivered is more than number of cartons in DC. In such a carton excess scenario, go to “Register claims”. In the status drop-down, select carton excess, and in the details bar, the details of the excess cartons should be written in the following format: “Received 1 carton extra numbered 32452553125 containing 24 T-shirts.” After this click on Update button, the claim has been registered and the screen goes back to the previous window.

Select the Carton

number which was

short received

Update

Fill any relevant details

Select the Claim


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3. Status: Carton Mismatch

If the problem is that the actual carton number does not match the carton number printed on LR, there are mismatched cartons which have been delivered, then go to the “Register claims”. In the status drop-down, select mismatched carton, then select the carton number from the carton list which has not been delivered and in the details bar, the details of the mismatched carton received should be written in the following format: “Received 1 carton numbered 32452553125 which contains 24 T-shirts, this carton is not in the DC and has come in place of carton number 23429141289.” After this click on Update button, the claim has been registered and the screen goes back to the previous window.

Click Update

Select the Claim


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4. Status: Piece Shortage

If the problem is that in some cartons, the number of pieces physically present is less than the number of pieces written in the DC, then there are pieces short, go to “Register claims”. In the status drop-down, select Piece Shortage, and then in the Carton Number, select the carton number where there is shortage. In the Details, write the number of pieces which are short and their style codes and finally click on Update.

Select the Claim

Select the Carton

number which has

shortage


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On selecting the carton number, the style codes, size and quantity in this carton is displayed. Select the ones which are short and in the space write the number of pieces which are short and click on Update to register the claim.

5. Status: Piece Excess If the problem is that in some cartons, the number of pieces physically present in the carton is more than the number printed on the DC, then there are excess pieces, go to “Register claims”. In the status drop-down, select Piece Excess, and then in the Carton Number, select the carton number where there is excess stock. In the Details, write the number of pieces which are excess and their style codes and finally click on Update.

Select the Claim


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6. Status: Piece Mismatch If the problem is that in some cartons, the style code printed on the DC does not match the one on the garment, then there are mismatched pieces, go to “Register claims”. In the status drop-down, select Piece Mismatch, and then in the Carton Number, select the carton number where there is mismatched stock. In the Details, write the number of pieces which are mismatched, their style codes and the style codes of stock which were actually supposed to go and finally click on Update.

Click Update

Select the Claim


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7. Status: Value Mismatch If the problem is that the value of stock in DC is not same as that of stock which has been delivered, then “Register claims”. In the status drop-down, select Value Mismatch and then in the Carton Number drop-down select the carton number in which there is stock whose value is mismatched. In the details box, write the style codes of stock, their tag price as well as their system price and click on Update.

Click on Update

Select the Claim


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Claim Status Report To check the status of claims submitted by the store, the link “Claim Status Report is used. Click on this button in “Stock Claims Menu”. The screen is directed to the below displayed screen

In this window, select the time period in which the claim had been submitted, after that select the claim type which you had submitted and then click on “Submit” button. The window shows which claim was submitted and what response has been given from back-end to that claim.

Select the Claim


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Print Receipt for Transporter

If for some reason, the transporter receipt was not printed while confirming LR receipt, it can later be

printed by clicking on ‘Print Receipt for Transporter’ After clicking, the following window is displayed.

To print

receipt


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On this window, select the DC number for which printing the receipt is required. The window will display

the receipt page. Click on the ‘Print’ button on this page and the required receipt will be printed. The

window displayed will be as shown below:

List of DCs for the

confirmed LRs

Receipt required to

be printed. Click on

the DC number.

Click on this to print

Click on this to go back

to the previous screen


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8.1.2 Arrangement of Stocks

While arranging merchandise in the Backroom:

Arrange style code /brand wise as far as possible.

During a sale arrange it size wise.

Do not remove covering from any of the pieces.

Arranged such that the barcode sticker is easily visible.

While arranging merchandise in the Showroom:

Remove Poly bags first from all clothing except very light colors like cream, white.

Stack as per the VM instructions and near relevant visuals.

Follow Color Blocking (Refer to VM manual) to give a pleasing appearance.

A minimum of 4 shirt pieces and 7 trousers should be displayed in each style code.

Keep the entire collection together.

8.2 Goods outward Process

Any goods that go out of the showroom without a cash memo (bill), credit card memo or exchange

memo should be recorded as a goods outward transaction.

Reasons for goods going out of the store without billing can be:

Stock Return(H.O.)

o Defective goods

o Return back to ware house

Issue against authorized letter

Inter Store Transfers

8.2.1 Stock Return

8.2.1.1 Consignment Stores – Stock Return

Stocks sent to the showroom can be returned only after getting the desired quantity approved in

writing by the Retail Executive/Retail Operation Manager.

All garments that are being returned should be recorded style code wise with value on the

'Stock Transfer Note' (GOR).


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Product complaints are not to be clubbed with stock returns. Both need to be sent separately.

The GOR copy and the declaration accompanying the product complaint stock must clearly

mention ‘Defective Garments’. The carton should also mention the same. A copy of GOR copy

must be put inside the carton. All defective garments should be accompanied with product

complaint form.

For garments with the missing barcode ask for reprinted fresh barcodes from the merchandising

team and tag it before it is returned to the warehouse. No garment should leave the store

without barcode tag.

All the returned goods lot should be scanned for generating GOR. There should be one GOR for

one carton and a copy of the GOR must be attached along with the declaration.

The value and style code of goods should be matched from GOR copy/Goods declaration copy to

catch any error due to mismatch of MRP, Brands and Products

After making the GOR, quantity of stock to be returned should be intimated to the concerned

Retail Executive to get his/her approval.

Once the approval is got from the RE, the quantity is notified to the concerned person at the

warehouse and a transporter will be arranged to pick up the garments from the showroom. This

confirmation from the warehouse will be sent to the showroom, which should get the goods

ready for pick-up.

The goods sent back to the warehouse should be neatly packed in polybag, product boxes and a

maximum of 36 pieces (shirts) and 18 pieces (trousers) only should be packed per carton along

with tags attached with garments

Only one product must be packed in one carton. Products should not be mixed and packed in

the same carton

Blazers and suits should be packed in their respective special cartons designed for them.

Packing of cartons should be as per the following conditions:

o No torn carton should be used for packing

o Exact quantity of product should be kept as per product box capacity. No overstuffing in

cartons

o Seal the boxes with tape at all opening


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The following documents are required for dispatch of goods from showroom:

o VAT Form ( depending on state)

o GOR (3 copies)

o Goods declaration copy of goods in the cartons

o Lorry Receipt Copy

o Delivery Challan

o Quality category of goods inside the carton

The declaration should clearly say number of cartons and number of pieces and also GOR

numbers. Copy of the GOR must be attached along with the declaration. Relevant copy must be

put inside every carton.

Call and inform the transporter to pick up the goods .Hand over the goods to the transporter

when they come along with documentation.

If these procedures are not adhered to and the goods are detained at check posts, or if products are

received in damaged condition, the company will be forced to debit the showroom for expenses

incurred and penalty borne due to lack of adherence to the comprehensive documentation/procedures.

8.2.2 Issue against authorized letter

There will be circumstances where the showroom will be required to give a garment to a

customer/agency against a promotion or for a photo shoot. Such issue of Garments will need specific

authorization letter/email from the National Operations Manager.

No amount for such material should be charged. It would be debited automatically by HO from

the persons account.

The copy of authorization letter should be kept along with GOR for audit purpose.

These copies of authorization letter and GOR should be sent to HO when asked.

8.2.3 Inter Store Transfers

Inter store transfer can happen in two ways:

Garment is exchanged by another garment:

o This happens by the mutual understanding of showroom. Goods between the

showroom can be transferred by making return exchange bill.


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Merchandise is permanently transferred

o Transfer of goods can happen only after the approval of ROM or RMM.

o In this case, the garment is transferred so GOR has to be made.

o Once the approval is got from the ROM, the quantity is notified to the concerned person

at the showroom and at HO and a transporter will be arranged to pick up the garments

from the showroom.

o The goods sent back to any store should be neatly packed in a polybag, product boxes

and a maximum of 36 pieces (shirts) and 18 pieces (trousers) only should be packed per

carton.

o Hangers should be arranged for transfer of suits and jackets

o Declaration form should be sent with the consignment.

o Take out 3 copies of GOR. One copy goes to HO, one to lorry driver and the original is

kept in the store.

8.3 EOSS and Promotion Processes

8.3.1 End of Season Sale (EOSS)

End of Season Sale is an activity that generates a lot of business for the brand and hence needs to be

planned out properly.

Frequency - As per requirement of the brand, but not exceeding twice a year:

July-August: marking the end of spring-summer season

January-February: marking the end of autumn-winter season.

Merchandising Activities:

Stock plan: The stock plan mainly defines the number of pieces that will be required during the

sale. The store manager confirms the same to the Merchandising team. The stock plan helps the

merchandisers to decide the quantity of merchandise to be dispatched to the store.

Identification: One week before the sale begins, the merchandising team sends the list of style

codes in each category, which will be put on discount, along with the discount structure. Core &

Regular style codes are never put on discount since they are available through the year.

Separation: In the backroom merchandise, the store staff should separate the discounted style

codes from the fresh ones.

Tagging: Tags of different discount structures are sent by the HO. These should be tagged to the

garments according to the structure given. However, if the tags are not available, the store team

should paste stickers of different colors for identification of discounted items.

Arrangement of Stock:


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A night before the sale begins, the merchandise is arranged Discount-wise. Area can be allotted

according to the discount structure. Within that area, merchandise can be displayed according

to the sizes. E.g., within the area allotted to 20% discount, there can be separate shelves for size

39 and likewise for other sizes.

As much merchandise should be displayed as possible within the norms of visually appealing

aesthetics. The idea is to make the customer feel that a lot of stock is available on discount and

it is a good opportunity for them to grab the same. However, care must be taken to ensure that

we do not over crowd our shelves

In shirts, different style codes may be mixed and displayed. The shirts may be stacked in head

and tail arrangement to facilitate maximum display of pieces. However, the entire arrangement

should look neat.

If required, extra tables may be put to arrange the stock.

Enough number of shelf talkers about the discount structure should be put across the store for

the convenience of the customers.

A separate area of fresh arrivals should also be made with a mix of core, regular and latest

collection style codes on display.

Visual Merchandising:

VM props like shelf talkers should reach the store at least 1 day before the sale begins.

On the previous night, the VM implementer should paste the flex and other banners announcing

the sale.

The sale merchandise should be put on the mannequins

Staff Responsibilities:

The Store Manager should define the staff responsibilities and put down certain rules to ensure that sale

continues smoothly:

The store should be open for as long as possible. The Store Manager should try and take

permission from the concerned authorities to extend the business hour beyond regular working

hours.

The Store Manager should communicate the discount structure on all categories to the staff a

day in advance. All confusions should be cleared out so that there is no mistake while attending

the customers.

Any change in the discount structure during the sale period should be communicated to the

staff at the earliest.

The incentive structure should also be communicated.

During rush hours, the CCAs should just direct the customers towards the various sections and

help the ones trying out trousers or suits and blazers.

The CCAs should keep arranging the stock through the day so that the store does not look

messy. The staff should keep replenishing the stocks from the back room.


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The Store Manager should order for more stocks based on the sale in the past week and

expected sale in the coming weeks. Ordering in excess should be avoided since pull back of the

sale merchandise is kept to a minimum or avoided at best. Thus excess ordering can lead to high

inventory levels of dead stock in the store.

Process check

The Store Manager is responsible for ensuring that the entire End of Season Sale process is

carried out smoothly and efficiently.

The Store Manager should ensure that the discount structure is followed properly. In case of any

discrepancy in the same, the Store Manager is held accountable


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9. Staff Management

9.1 Staff Grooming Standards

Store manager has to check the following standards daily at the time of morning staff briefing. The CCAs

not confirming the standards should be asked to correct the same immediately or should be sent back

for half day.

Mandatory for Company Owned, Consignment Franchisee Stores and B&S Store

Staff Grooming Standard

Teams to be in uniforms always Uniforms must be complete (with name badges,

ties/scarves/dupattas), neatly ironed and stain free Uniforms must not be used when not on duty Shoes (if Formal) should be polished, low heeled worn with

prescribed color socks both for males and females ( If Casual) Should be neat without wear and tear.

Hair Cut & Shave For men Hair should be neatly trimmed and tidy and should be free of oil and

dandruff Men with beard (Sikhs) are required to wear a net. For Women Hair should be professional looking and neatly maintained Loose strands should be pinned away from face Hair to be clean and free of oil and dandruff Flowers are not allowed to be used as hair adornments Nails and Hands Finger nails must be clean, trimmed and well maintained Finger should be free of nicotine stains For females, light neutral color nail polish to be used. Nail should not be cracked or chipped. No Mehandi for Women Make Up(For Women) Lipstick should be of a sober/or prescribed color Basic make-up is a must. Eyeliner should be thin and neatly applied Powder should be used to reduce the greasiness of the face Body Odor For Men & Women - Do not use very strong perfumes or deodorants Use good quality deodorants after bath under your arms to avoid

body odor Mouth Fresheners Chewing Gums should not be used


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If you are a smoker, use a mouth freshener immediately after a smoke. Smoking & alcohol is not allowed anywhere in the store or in the close vicinity of the store

No Gutkha, pan masala or any tobacco product should be chewed during the store working hours

Jewellery No heavy Jewellery should be worn by Store Managers to CCAs men

or women Subtle rings & wristwatches are allowed Stud earrings only for women Upto two gold/silver bangles are permitted. Upto two rings, one on

each hand are permitted General Hygiene Any kind of wounds should be covered with waterproof plasters Unpleasant personal habits like picking nose, ill mannered, sneezing

etc should be taken care Please do not report to work in case of any contagious disease

9.2 Staff Uniform Policy


The uniform must not be worn outside the work premises

The employee will be responsible to ensure a neat and presentable uniform at all times

The uniform must not be lent to anybody

If the uniform is not presentable, the employee is responsible to inform store manager

immediately so that the same can be replaced

If the employee loses the uniform or leaves the company within 3 months of joining, a sum

equivalent to the cost of the uniform provided will be recovered from the full and final

settlement


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9.3 Staff Scheduling


bjective of staff scheduling is to provide a detailed and accurate staff requirement throughout

the working day to match forecasted business levels. Scheduling takes into account, company

policy, staff performance, working time regulations, breaks and minimum staff requirements.

However customer traffic is not uniform, with weekend traffic being higher than weekday traffic, walk in

being higher in evenings than mornings etc. Traffic count is an important tool in understanding the staff

requirements. It enables the retailer to avoid the problems of over and understaffing.

The process for staff scheduling is as follows:


1 List all the employees in the store SM/ASM SM AM/RM

2 Collect from CCA’s the leave plan for the next 1 month by the 25of the previous month

SM/ASM SM AM/RM

3 Prepare the staff schedule for the month as per the format. SM/ASM SM AM/RM

3.1 All leaves / weekly offs / breaks will be scheduled with the thumb rule of 1/3 rd at each break while keeping the availability of 80 % at 6.00 p.m. onwards with the current weekly off

3.2 Mention the days on which the CCA is on leave in the schedule

3.3 A similar schedule for the cashier is also to be prepared

3.4 The above exercise is done once a month and must be finished by the 25th of the previous month for the month in question.

3.5 No weekly off on Saturday or Sunday

3.6 ASM, cashier and SM weekly off should not coincide

4 The staff attendance against the schedule is to be checked on a daily basis

SM/ASM SM AM/RM

5 In case there is any unplanned absenteeism, ASM will reshuffle the staff breaks so that there are adequate numbers of staff at any point of time in that section

SM/ASM SM AM/RM

6 Throughout the day the SM/ASM has to monitor the schedule to check adherence to the schedule

SM/ASM SM

7 The effective staff schedule should be pasted in the staff area all the time

SM/ASM SM

O


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9.3.1.1 Annexure: Staff Schedule Format

Against each CCA name SM/ASM to specify the break time, store opening/closing responsibility, stock

take or any other activity planned for him/her.

Sr. No.

CCA Name

Reporting Time

Department Weekly off

Sat Sun Mon Tue Wed Thu Fri

Jan 9

Jan10 Jan11 Jan12 Jan13 Jan14 Jan15

1 X Shirt Wed W/O

2 X Shirt Mon W/O

3 X Suit Thu W/O

4 X Suit Wed W/O

5 X Suit Tue W/O

6 X Shirt Thu W/O


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9.4 Training


9.4.1 Employee Training

Objective

The objective of this training is to familiarize the new franchisee with the MFL’s culture and introduce

him to various departments, functions of the organization and all that is required for him/her to carry

out their roles successfully. This induction training aims to do that.

A. Associates

1. Pre Joining Induction -Hygiene Training

Duration: Two days

Covers Basic of Retail Business and Customer Service

B. Store Managers

1. OJT On Boarding

When: Within first 15 days of Joining

Covers: Modules on Leadership & Excellence in Store Operations and Experiential Learning

2. Corporate Induction

When: Within 60 Days of Joining

Covers: ABG-MFL, HR Processes, C&B, Legal Awareness, ABG Values

Overall Methodology

On Boarding is conducted through a combination of Online and Buddy led training and Induction

through classroom sessions.

Trainers

Area Manager/Regional Manager

Madura Training Team

Staffing Partners


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Learning Life Cycle of a CCA

Learning Life Cycle of a SM


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9.5 Store Staff Meetings

The Store manager has to maintain regular communication with the team in order to:

Keep a track of daily store happenings

To update the staff on various store issues

To motivate the staff through their involvement

To make the team aware on what is expected from them and what is the approach towards it.

Daily Meeting/Briefing

The store manager is required to conduct a meeting with the CCAs everyday for 15-20 minutes before

the first customer entry in the morning. Agenda for this meeting includes suggestions on the following

issues:

Staff Grooming

Target achievement till date

Target for the day

Analysis of slow and fast moving products

Issues or problems related to team, stock or store operations

Any training; if scheduled

Team performance – applaud the good performers and motivate the slow movers

Information from corporate office

Team Motivation

Small team building exercise on periodic basis

Any new information regarding stock, promotion, brand or company

Customer experience or best practices

Strategy for increasing sales in the coming days

Promotions planning and review

Review of new introductions

Merchandise Returns

Visual Merchandising

Quality and customer service efficacy

Complaints

Any other extraordinary matter


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Monthly Meeting

The store manager is required to conduct a meeting with the CCAs on the first or second day of every

month on a designated day every month . Agenda for this meeting includes:

Overall performance of store

Discussions on discrepancy in target achievements

Results of current month / previous month promotion results.

Personnel news

New product introduction

Strategic changes

Promotion Performance

Customer care

Store Assessment Report

Competition Update - Benchmarking

Ongoing Communication

Give the staff feedback on customer care, complaints.

Provide feedback on the staff's performance

Communicate and reaffirm the merchandising and house-keeping standards

Inform them of promotions in advance

Take up any stock/quality issues

Resolve issues related to wages/holidays, attendance, and personal problems

Complement the sales staff on kind of target achievement.

9.6 Staff Payrolling

The salaries of staff will be processed subject to proper attendance upload in the ERP systems of staffing

agencies by the respective SM/ARM. Attendance needs to be uploaded as per the attendance cycle

prescribed by staffing agency and all timelines need to be strictly adhered. Care must also be taken by

the authorized representative (SM/ARM) that the employees are mapped to the right store codes while

uploading attendance. All employee transfers from one store to another preferably must be done only

during the beginning/end of a payroll cycle and not in between. All transfer notifications should be done

in accordance with the relevant policy and must be immediately notified to the Regional Retail HR and

updated with the staffing agency as well.


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9.7 Staff Appraisal

Staff Appraisal is the process of evaluating the overall performance of an employee based on the

performance against each defined KRA and discussing areas of improvement. The guidelines for the

same are as follows:

Appraisal Guidelines

For the purpose of Appraisal, store manager should use the predefined KRAs for ASM and CCAs for:

Individual Sales Target for the Period

Individual Responsibilities

Individual Targets for each category

Brand Delivery

Customer Satisfaction Level

SOP Adherence The sales performance of each CCA can be tracked through the POS system The store manager should also have a weekly talk with the team on:

Individual Target Achievement

Performance in other given responsibilities

Strengths and Weaknesses Month end appraisal should include:

Evaluation of performance against each parameter stated in the KRA

Initiatives taken

Monthly attendance

Highest bill value and number of invoices

Appreciation of good work

Guidelines on how to improve the weak parameters

Process Flow


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The KRAs for CCAs and SMs are predefined and locked in the system at the beginning of the financial

year. Targets are given to the Store employees on a monthly basis offline.

The Performance Appraisal for Store employees is done in the 1st week of each month in the e-PMS

module on Sampoorna called Saadhya. The SMs do the appraisal for CCAs and ARMs do the appraisal for

SMs. They enter rating on a scale of 3 (3 being highest and 1 being lowest) against each KRA and arrive

at an overall rating for the month.

The Saadhya ratings are captured each month and have a bearing on the annual and mid year Salary

increment for the Store employees.


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9.7.1 Non-monetary rewards and Recognition

The custodian of all non-monetary rewards is Brand and Retail HR. However the inputs for the same

come from the SM who tracks the associate’s performance and similarly with the ARM who tracks SM’s

performance.

1. At the very basic level, MG has the culture of saying “well done, it’s appreciated”. This is to be

said by manager/ any ops team member/HR/leadership whenever a team member does a great

job of anything even if part of the job. This ideally should be said publicly in front of all store

employees.

2. The monthly STAR Award is a rolling star which goes to the best performer. This is given to both

the Associates and SMs.

(a) STAR ASSOCIATE: In the store, the best performer adorns the STAR, but the eligibility lies on

target Store Target achievement. The STAR remains with the Store Manager and he adorns

it to the best performer every month.

(b) STAR STORE MANAGER: In a particular region under and ARM, the SMs of the top three

Stores get the STAR from their ARMs.

3. Special Recognition Awards

During the festive times and EOSS special reward schemes are announced to appreciate

performance. The recognition is at the team level and based on Performance of the Store.

4. Value Championship

Madura believes in appreciating manifestation of Group Values. A bi- annual Value

Championship is run to Award to recognize and appreciate the Value Leaders among Retail

Frontline. (Individual and Team)

5. Anniversary with Madura

Completion of years with Madura is celebrated for each Store Managers with a Card specially

signed by Head HR and an appreciation Gift Voucher.

6. Retail Buzz…

The monthly Retail Magazine released every 15th of the month. It’s a platform to share success

stories, brand news and people engagement initiatives.


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7. Retail Oscars

Annual Awards for the Associates and Store Managers.

Internal Talent Management through LeRA: Leadership program for Retail Associates

LeRA is a fast track program for hi-performers at stores to move to the next career level in Retail. LeRA

level 1 enables the store employees to move from a CCA to SM level and LeRA level 2 enables the SMs

to move to an ARM level.

Process:

1. All store employees who have completed 2 years in the system and have an overall performance

rating of >=2 can apply for LeRA.

2. Employees go through Assessment Centres for initial short listing

3. Employees who clear Assessment Center then go through Panel Interviews and those selected

move to the next level.


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9.8 Exit Policy


Objective To ensure smooth transfer of responsibilities and control in case a MG Retail employee leaves the organization.

Scope This process lays down the policy and the procedures which are to be followed at the time of exit of any employee

Process Owner

Frequency Whenever a employee leaves the organization

Trigger Event Employee Resignation

Standards The operations handled by the leaving employee are smoothly handed over to the concerned people without any discrepancies arising.

There is a full and final settlement of the employee’s account with the company.

Rules

CCAs and Senior CCAs in staffing agency roles must serve a notice in writing 15 days in advance to the Store Manager and the RM/AM.

Assistant Store Manager and Store Manager in manpower roles must serve a notice in writing, 30 days in advance to the RM/AM and the Operations Manager.

Assistant Store Manager and Store Manager in MG roles must serve a notice in writing, 3 months (or as per appointment letter) in advance to the RM/AM and the Operations Manager.

EXIT interview has to be conducted by any superior not directly connected to the exiting employee in the format provided.

Relieving letter, Employment certificate and Full & Final Settlement can be with-held at the discretion of the organization, if employee abandons the services, or does not comply with the notice period and the terms of employment contract.

Relieving letter and employee service certificate will be issued to employee only if the following formalities are completed.

o Formal notice of resignation o No dues certificate received from respective authorities.


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The Outgoing Employee


CCA/ Sr. CCA

The CCA must familiarize a fellow CCA with his job responsibilities if he handle a particular section or specializes in any department

The store manager must communicate the leave notice/resignation letter to the HO immediately to expedite the settlement process

SM AM HR/ RM

ASM Similar process has to be followed in case the ASM has served a notice, but

If the store does not have the store manager, the relieving process of ASM will be the same as that of the store manager

SM/AM AM HR/ RM

SM The AM/RM will ensure reconciliation is arranged for the following before handing over the responsibility

o Stock o Cash and Credit Settlement o Settlement of Manual bills o Store and company assets

AM RM HR

All the employees needs to hand over the training material and other official documents given by the company before leaving

Company will initiate the transfer of PF/Gratuity after receiving the necessary documents


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10. Store Accounts Management

10.1 Cash Settlement


Objective To reconcile cash sales figure with the actual cash generated so that the right amount of cash is remitted in the morning to the bank

Scope The module deals with the procedure to be undertaken at the day end to reconcile the actual sales and cash

Process Owner Primary Owner – Cashier, Overall Owner – SM

Frequency Daily

Trigger Event Store Closing

Standards All the manual bills have to be fed in the system before generation of PIS

The whole procedure of cash settlement has to be completed during the night itself

Process KPIs Zero instance of variation of more than Rs. 30 between actual cash and system cash

Adherence to the timelines

Adherence to the procedures


1 At the end of the day, tally the physical cash collected with system generated cash after feeding manual bills

Cashier SM/ASM

2 Cashier should report the physical and invoiced cash amount to the store manager

Cashier SM/ASM AM

3 If the shortage is less than Rs. 30 it can be adjusted from petty cash but this should not be more than Rs. 150 in one month

SM/ASM SM AM

4 If shortage is more than Rs. 30 then all the transactions are rechecked, along with the manual bill entry. Still if there is any shortage, it should be charged from cash counter attendant

SM/ASM SM

4.1 If shortage problem is a regular occurrence, then it should be brought to regional manager’s notice

SM/ASM AM RM

5 Any excess in cash should be transferred to petty cash account and cannot be adjusted against shortage of previous day

SM/ASM AM RM

6 After checking the complete cash amount, generate 4 Pay-in- Cashier SM/ASM


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Slip (Except B&S stores)

7 Out of the four copies of Pay-in-Slip, two copies is given to the bank personnel who comes to collect cash and other two copies are to be filed (Except B&S stores).

Cashier SM/ASM

8 Fill manual pay in slip (provided by Bank) (Except B&S stores) Cashier SM/ASM

8.1 The amount mentioned in the PIS should match with the Cash Sales for the day

8.2 One PIS has to be generated for everyday (A single Pay-in-Slip cannot be generated for two or more days)

8.3 The PIS amount should match exactly with the Actual Bank Deposit

8.4 The Showroom Client Code Seal (MADGAR / PEBRAND) bearing the Showroom code has to be affixed on the PIS and it should not be filled manually

9 If for some reason printer is not on during the time of generation of pay-in-slip, then re-print option should be used. If printer is not working, the pay-in-slip has to be written out using the same stationery provided by the HO. The PIS number should be written down as already generated – no other numbers to be assigned. Remittances should at no time be discontinued for reasons such as printer not working or pay-in-slip not available (Except B&S stores)

Cashier SM/ASM

10 Put all the cash in a sealed envelope, the seal to be signed by cashier and the store manager. And the envelope to be kept in the safe

Cashier/SM

SM AM

11 This activity has to be completed during the night itself to ensure complete data transfer in night. This will ensure that HO receives correct sales figure next morning and would help in tracking the collection expected against the previous day sales

SM/ASM AM RM


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10.2 Credit Settlement


Objective To reconcile the credit card collections in order that the company’s bank account is credited

Scope This module deals with the proper accounting of the credit card sales at the day end

Process Owner Primary Owner – Cashier, Overall Owner – SM

Frequency Daily

Trigger Event Store Closing

Standards All the manual bills have to be fed in the system before generation of PIS

The whole procedure of credit settlement has to be completed during the night itself

Process KPIs Adherence to the timelines

Adherence to the procedures


1 Collect all the signed counter foils together Cashier SM/ASM

2 Feed all the manual bills Cashier SM/ASM

3 Reprint the transaction details from EDC machine. It is a security measure if in case any counter foils get misplaced

Cashier SM/ASM

4 Do the Day end settlement on EDC machine Cashier SM/ASM

5 Now run the submission procedure on POS.Also do the submission process for gift cards.

Cashier SM/ASM

6 Submit all the transaction after carefully checking. Avoid submitting the transaction that are cancelled or has some problem

Cashier SM/ASM

7 Run the realization process on POS Cashier SM/ASM

8 Submit all the transactions after checking carefully Cashier SM/ASM

9 Generate PIS for credit settlement Cashier SM/ASM AM

10.3 Cash Remittances

Process Type Compulsory for all company managed, franchisee managed stores

Objective Timely and secured remittance of cash in company’s account

Scope Starts from the assumption that the daily sales and remittance reconciliation has been completed as per prescribed process. An assumption is made that the cash is kept overnight in the cash drawer itself.

Process Owner Franchisee and Store Manager


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Frequency Daily

Trigger Event

Standards The amount of cash deposited should be equal to cash sale of previous day.

For all Company/ Management agent/ franchisee stores, as per process the PIS is to be generated and the cheque prepared and kept ready for pick-up the next day

In the event, that the previous day's cash is not remitted (by issuing the cheque the next day), the MA/ franchisee will have to pay the additional interest PLUS late charges to MG.

For company stores, previous day's cash MUST be remitted the next day or the below escalation process is to be followed

No holding back of cash is allowed

Process KPIs Zero instance of holding back cash

Adherence to the timelines


1 MF&L has an arrangement with reputed banks (Currently ICICI) wherein they will send their Cash Pick Up agency person to collect the cash from the showroom every day other than Sundays and declared bank holidays

Cashier SM/ASM

2 Hand over the cash deposit envelope to the cash collector from the bank who will be visiting at specified time. If he does not come at the specified time, wait for 30 minutes, then report the matter & arrange to deposit the cash at the bank branch

Cashier SM/ASM

3 Cashier or Store manager should check the identity of the cash agency person with his identity card and do not hand over cash if there's any doubt until it is resolved satisfactory

Cashier SM/ASM

4 All banks have an authentication way other then identity card. Please follow the courier or bank's authentication method

Cashier SM/ASM

5 Manual PIS (Pay In Slips) + computer generated PIS (duplicate copy) + the bank copy needs to be given to the cash pick up agency person

Cashier SM/ASM

6 Cash pick up agency person needs to then give a stamped, signed counter foil, which needs to be preserved, by the store till the next audit

Cashier SM/ASM

7 At the time of handing over cash, maintain the cash pick-up log file and take courier/bank person's signature for every entry made.

Cashier SM/ASM

8 Responsibility of store ends after handling over the cash to the courier

Cashier SM/ASM

9 Store should send the details of total cash, credit transactions to HO as instructed by the brand team.

Cashier SM/ASM

10 In any case, showroom should deposit the cash on the next Cashier SM/ASM


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day of actual selling, except in case of Sundays & bank holidays. If because of any reason, it is not possible then store manager should take permission from accounts dept. no excuse would be entertained for the same

10.3.1.1 Annexure: Cash Pick Up Log

Date Time Amount Received PIS No. Security Code Picked By Signature


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10.4 Manual Bill Management

10.4.1 Manual Billing (Regular and Discount)


Objective Define the manual billing process to ensure that all necessary details are captured to enable regularization of the same on the POS

Scope Billing only. There is a separate process on updation and control of manual bills

Process Owner Cashier

Frequency As required

Trigger Event Customer wanting to bill but computer not functional or item showing zero stock on hand

Process KPIs All manual bills are updated into the POS accurately with complete data as required being available

Use of manual bills should be restricted to the following situations only and every time with the

approval from ARM/RM:

• Shopper Crash

• Power failure

• If the item is not reflecting in the system

• If the price on garment tag is lower/higher than the system price, manual billing to done

for the price differential after taking permission from ARM/RM

Other combo offers

Approval from superior (ARM/RM) is a must before Manual Bill is generated

Manual Bill Management Guidelines

All the manual cash memos will be issued by the HO accounts department only Cash memos should be used strictly by the serial number Store must maintain a manual cash memo logbook Cashiers will see their requirements and will receive the new cash memo books from HO All finished cash memo books should be handed over to accounts after the monthly financial audit Cashiers will maintain a manual cash memo (hand-over/take-over) notebook Accounts and cashiers should sign all cash memos as well as the cash memo logbook All the manual cash memos should be updated in system before the day end procedure Copy of the printed bill should be attached to the manual bill copy


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Ensuring updation of manual cash memo is store manager’s responsibility Before End of Day it is mandatory to generate advances receipts for every manual bill generated during the day. Cash sale proceeds of Manual bills should be deposited on a separate challan the very next working day along with the rest of the cash sale proceeds If there is any problem then the store must coordinate with the IT department and/or operations department If any manual cash memo were not updated on time then it would lead to financial penalty for the showroom. In the case of Manual Billing the store manager MUST take the prior approval of the RM The ARM/RM by end of day must send a report to HO detailing

Store No.

Value of Manual Billing

Reason for Manual Billing

Time of Event

Number of bills and serial number The issue must be resolved within 10 working hrs of occurrence in case of weekday & 24 hrs in case of Weekend In case of an IT issue, the issue must be escalated by email to HO New manual billing books to be dispatched to RMs Fresh books to be reissued to stores by RM only after checking usage of already issued books Store Managers to ensure all manual books are updated in the system on a daily basis (in the format developed by Finance RMs to review the updation on a fortnightly basis

Procedure:

Cashier/ CCA stands up and greets the Customer, opens the manual cash memo book and

checks that carbon paper is inserted correctly

To ensure that we capture the correct customer purchasing history it is essential that a

customer who has purchased earlier at the Showroom is billed under the existing Customer

Code on the POS and if it is a Loyalty member from another showroom the Loyalty number is

captured correctly.

Towards this end the Cashier/ CCA asks the customer if He has purchased at the showroom

earlier. If the Customer has purchased at the showroom earlier, he proceeds to check if the

customer is a Loyalty member and has the Loyalty number available.

In case the Customer has purchased earlier at the Showroom and is a Loyalty member who has

the membership number available with her, the Cashier/ CCA writes the Customer’s full name,

telephone number and Loyalty membership number with the enrolling showroom name in

brackets on the Cash memo

In case the Customer has purchased earlier at the Showroom but is not a Loyalty member or

does not remember the Loyalty Membership number, then the Cashier/ CCA writes down the

Customer’s full name and telephone number and mentions “existing customer” in brackets


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If the Customer is purchasing for the first time at the Showroom but is a Loyalty member with

Loyalty membership number available, the Cashier/ CCA writes the Customer’s full name,

telephone number and Loyalty membership number with the enrolling showroom name in

brackets on the Cash memo

In case the Customer is purchasing for the first time at the Showroom and is either a Loyalty

member who does not remember or have the Loyalty membership number with her or is not a

Loyalty member, Cashier/ CCA writes down the Customer’s full name and telephone number

and mentions “new customer” in brackets

Cashier/ CCA bills the item and enrolls the member into Loyalty if applicable

Checks the mode of payment. If it is credit card follows Process: Billing (Regular & Discount)

Notes down the details of payment on the cash memo, signs and hands over the original copy of

the cash memo along with the change to the Customer.

Completes Billing process

Updates the Manual Bills Register

10.4.2 Manual Billing (Control and Updation)


Objective Ensure that all manual bills are accounted for and updated in the POS thereby ensuring the POS reports are always accurate Ensure accuracy of Daily Stock Counts & Physical Stock Verification

Scope Does not cover the resolution of the issues which caused manual bills to be made in the first place

Process Owner Cashier/ CCA / Manager

Frequency Daily

Trigger Event Before generating Daily Reports

Process KPIs All copies of all POS cash memo created to regularize manual cash memos and book copies of the Manual Cash memo should be CCAs referenced

Procedure:

Cashier/ CCA checks the pending Manual Bills Register for bills that are pending and checks if

the reason for manual bills has been resolved

If the reason is not resolved and the bill is pending for more than 3 days the Cashier/ CCA

informs the manager for appropriate escalation


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If the reason is resolved the Cashier/ CCA takes the book copy of the cash memo and enters it

on the POS on current date, enters the comment “Manual CM# 123” in the remarks window,

settles the bill as per tender mentioned on the Manual Cash Memo, saves and prints.

The cashier should make sure that while updating the Manual Bill in POS he adjusts the mode of

payment against the advanced receipts generated .

On the both copies of the POS Cash memo he writes the manual bill number and date to

indicate that this Cash memo was created to regularize that manual cash memo. On the book

copy of this manual cash memo he writes the POS cash memo number and date to indicate that

it has been updated in the POS

Cashier/ CCA now staples the customer copy of the POS cash memo to the book copy of the

Manual cash memo as supporting for having updated it in POS

The showroom copy of the POS cash memo is filed in serial number order along with other

copies for the day

The Cashier/ CCA updates the manual bill register and notes the details of # of bills, units, value

and tender break-up in the Day Sales Book for use when tallying sales and collections


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10.5 Selling Expenses Management

This objective of this process is to achieve the following objectives:

Ensure timely payment within 5-6 working days of receipt all approved claims / expenses

reimbursements at the Regional office.

Establishing effective cost control mechanisms to ensure that the business is not exposed to the

risk due to higher/unplanned expenditure.

Uniformity and standardization in systems, procedures and processes for expenses

management.

Defining the nature of expenditure that could be incurred with authorization levels to ensure

adequate control.

Timelines for Claims and Reimbursement

Expenditure claims shall be made by the stores in DMS.

The stores will have to send the original bills to respective Regional office with a copy of e-form

on DAY 0.

The bills are scanned in Regional office on Day 2 and goes for approval to RM.

The bills would be approved by the approved by RM in DMS and then it comes to Regional

Commercial. This approval process happens on Day 2 or Day 3

The bills would be scrutinized by BSS on DAY 4 and would be returned by BSS on the same day if

the same are not in order.

The bills would be processed and payments would be made by BSS within DAY 6.

(Note: DAY 0 indicates the date of launch of E Form)

Cycle for Bill Submission

The Stores shall submit bills Once a Month for all the expenses / claims pertaining to 30 days prior to the

submission date as per following timelines.

1st - 5th of every month

Mall expenses (CAM,Rent,Common Electricity, Facility & Utilities,Amenities,etc)

1st - 7th of every month

Petty Cash Bills


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Maintenance of Petty Cashbook and Expenses Records

All the stores should have proper records of all cash inflows and outflows. The records for sales

cash and deposits have to be maintained in Shopper itself. The Imprest reimbursements should

be recorded separately.

To fulfill this requirement, each store should maintain a Petty cashbook which will be used to

record all petty expenses incurred by the stores and reimbursements by HO.

The petty cashbook should have the details as to Opening and Closing balance of cash.

The E-form details of the expenses already submitted should also be maintained in the same

register.

The expenses recorded in the petty cashbook have to be authorized by the Stores manager and

the Regional Manager.

At every visit, the petty cashbook should be verified by the Regional Manager and the Closing

cash Balance should be certified by him.

For expenses recorded in petty cash book, a proper expenses file should be maintained which

should have all the vouchers for which the claim is yet to be done.

The Petty Cash Book shall be audited periodically in the Company’s auditors

The Stores wherein the entire expenditure is borne by the Agent is not mandated to maintain a

Petty Cash Book


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10.6 Petty Cash Management


Objective Management of cash for the normal day to day operations

Scope Petty cash only deals with the regular operational expenses and not for any large and capital expenses

Process Owner Store Manager

Standards Responsibility of petty cash lies with store manager. Petty cash should not exceed the budgeted figure.

Process KPIs Adherence to the processes, standards and timelines

Procedure

ROM sanctions the opening balance to the store for every month

The allotted amount would be transferred to Store Manager by accounts department at the

start of every month.

The petty cash amount is used for all the normal store expenses like

o Alteration charges

o Local conveyance for door delivery if required

o Small repair jobs towards electricity, plumbing

o Purchase of distilled water bottles & Styrofoam cups, Tea & Coffee expenses

o Stationery expenses for buying pens, pencils, staples etc., Courier & Postal charges

o Other miscellaneous expenses such as candy or toffee to be kept in the bowl, flower

arrangement.

Petty cash needs to be settled on daily basis

Cash vouchers need to be made for all the day-to-day expenditure (where bill is not possible).

All the bills & cash voucher needs to be approved by store manager first & then by the

ARM/ROE

In case of any excess or leftover from the previous month, this shall be adjusted from the next

month’s payment

As per DMS schedule all the bills of last month need to be submitted to accounts dept. after

taking the approval from ROM.

Report about the store expense should be sent to ROM in a prescribed format.

The petty cash book must be maintained every day with proper entries of expenses and

supporting bills/receipts. Please not e that the petty cash is to be kept separately and not to be

mixed with the daily sales proceeds cash box.


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11. Store Safety & Security

11.1 Key Management Process

Mandatory for Company Owned and Consignment Franchisee Stores and recommended for B&S Stores

Key Management Guidelines There shall be 3 sets of store keys. The following persons shall be in possession of the keys a) Store Manager b) Next level to Store Manager c) Area Manager / Regional Manager All the keys should be properly numbered If the store manager or his next level changes, the lock needs to be changed

11.1.1 Lost Key Process

11.1.1.1 In case of Store Main Key


1 The store manager is to be informed immediately (if he is not doing the opening

SM/ASM AM RM

2 If the store opening is to be done by anyone other than the SM then SM has to come with his set of keys and get the store open.

SM AM

3 If store manager is doing the opening and the key is lost then the closing executive has to be called who has another set of key

SM AM RM

4 The locks have to be changed immediately as soon as it is realized that the key is lost

SM AM RM

5 The store cannot be closed unless the locks are changed SM AM RM

6 The regional manager has to be informed for every event of key loss

SM AM RM

11.1.1.2 In case of Other Keys


1 All the locks for which, the keys are lost are to be changed immediately.

SM AM RM

2 The store cannot be closed unless the locks are changed SM AM RM


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3 The regional manager has to be informed for every event of key loss

SM AM RM

11.1.1.3 Annexure: Key Movement Register

Date Key No. Issued to (Name) Time of Issue

Borrower’s Signature

Time of Return

Security Signature


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11.2 Contingency Procedures

11.2.1 Black Out/Power outage

Mandatory for Company Owned, Consignment Franchisee Stores and recommended for B&S Stores

Process Steps Responsibility Supervision

1 As soon as there is black out/power outage in the store, the store manager has to appoint two CCAs at the entrance

SM/ASM

2 The CCAs to politely request the arriving customers not to enter the store

CCA SM/ASM

3 The cashier to close the cash register Cashier SM/ASM

4 Emergency lights/torches to be switched on at the earliest CCA SM/ASM

5 CCAs to calm down the customers present in the store, apologize and request them to come back later and check that they are not carrying any unbilled merchandise

CCA SM/ASM

6 If the customer refuses, then one CCA must accompany that customer at all times with a flashlight

CCA SM/ASM

7 Check other areas of the store e.g. back store, lift, wash room, trial room etc. to find out if there are staff members or customers are stranded

SM/ASM

8 Pull the store shutters and if possible lock the same. All the staff are to wait outside the store

SM/ASM

9 In case the store is in a mall/complex contact the maintenance/ service provider

SM/ASM

10 In case of stand-alone store, check if the blackout is limited to the store only or covers the entire area

SM/ASM

11 Contact the service provider or mechanic accordingly SM/ASM

12 The event of black out and its duration must be informed to the regional manager and should be mentioned in the sales report

SM/ASM

13 If the situation persists till the closing time, then all the switches must be switched off at the time of closing

SM/ASM


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11.2.2 Fire

Fire Emergency Planning Store manager to ensure that the store staff are trained on steps to be taken during a fire emergency Place the fire extinguishers at an easily accessible location The entire team know the position of the nearest fire alarm, break glass points and the position of the nearest fire extinguishers and how to use them The entire team to know how to switch off the main switch in the electric panel. To record down the contact number of the complex control room and also the number of the fire department in case of emergency The store should have floor plan clearly indicating the nearest escape routes, nearest exits and alternative exits The sprinklers should be clean and not blocked by an big or high objects The fire extinguishers should be in the designed locations in the store, are in working condition and are serviced before the expiry date Do not keep the DG fuel within the store premises. Do not keep any cartons near electrical panels and equipment. It is mandatory for all the staff to go through the Fire Safety Guidelines Training Module on TuTo.


1 In case there is any fire, raise alarm and activate fire alarm by breaking glass

Any Store Associate

SM/ASM

2 Call the complex control room or the nearest fire department and give them the correct store floor, store number and the store address

SM/ASM

3 If the fire is small, use the fire extinguisher to control the fire SM/ASM

4 If the attempt to control the fire is not successful, start evacuating the store

SM/ASM

5 Ask all staff and customers to leave store immediately SM/ASM

6 Assist the disabled, expecting mothers, children & elderly customers during evacuation

7 Do not use the lifts. Calmly walk down the staircase and proceed to the assembly point

8 Perform the head count outside the store to confirm everyone is accounted for try to contact any missing person on their phone, if they have one. Report to the Fire Warden if anyone is missing

SM/ASM

9 Remain outside the store until the fire is controlled SM/ASM

10 SM/ASM to ensure that they are last one to leave the store after making sure that everyone in the store has left and no one is trapped inside


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11.2.3 Bodily Injuries and Accidents

The purpose of this process is to provide assistance to customers who have sustained bodily injury and /

or are involved in an accident while present in our store.

Bodily injury can occur due to the following:

During an attempted robbery within store premises

Fighting inside the store

In the course of arresting shop-lifters

Accidents

Some examples of customers getting injured during an accident:

Injury from knocking into sharp edges or due to mishandling of merchandise

Tripping over cabling not properly concealed or items lying on the selling floor

Accidentally knocking into the glass door

Slipping on wet floor

Safely Requirements:

Warning signs must be properly displayed at places where accidents may happen

Merchandise with sharp edges must be placed safely out of children’s reach. If possible, such

merchandise should be properly wrapped

All cabling must be properly concealed to avoid customers from tripping over

Store Manager must ensure that the store is equipped with a full set of first-aid kit

Staff must be trained to treat minor injuries and be prepared to assist the injuries party

When Injury or Accident Occur:

For a person in Conscious/Semi conscious state:

Ask how you could help him/her, if you should ring up their friends/family and a

doctor/ambulance.

Inform the Area Sales Manager immediately.

Ensure that his/her valuables are intact.

Provide water and ensure that they are seated comfortably.

Provide first aid (only staff familiar with First aid should assist, no experimentation) if there is a

need.


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Stay constantly with the person till appropriate medical care is given.

Take the contact number of a Friend/family from the customer and request them to pick up the

customer if the situation is serious.

For a person who is Unconscious:

Do not shift the person from where he/she is.

Call the doctor/ambulance for medical help, if it's a serious situation.

Ensure that his/her valuables are intact.


Check if anyone accompanied the person and inform them about this.

If not, check if the person is carrying a mobile phone, use it to call 'Home' listed on the phone or

any other number if 'home' is not listed.

Communicate the issue on hand to the person called. Give the store telephone number & your

name for further communication.

Stay constantly with the person till appropriate medical care is given and the person is moved

out of the shop.

Do not make any statements about how the situation arose to strangers.

11.2.4 Handling Arson or Vandalism

Arson and Vandalism refer to an act by a customer who damages or destroys merchandise, store

premises and store equipment intentionally or with a purpose or plan.

Such acts by the customer may comprise of the following:

Setting a fire in the store premises

Breaking fragile items intentionally

Breaking or destroying display fixtures intentionally

Damaging or destroying store equipment and store premises intentionally

Damaging apparels intentionally

The purpose of this process is to provide:

Precautionary measures to minimize the incidence of arson and /or vandalism

Guidelines for reporting and handling of a customer who has committed arson or Vandalism

Approaching a customer who is suspected of committing arson or vandalism

Apprehending a customer who is caught red-handed for committing arson or vandalism

Reporting the incidence of arson and /or vandalism


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Precautionary Measures to Minimize Arson or Vandalism:

Store Manager shall observe closely any customer who is a suspected drunk, vagrant or drug addict.

This is to ensure timely prevention of acts of arson and vandalism.

Manager shall inform the Complex Security Personnel immediately if they suspect a customer who:

Has the intention to damage merchandise or commit arson/vandalism in the store premises

Brings in tools (i.e. hammer, knife, scissors and sharp wood) or flammable materials

Approaching the Suspect (of arson or vandalism):

Any incidents of vandalism or arson must be handled personally by the Store manager. In his /

her absence, it will be handled by the Assistant Store Manager.

Manager should approach the suspect politely and escorts him/her to a quieter or more isolated

place to further investigate on the matter (without detaining the suspect).

Prior to approaching the suspect, the Manager has to perform a quick check with the person

who has reported the incident and any other staff who may help to substantiate the case or is a

witness to the incident.

When approaching the suspect, the Manager must act discreetly and professionally as the

customer is only a suspect and is not a criminal.

Manager shall not pursue the matter if the following are encountered:

The suspect refuses to co-operate when approached and queried on the incident.

The suspect denies knowledge of such act or the intention of committing the act.

Absence of substantial evidence to show that that suspect has committed such act or intends to

do so.

Manager shall seek advice from the RM/AM/ ROM immediately on the incident and raise a report.

Apprehending the arsonist or vandal:

Detaining must be done only when –


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The act of arson or mischief has been committed and the person who committed the act was

caught red-handed

The act of arson or mischief is witnessed by a staff

The instruments/items used in causing the damages have been recovered from the suspect.

Manager must exercise extreme care when performing the detention. This is to avoid committing a

wrongful arrest which may give rise to legal consequences

Detention of an arsonist can only be carried out by an Arresting Officer who could be the Complex

Security Officer, Assistant Security Officer or a policeman.

Manager must seek the advice from RM/AM/ROM within 24hours from the time of incident before

lodging the Police report.

11.2.5 Robbery Scenario

Preparing for Robbery Scenario Managers to train team leaders on how to handle robbery situations and to follow guidelines as stated in SOP Handbook Emergency numbers should be recorded down for fast reference. These numbers include the complex’s security, police, doctor, ambulance service. Record these down in an indexed Phone Book and keep them in an easy to find place.


1 All staff in the store should try to be as calm as possible

All Store Associate

SM/ASM

2 Do not make any sudden movement or say anything unless spoken

All Store Associate

SM/ASM

3 Co-operate fully with the robbers’ demands. Follow instructions given by them and give them what they ask for

All Store Associate

SM/ASM

4 Try to be a good witness during the incident. Do not stare at the robbers but try to get a good description of them. To observe :

The no. of robbers

The height and appearance of the robbers

Weapons used

How they left the store & the direction taken

All Store Associate

SM/ASM

5 Let the robbers take what they want so they’ll leave as fast as possible. Allow them to leave the store completely before taking any action

All Store Associate

SM/ASM


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6 Take note of the time the incident occurred All Store Associate

SM/ASM

7 Post Robbery take control of the situation. Calm all staff and customers in the store

SM/ASM

8 Block the scene of the incident. Do not allow any customers or staff to leave or come into the store

SM/ASM

9 All evidence must be left untouched. Do not touch or wipe any article or area that may have been touched or left behind by the robbers, as they may contain evidence such as fingerprints

SM/ASM

10 Contact the relevant authorities. Inform the Complex security of the incident. Also call the police and the ambulance (if required) Be sure to give them the correct address of the store so that they are able to reach in the shortest time possible

SM/ASM

11 Contact RM/AM/ROM. Call immediate superior to inform them of the incident

SM/ASM

11.2.6 Lost Child

At times there maybe cases of children lost at the store premises in cases of too large crowds during

that period. If such a case occurs, ensure that the below procedure is followed:

Determine if the child is certainly lost by walking through the store and checking that no one's

child is missing.

CCA's who attended to the shoppers with the child should be sent to nearby stores to see if they

are presently browsing there.


If in a mall, use the HELP DESK to make an announcement about the lost child giving specific

details about the Name, Clothing, Vital statistics, approx. Age etc. Also mention the store name

and location clearly.

If people come forward claiming the child, ensure that the child identifies them before handing

over the child to them. Note down the parents name, address and telephone number.

If within 60 minutes you cannot find the Child's Parents/accompaniers, call the Police.

11.2.7 Unclaimed Merchandise


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11.2.7.1 Lost and Found

All items found on the floor/toilet/parking area are termed as Lost & Found items.

These items have to be handed over to security (if available) or SM/ASM immediately.

Security/SM/ASM will maintain a register for Lost & Found items and enter the relevant details

required in the register

Security/SM/ASM should make all possible attempts to identify and contact the

customer/employee who has lost the items, for any identification can be found among the lost

and found items.

In case a customer/employee enquires about the lost items, the security officer (if available)

needs to call manager on duty who will verify the customer’s claim by cross checking certain

details (like color, make, unique identifying mark, contents etc)

After identifying the customer/employee, the security/SM/ASM will record the details of the

customer/employee in the Lost & Found Register, take the customer’ contact number and

his/her signature and hand over such items to customers/employee.

11.2.7.2 Customer belongings left at the Baggage counter

Baggage not collected by the customer at the end of the day is handed over to the

security/SM/ASM, and the details are recorded in the Lost & Found Register.

Once the customer comes with the token, security officer (if available) to contact manager on

duty. Only managers are authorized to verify the belonging from the customer and ensure that

the baggage belongs to the token holder, by asking for a description of the baggage,

After verifying, the baggage is handed over to the customer.

The security/SM/ASM will record the details of the customer/employee in the Lost & Found

Register, take the customer’ contact number and signature and hand over such items to

customers/employee.

In case if no one claims for the baggage then the same to be disposed after 3 months

completion. Disposal can be done through charity or by obliteration.

Separate documentation to be done for the baggage not claimed and on the ways of disposal of

the same.


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11.2.7.3 Billed items unclaimed or belongings left at cash counter/store

Sometimes, customer forgets billed merchandise at the cash counter.

Store should make all possible attempts to identify and return the merchandise if the customer

can be contacted

If customer is not traceable then the merchandise should be handed over to the

security/SM/ASM which should be recorded in the Lost & Found Register

In case a customer enquires about the items, the security officer (if available) calls manager on

duty who will verify the customer’s claim by cross checking certain details (like color, make,

unique identifying mark, contents etc)

After identifying the customer, the security/SM/ASM will record the details of the customer in

the Lost & Found Register, take the customer’ contact number and signature and hand over

such items to customers

The security/SM/ASM should maintain a record of every item that is kept at the security desk

unclaimed, with details of disposal as well.

All valuable items like jewellery, credit/debit cards, wallets, cash, etc or any merchandise above

Rs 500 /-in values should be deposited with the back end cash department and Store Manager

should be informed about the same. In case of Credit/Debit Cards all attempts must be made to

contact the customer or the bank.

The Store manager should contact the issuing bank and inform them that the card holder has

left his card at the store and request them to block it.

If the customer is not traceable then the security/SM/ASM should wait for 3 days and destroy

them in the presence of Store manager.

Packaged eatables should be disposed of along with the garbage after 2 days

If the eatables are open, disposal should be done within a day

Cash should be donated to an approved charity, after holding it for a month.

All other items will be kept with the security desk for a period of 60 days, and then donated to

an approved charity

Merchandise given to Charity/ Disposal of unclaimed Lost & Found items should be recorded in

Merchandise given to Charity/Disposed Format Filled forms to be filed the store for audit

purpose

All associates have to be informed about the process regularly through store meetings, so that

all new employees are aware of the process.

Important Note


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Lost and found items should NOT be sold to staff or outsiders as scrap. Since the items do not

belong to MG so we should not try and make money out of it

11.2.7.4Annexure: Lost and Found Register

Date Description Approx. value

Location where found

Handed Over by

Claimed by

Claim Date

Claimed by signature

Security Signature

Remarks

11.2.8 Internal Pilferage

Remember:

There must be substantial evidence on the Suspected Staff that he/she has committed an

internal pilferage before a report can be lodged. Such reports are made to the RM/AM/ROM.

Reports on internal pilferage or intended pilferage must be created with strict confidentiality so

as to protect the interest of the staff reporting the matter.

Failure on the part of the staff or Store Manager in reporting the internal pilferage will result in

the staff or promoter being an accessory to the crime.

Reporting Loss of merchandise

In cases where the loss of merchandise could not be pinpointed to any individual, then the Store

Manager has to make recommendations on how the loss would be shared.

If the loss is ascertained to a specific day, then the staffs on duty for that day have to bear the

cost.

If the day could not be ascertained, then all the staff working in the shop has to bear the cost.

A report must be made within 24hours upon discovering the loss. Staffs have 3 months to settle

the loss amount.

11.3 Daily Safety and Security Instructions


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Making Safety a part of MG’s Operations

Safety is an essential part of managing any business. At every moment of every hour we want our

customers & employees to be completely safe from any kind of harm & injuries.

This section describes how safety can be incorporated into our work through some small activities.

Following safe practices is essential both inside and outside the store. The following points ensure a

basic preventive measure everyone must follow to keep MG stores a safe destination:

Label all electrical fittings and circuit breakers appropriately.

Any exposed wiring or circuit should be highlighted as a warning & repaired immediately to

avoid any injury.

Always wash hands after using any hazardous cleanser.

Keep store and storage area floor clean and flat devoid of any obstruction.

Any kind of pointed edge should be labeled with a warning sign.

Inspect all equipments for signs of wear & tear, and maintain them properly. Keep checking the

AMC dated.

Maintain fire extinguishers and other safety Systems in proper working conditions.

Ensure clear visibility of all labeling in and outside store and highlight the exit signs.

Empty trash containers when 3/4th full

Repair Loose Tiles and protruding nails

Check all the equipment & ensure it’s clean, have no loose, cracked or broken parts and all are

in working order

Evaluate various store areas as per the tendency of following types of risks:

o Burn Potential

o Electric Shock Potential

o Material Handling Injury Potential

o Slip, Trip or fall potential

o Gas inhalation or explosion potential

o Not sufficient fire extinguishers


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11.3.1 Safety Inspection

Ensuring Safety, means preventing accidents. Unsafe conditions usually develop either through regular

equipment usage and day-to-day store operations or through improper procedures. In order to maintain

one needs to inspect the surroundings, equipments, and work habits carefully.

Inspection Guidelines:

Safety inspection is to be conducted on a fortnightly basis

Have a manager and two rotating supervisors inspect the Store

Prepare a safety checklist and plan all inspections referring to that

Take permanent corrective actions immediately or temporary action until a permanent

resolution can be made

Compare last inspection with current to identify any patterns of unsafe practices or conditions

Follow – up with written inspections until the corrective action has permanently eliminated the

cause of each unsafe practices or condition

Common Unsafe Work Practices include the following:

Improper lifting procedure

Inappropriate conduct

Using improper furniture for support, like standing on a chair etc.

Disregarding standard safety rules

Careless use of personal safety equipments

Common unsafe Conditions:

Unclean floor (oil spills, water spills etc.)

Improper stocking (Heavy cartons stacked on top of lighter)\

Defective equipment

Congested aisles

Faulty Electrical fittings

Poor housekeeping


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11.4 Security Regulations for Prevention

11.4.1 Prevention of Common Injuries

Prevention of Slips & Falls

The primary factors that cause slips and falls are the floor surface conditions, spillage on the

floor and the footwear condition.

Maintain clean dry floor on a routine basis

Wipe up spills immediately no matter how small is the spillage

Place Caution Wet Floor Signs around areas being mopped. Ensure that the floor is completely

dried.

Cuts

Place the sharp tools such that the blade or sharp edge is facing away from the customers touch.

Observe for any kind of sharp edge or nail protruding out and repair it immediately.

Material Handling Injury Prevention

Proper handling of material is an important yet often overlooked safety measure. The most common

injuries caused by improper handling of materials are Sprains, foot bruises, back injuries and hand

lacerations. Wrong body movement, bending, twisting and turning, typically causes such injuries. The

best way to prevent material handling injuries is to reduce materials handling to the minimum, if

possible use trolleys or carts to carry material.

Proper loading and unloading guidelines:

Keep the distance and height of the material to be carried to the minimum

Unload the truck or cart as close as possible to the storage areas

Use trolleys or carts as much as you can

Lighten the load for easier handling

Place heavy items at the middle section of shelves (60cm to 120 cm above the floor level) so as

to lift easily


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Proper Lifting Procedure:

Size up the load and stand with your feet apart

o First get a firm footing

o Size up the load

o Stand with your feet 20 cm to 30cm apart

Bend your knees and lift with legs

o Never lift with your back

o Bend your knees and get a grip on the material to be handled

o Tighten your stomach as the abdominal muscles support your spine while lifting

Straighten up

o Straighten up with load close to body and elbows facing inside

o Let the legs do as much work as possible

o Never twist your back when lifting or setting down a load

Lift, carry and set down load with straight back

o Keep your back straight when lifting, carrying and settling down a load

o Twisting your back could cause back injury

Caution:

Lift only what you can manage. If a load is heavy for you divide it into multiple trips

Make sure that you can see over the load that you are carrying, never carry anything that blocks

the field of your vision

Use a ladder if you can’t easily reach something don’t reach above your head

11.4.2 Prevention of Internal Pilferage

Any items belonging to the staff that is being sold in the shop must be recorded down when the

staff reports to work

Personal belongings to be kept in designated area. This could either be the locker or an

allocated rack. No personal items are allowed on the floor

A CCA is only allowed to leave the shop after getting permission from the Store Manager. CCAs

are allowed to go out only during break time and to the washroom

Stock room should be entered for the purpose of taking stock for replenishment on the floor. A

CCA is not allowed to remain in the stock room unless he/she has been assigned a task in the

store room

Merchandise on the sales floor or stock room cannot be tested or tried by the staff. CCAs have

to get approval from the Manager before they are allowed to test or to try on any merchandise


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All purchases must be endorsed by the Store Manager. Cashier to issue cash memo for staff

purchase or discount items. Must check that the amount purchased does not exceed the

entitlement balance for staff purchase.

Obtain approval for any merchandise taken out of the shop. This is for transfers, returns, or

merchandise given out as Customer Gift, alterations, etc. Letter from HO to confirm to whom

they are to release the merchandise to is necessary

Conduct proper staff interview. Check staff background before you hire them

Conduct orientation for new CCAs. Brief all new CCAs on Company Rules & Regulations during

their first day of work

Keep an eye on their spending habits. Especially during the end of the month when they have

less money to spend

Check all rubbish before throwing out. All plastic bags must be opened up and their contents

checked. Empty cartons must be flattered out

Check staff lockers in their presence to ensure that they are only keeping personal belongings

and not items like drugs or weapons. CCAs are not allowed to reserve any merchandise in their

lockers

Check merchandise in the store room and check all hidden corners of the store room. Manager

must be aware of the contents of every box in the stock room

Conduct surprise spot check of the cash drawers and match it with the cash sales during that

shift

Observer store team when they are servicing their relatives or friends (no customer can bill

items purchased by him or his family)


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11.5 Store Security

Security is everyone’s responsibility. Customers & employees should feel safe and secure in MG store.

By applying appropriate security measures your store team can succeed in maximizing the security.

11.5.1 Daily Security Measures

Always keep the store and storage area well lit

Restrict the parking to MG’s Customers only

Allow customers only in the retail sales area , not beyond that

There should be enough manpower on the floor to keep an eye on the customer personally and

avoid incidences of shoplifting

The employees should be checked thoroughly before entering and leaving the store

Proper records should be maintained for the one who accesses the store room and for one who

opens and closes the store

The bank - cash handover should be done in the presence of security guard (if available) or

SM/ASM and with signatures of right parties

11.5.2 Security Regulations

Security regulations are important to maintain a highly secure store. MG has developed certain

regulations to protect its customers, employees and material assets.

11.5.2.1 Management & Crew Regulations

Loitering during off-hours is strictly prohibited

Store Manager/Supervisor must supervise all receiving

All storage area must be kept locked

Giving away store goods is strictly prohibited unless a store promotions requires it

Consuming or possessing alcohol or drugs on MG property is strictly prohibited

All MG employees, third party employees or licensees are strictly forbidden to carry any kind of

weapon in store


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Do not disclose information about any MG employee to stranger or over the phone

11.5.2.2 For Security Guards (Wherever available)

A security guard must report any unusual activity or incidents to the duty In charge

Only authorized security guards can carry arms with license

State or local laws must be followed while carrying and using arms

Each security guard must clock their time each day for each shift

He must not sit on any vehicle in the parking lot

The Security Guards must not fraternize with customers or employees while on duty

He is strictly prohibited from drinking alcohol on duty such actions are grounds for immediate

dismissal

11.5.2.3 While Stock receiving and equipment servicing

Deliveries and repair people should be scheduled for daylight hours, except for emergencies or

special situations

The delivery or servicing people must present their identification at the entrance

Ensure that the store team knows about the expected delivery or servicing

In case of any doubts about a persons’ identity call his office before allowing entry

During unlocking the back door make sure that the Store Manager/Supervisor is present to

supervise the receiving process

Close and lock the door immediately after the delivery or servicing

11.5.2.4 Security Guidelines for using store Safe

Keep the safe locked at all times & limit access to the safe only to Store Manager/ supervisor

and accountant

The number of people accessing the safe should be limited and also check the physical presence

of the denominations before taking hand over

In each shift only one person must have access to the safe

Do not store personal property belonging of store team or managers in the safe under any

circumstances

Always tally the petty cash with the vouchers raised


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11.5.2.5 While POS Handling

Make random checks during each shift and check for overcharges and shortages

Track all till activities and make sure that the POS register is turned off when an employee takes

a break

No employee, other than the cashier should handle billing transactions.


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11.6 Handling Legal Notices

This process pertains to legal notices received at the stores and the reporting and escalation of the same

to the Regional Head and Head-Operations and legal head at services office

Objective: Every Legal Notice received should be recorded and replied as per the legal requirements

Process (for COCO & COFO store only)

On receipt of a Legal Notice at the store ,the copy of the notice must be stamped with the date

of receipt and signed by the person receiving it

The store manager should make entry in the Legal Notices Register. ASM to receive in the

absence of the STORE MANAGER

Immediately after the receipt, the STORE MANAGER should send e-mail with the details to:

o Legal Compliance Team

o Regional / Area Manager

o After sending the e-mail, STORE MANAGER should send a Scan/Fax copy of the notice to

Legal Compliance Team and Regional / Area Manager

A photocopy of the notice via courier should be sent within 24 hours of the receipt of the Legal

Notice to– Legal Department Receipt of the courier should be confirmed from the addressee

Original Notice should be filed carefully in the respective STORE, by the STORE MANAGER

The STORE MANAGER should then update the Legal Notices Register.

The Legal Compliance team will close the notice accordingly.


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12. Store Upkeep & Maintenance


12.1 Store Ambience Standards

12.1.1 Music

The music should be ON from customer entry time to store closing time

Standard Decibel levels (7-10) should be maintained.

Music should not be too loud that it hampers the interaction & should not be too low that the

Customers don't enjoy the experience

Brand prescribed CD's to be played.

Speakers to be uniformly placed around the store

All speakers should be plugged in properly and in working condition always, repairs to be done

immediately.

If any speakers are not working properly, they should be repaired within 24 hrs through the

vendor service providers.

It must be serviced once every 6 months through the respective music system vendors to

provide superior quality music.

12.1.2 Air-conditioning

The AC Should be switched on the moment the sweeping is done in the morning and should be

switched off when the store closes

23'C temperature to be maintained at all times

It should spread air evenly throughout the showroom.

It should be noise free.

The AC vents should be dust and cobweb free and hence should be cleaned every day.

Bi-monthly servicing should be done on the AC. Servicing should always be done on a weekday

and never on a weekend or Friday.


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12.1.3 Lighting

Minimum LUX for a store should come up to 500 LUX

Spotlights to be maintained on Mannequins

Focus lights should be directed at the merchandise so that it can be highlighted.

All the counters should have adequate lighting above them.

All bulbs should be in working condition always.

Loose wires should not be visible anywhere at the store.

Flickering bulbs and lights should be replaced immediately.

Window display lights should be on at all times for a store in malls and in the evening for stores

on high streets.

12.1.4 Smell/Fragrance

Pleasant smell should emanate the store

Standard brand room fresheners to be used at all times.

Ensure that fragrance is not too strong in the store such that it gives a headache to the

customers. It needs to be very slight.

12.1.5 Customer Seating

In the store, there should be provision of a comfortable sofa or chairs (depending on the size of the

store) for the customers to sit. These should be such placed that they do not hinder the other

customer's way.

12.1.6 Customer Recreation

Magazines

There should be a few magazines and books kept in the seating area, for the customer to go

through while he/she is waiting for some purpose.


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The list of the magazines to be defined by the brands and pre approved by the retail head. Only

those can be subscribed

Books

Fashion / Coffee table book (As suggested by the brand)

12.2 Inside Store

Floors/walls

Floor should be cleaned every day before opening and be neat and tidy.

All railings, handles, fixtures to be dust free.

Ceilings and walls should be clean and free of any marks.

Mirrors and glasses to be cleaned using Colin and newspaper every day.

Shelves stacking merchandise to be dusted at regular intervals through the day.

Generators

They should be dusted every day.

Ensure that they do not produce high levels of noise. If so is the case, Repair within 24 hours

through vendor authorized service agents only.

Generators must undergo a general service once every 30 days.

It is mandatory that a full-fledged service is done every 60 days.

All services have to be done through vendor-authorized service Agents only.

Check on a regular basis the availability of Diesel to last out a specific period of time. Also the coolant levels should be checked on a regular basis. At the time of store opening, the generator should be switched on for 3 – 5 mins to check if the same is working.

Cash counter

PC's, Keyboards, Telephones should be kept clean and clutter free.

The desk should not have papers or covers strewn around.

Ensure that all the loose wires are tied.

Not more than 2 staff members should be present at a time.

The Visitors Book/Customer feedback forms should be kept on the right hand side of the desk.

All stationary required should be neatly arranged and easily available.

Stationary required for a fortnight should be stocked in the backroom.


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Mannequins & Merchandise

The shoes/belts should be color coordinated with the garments and dusted regularly.

All Mannequin garments must be well ironed and updated once a week as per the story planned

by VM.

Mannequins should be dusted using a soft brush on a daily basis.

Merchandise on hangers should be dusted with a fabric brush.

Tags should not be visible.

All hanging merchandise should be at the same level.

All the merchandise displayed at the store should be well ironed.

All wigs of mannequins should be placed appropriately

Seating Area

Ensure that seating is neatly arranged.

Sofa sets should be dusted every morning.

No used glasses/cups should be present on the table.

The magazines/newspapers should be neatly stacked and updated regularly.

The LCD should always be played with no volume.

Back Room

It should have good illumination.

Garments should be neatly arranged Style-code wise wherever possible and Size -wise during

Sale.

It should not be over stocked at any point of time.

Use air fresheners to avoid foul smells.

The respective registers should be filled in as and when stock comes in or goes out.

Ensure that the empty hangers are put on hang rails and not dumped into empty shelves.

Make sure that the staff does not eat at the backroom.

Suits should have hanging options dedicated to them.

Tailoring

The tailoring counter should be neat and clean at all times.

A separate book of alterations is to be maintained for various alterations done by the in-house

tailor.

Alteration bags should be placed here and clearly numbered with the customer details.

No chalk marks should be visible and tailored garments should be neatly hung.

Alterations should be done within the shortest time span possible.

Garments should be ironed post alteration.


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Toilets/Restrooms

There should be a visible signage on the door.

They should be kept clean and dry all the time.

Locks and lights should function properly always.

Water/ LIQUID Soap/ Tissues should be readily available and refilled continuously.

Mirrors should be cleaned everyday.

At least 2 hooks should be present.

Wash Basins should be clean and dry.

There should be a foot operated dustbin in the bathroom

There should be no dripping water in any pipe.

Prefer to have a spray gun.

Miscellaneous

The glasses used for drinking water purposes should be clean and presentable (DISPOSABLE).

All the Shopping bags should be stored neatly, size-wise and into a closed cupboard. It should

not be on the shop floor or visible to customers.

Water tray should be dry and clean.

Delivery counter should be neatly kept.

No cartons should be lying on the floor at any point of time.

Trial Room

They should have sufficient lighting with all bulbs functioning.

No cartons to be kept inside them at any point of time.

All trial rooms should have clean mirrors, puff stools and at least 2 hooks compulsorily.

It should be secure and the locks should function properly.

Room freshener to be sprayed regularly to prevent bad odor.

They should be free of merchandise, empty hangers at all times.

They should have the right temperature level.

12.3 Outside Store

Signage

They must be cleaned every two days using regular soap water and a soft cotton cloth.


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They should be dust and stain free.

All bulbs should be working. If not it needs to be repaired on the same day.

The signage should be fitted properly into its frame and not hang loosely at any time. If so is the

case, rectify immediately.

Glass entrance Door

They have to be cleaned every morning before store opens to public.

It should be free of cracks and damages.

If any wear and tear, it should be rectified or replaced immediately.

It should bear an Open sign when the store is open and a Close sign if closed.

A sign having store timings must be present outside the store.

The staircases and doorways leading to the store should be litter free.

There should be a clean MAROON doormat as per HO standards present at the foot of the

entrance door.

No carton boxes or other items should block the way.

Bins

A Foot operated Steel dustbin should be kept behind the cash counter

They should be cleared out regularly.

They should not overflow at any point of time.

They should be in good condition and frequently changed.

Parking area

The parking space should bear an indication of parking space for the store. Ex: Planet Fashion

Parking with reflective material.

It should be cleaned daily and free of litter.

Visuals

Any visuals outside the store displaying store products should be regularly updated.

They must be placed properly and not block the store view.

Ensure that they are in good condition and highlight the store products.

If any damages, they should be replaced immediately.


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13. Store Audit

13.1 Daily Stock Count

Process Type: Compulsory for all company owned / operated stores. Recommended for franchisee

stores

Objective: To eliminate shrinkage and take proactive steps to safeguard stocks

Scope: Covers only saleable stocks at Showroom premises

Process Owner: Franchisee/ Manager

Business Rules:

The Manager divides the cluster between the # of CCAs in a manner that the number of

Garment in stock are approximately equally divided between the CCAs

He also identifies the stocking space devoted for each cluster and defines the normal guidelines

for stocking

The CCAs are assigned to each cluster or a combination of clusters and are responsible for:

o display of the variants belonging to the cluster as per the norms specified from time to

time.

o cleanliness and lighting of the respective display and stocking area

o receiving, displaying, storing and returning stocks of the cluster assigned to them

o maintaining an updated Daily Stock Count Book pertaining to the cluster assigned to

them

Frequency: Daily

Trigger Event: Completion of the Daily Briefing

Procedure:

Manager assigns the area/cluster handled by the CCA on weekly off to another CCA

All CCAs tidy up their respective counters and stocking area, count the number of Garment

belonging to those clusters irrespective of variant and record the same in the Daily Stock Count

Book


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Manager / Cashier/ CCA updates the stock transaction from their records in the Daily Stock

Count Book and arrives at the Book Stock. This is necessarily done only after the count is

completed

The Book stock and the physical count is tallied. The details are then entered onto Wooqer in

the Daily Stock Count Process.

If the Book Stock and Physical Stock tallies

o The Manager/ Cashier/ CCA and respective CCAs sign off on the Daily Stock Count Book

and process is closed.

If the Book Stock and Physical Stock does not tally

o The Manager checks if there is a corresponding difference with another CCA such that at

the showroom level the count is tallying. If yes, Manager/Cashier/ CCA and CCAs sign

off on the Daily Stock Count Books. The area showing excess is checked to identify

stocks of clusters not belonging there and those are returned to the correct section.

If there is no corresponding difference with other CCAs, then the Manager / Cashier/ CCA checks

the entries in the book and the totaling. He also checks if all sales, receipts, returns, returnable

issues have been accounted

If the discrepancy is still not resolved, the Manager assigns another CCA to count the area

If the discrepancy is still not resolved, an appropriate remark is made in the Daily Stock Count

Book and signed by the manager and CCA.

The Manager then executes a Physical Stock Verification by SKU within 24 hours to identify the

missing Garment/Garment

Process Key Performance Indicator/s:

Daily counts have to be conducted every single day without exception

Daily counts will be completed, tallied and closed latest by 1.00PM every day

Daily Stock Count Books are maintained up to date as per recommendation and verified and

signed by Manager every day


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13.2 Stock Audit

Purpose: Reconcile show room stock figures with head office stock figures

Company Standard:

Stock audit should happen with all the precautions and in least possible time

There should not be any difference between the physical inventory and the head office figures

MG will organize the bar code scanners and computer system for stock taking

Frequency: Once a Quarter

Audit Team: External Auditors

Process Mandatory for: All company owned and consignment Stores


1 Sales during stock taking should not be allowed. The store should freeze the sales at the start of the stock taking

SM/ASM AM/RM

2 The store should be opened one hour earlier to normal timing and all sales staff should be present on the day of stock taking

SM/ASM AM/RM

3 All manual bills should be entered in the system SM/ASM AM/RM

4 Segregate any garments which were lying for alteration. They should not be taken into counting

SM/ASM AM/RM

5 All inwards (dispatches from warehouse, inter store transfer) to be updated in the system

SM/ASM AM/RM

6 The previous day end activities should have been completed SM/ASM AM/RM

7 Segregate stocks which do not have bar codes. Their style code can be extracted from the system and marked on the garment

SM/ASM AM/RM

8 If an item is found without a barcode tag or inner wash care tag, an alternative style code can be given by the MG representative. The store is to write the details on the garments, as otherwise will lead to problems in the billing the same garment later

SM/ASM AM/RM

9 All the merchandise needs to be segregated into different areas SM/ASM AM/RM

10 All the racks are given a number and the stock on each rack is physically counted and noted down

SM/ASM AM/RM

11 Make separate files on the system for different racks SM/ASM AM/RM

12 Scanning is done serially, taking one rack at a time SM/ASM AM/RM

13 Care should be taken to put back the whole merchandise at the place from where they are taken in the same order

SM/ASM AM/RM

14 It is advisable to put tag after some interval, stating the serial number of the merchandise

SM/ASM AM/RM


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15 After completion of scanning of each rack, cross check the number of units scanned against the physical quantity noted down previously

SM/ASM AM/RM

16 If the number does not match the whole rack needs to be scanned again

SM/ASM AM/RM

17 Nobody should be allowed to relocate any of the merchandise without prior permission of the auditors

SM/ASM AM/RM

18 Care should be taken that all merchandise must get scanned, including that of mannequins, trial shirts etc.

SM/ASM AM/RM

19 Once everything is scanned in a satisfactory manner, the store has to be opened to the customers

SM/ASM AM/RM

20 Before opening, the store needs to be rearranged for the customers

SM/ASM AM/RM

21 Additionally, the auditors might demand and check

Goods receipt summary report

Stock balance summary


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13.3 Store Internal Audit

Purpose: The overall evaluation of the store on various tangible and intangible parameters

Audit Mechanism:

To be undertaken by internal audit team. The team can include RM, Store Manager or any HO

employee.

The rating to various parameters to be given based on qualitative assessment.

The auditors to rate the store on each parameter on a scale of 1-10 on the basis of various

checklist points

Frequency: Once a month

Audit Team: Internal MG Team

Process Mandatory for: All company owned, consignment and Buy & Sell Stores

Audit Parameters and Checklist Parameters Indicative Checklist

MIS and Reporting Store’s compliance in sending and preparing various MIS reports as scheduled

Visual Merchandising Window kit implementation

Merchandise selection as per theme or instructions in the window

Relevance of visuals in the store

Mannequin management

Merchandise stacking standard

Color blocking

Size blocking

Old VM discarded Staff Uniform standards

Grooming standards

Staff interaction with customer Staff Training Store staff attendance in training session

Product knowledge and collection knowledge

Inventory process awareness

Cross functional touch point awareness of staff

New staff training Store Merchandising Stocking as per the brand standard

Merchandise as per the store makeover document


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Recommended ratio of core vs. collection

Core availability

Size availability

Weekly replenishment

Top style replenishment

Swatch card maintained at the store

Stock flow process adherence

Stock days as per the norms Stock Accounting Physical stock Vs. system stock

Adherence to document requirement in stock movement

Product complaint to be returned to QC Store Maintenance Lighting and condition of electric fixtures

Mannequins

Trial room

Customer seating area

Stationery and carry bags

Outside store

Signage Store Ambience Lighting standard

Painting and cleanliness

Housekeeping

Temperature and smell

Music

Freshness Stock Room Overall level of stocking

Stacking method

Tailor desk

Required charts present Cash Counter Level of clutter

Pace of billing

Presence of gift wrap, bowl of chocolates, suggestion book, feedback form, required stationery

Action taken as per the last entry in suggestion book Cash Management Cash and credit reconciliation

Manual bill management

Petty cash management Manpower Planning Adequate manpower

Status of appraisal

Calculation of manpower efficiency and planning accordingly Process Adherence Level of adherence to various store operating processes as laid out in the

manual


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13.4 Store External Audit (Mystery Shopper Audit)

Purpose: To evaluate the store on various parameters of store ambience and customer service

Frequency: Once a quarter

Audit Team: External Mystery shoppers

Process Mandatory for: All company owned, consignment Stores and Buy & Sell Stores

Audit Mechanism:

To be undertaken by external (third party) audit team.

The audit will be unannounced and auditors will be in disguise of regular customers.

The rating to be decided on the absence or presence of various elements related to store

maintenance, ambience and customer service

To be conducted once every quarter.

The various broad areas of audit will be:

o Store Approach and Signage

o Store Façade and Window Display

o Store Entrance

o Store Ambience and Fixtures

o Store Merchandising

o Staff Interaction

o Trial Rooms

o Billing/Cash Counter

o Alterations

o Restroom

o Services


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13.5 Store VM Audit

Purpose: To evaluate the store VM

Frequency: Once a quarter

Audit Team: MG VM team

Audit Mechanism:

The audit will be unannounced.

The rating to be decided on the adherence to VM standards defined by the company and overall

attractiveness

The audit will be either undertaken through surprise store visit by the VM team or the stores

can be asked to upload the store pictures on a prior notice of around 2 hours.

13.5.1 VM Pics Upload Purpose: To provide feedback to stores on VM every week

Frequency: Once a week

Audit Team: Brand VM team

Process

Every Friday the store team will click photographs of various sections in the store and

upload the same on the ‘Friday Images’ process on TuTo.


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Upload the pics in the Evidence Section as shown below:

The VM team will then provide a rating and any feedback to the store.


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13.6 Store Score Card

Purpose

To evaluate the store performance on different parameters.

Frequency

Monthly Updation of all Scorecards for all EBO’s

Quarterly Scorecard

Benefits

Snapshot of store performance

Compare store performance across various stores and parameters and recording of action plans

Responsibility

Ensuring completion of the store scorecard and putting it up every month/quarter for review is the

responsibility of the Head -Retail Operations.

Different Parameters part of Monthly Store Scorecard

Parameter Responsibility Frequency Remarks

ABV Auto/IT Monthly Data is system generated

Conversions Retail Operations Head

Monthly MIS personnel upload Walk In data in SAP- conversion percentage is system generated.

Units per Transaction

Auto/IT Monthly Data is system generated

CRM Enrollment % Retail Operations Head

Monthly

Data uploaded in SAP by MIS personnel

Data Accuracy % Retail Operations Head

Monthly Data uploaded in SAP by MIS personnel

Repeat Sales % Retail Operations Head


Sales target Achievment %

Auto/IT Monthly MIS personnel uploads Store Monthly target in SAP.

VM Audit Retail Operations Head



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The Monthly Scorecard provides a total score out of 200 based on different parameters above.

The monthly scorecard is available on Cognos system.

All ARM’s/RM’s are required to use the scorecard for analysis of store performance and share

the same with the store staff.

MONTHLY STORE SCORECARD SNAPSHOT

Quarterly Scorecard

The quarterly scorecard is to be prepared every quarter. The quarterly scorecard helps to analyse the

store performance on a number of softer aspects also apart from quantitative elements.

The Quarterly Scorecard along with the monthly scorecard is to be used by brand teams for store

performance analysis . The ARM’s/RM’s should share both the monthly and quarterly scorecard with the

store staff.

Different Parameters part of Quarterly Store Scorecard


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Parameter Responsibility Frequency

Location Retail Operations Head Quarterly

Catchment Retail Operations Head Quarterly

Store Manager Quality Retail Operations Head Quarterly

Stock Turns Retail Director Quarterly

Training Retail Director Quarterly

Manning Retail Director Quarterly

CBA Retail Director Quarterly

Walk Ins /Sqft Retail Operations Head Quarterly

Mystery Shopper Scores Retail Operations Head Quarterly

Customer Feedback Score Retail Director Quarterly

The quarterly scorecard provides score out of max 50 marks.

QUARTERLY SCORECARD SNAPSHOT


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14. Management Information System (MIS) and Reporting

14.1 Essential Reports that can be generated in Shoper

Shoper software is used for billing primarily. It enables sales and stock analysis, as well as generation of

essential reports. All stores have to generate reports for smooth functioning. The seven most critical

reports that the store needs to generate are:

1. Consolidated Stock Analysis Report

2. Bill-wise Sales Report

3. Item-wise Sales Report

4. Bill-wise, Item-wise Sales Report

5. Monthly Sales Comparison Report

14.2 MIS Checklist

Report Name Report Objective Frequency (when to use it)

Consolidated Stock Analysis Report Details-out complete information on sales for a specified period and stock as of date.

This report provides the complete snap shot regarding sales and stock status

Fortnightly

Bill-wise Sales Report Determines the two key parameters in store performance Average garments per bill Average bill value

Weekly

Item-wise Sales Report Determines the Item-wise sales contribution e.g. The PE-Elements sales ratio, shirt to trouser ratio

Weekly

Bill-wise Item-wise Sale Report

Helps understand the sales trend, billing types and buying behavior in the store

Weekly


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Monthly Sales Comparison Report To understand the month wise sale comparison, sales contribution and sales trend

Monthly

14.3 Report Inference

14.3.1 Consolidated Stock Analysis Report

Objective:

Details-out complete information on sales for a specified period and stock as of date.

This report provides the complete snap shot regarding sales and stock status

Frequency: Every Fortnight

User of the report: Store manager and ROE

Filters:

Period

Brand (Make)

14.3.2 Bill Wise Sales Report

Objective of the report: Determines the two key parameters in store performance


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Average garments per bill

Average bill value

Frequency of generation: Week wise and Month wise

User of the report: Store Manager and ROE

Filters:

Detailed or Summary report

Date range

14.3.3 Item Wise Sales Report

Objective of the report: Determines the Item-wise sales contribution

E.g. The PE-Elements sales ratio, shirt to trouser ratio


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Frequency of generation: Week wise and month wise


Filters:

Product

Brand

Date range

14.3.4 Bill Wise Item Wise Sales Report

Objective of the report: Helps understand the sales trend, billing types and buying behavior in the store

Frequency of generation: Week wise and Month wise


Filters

Detailed or summary Report

Date range


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14.3.5 Top Selling Items Report

Objective of the report

Helps understands the fast moving stocks at the store, at a style-code level

Helps in increasing the depth and decreasing the width of stocks through immediate

replenishment of best sellers

Frequency of generation: Weekly


Filters

“x” number of items

Brand

By quantity

Product

By Value

Product and brand

Date range


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The report can be generated with style, shade and size wise details

14.3.6 Monthly Sales Comparison Report

Objective of the report: To understand the month wise sale comparison, sales contribution and sales

trend

Frequency of generation: Monthly


Filter:

Product

Brand

Style

Shade

Size


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14.4 Monthly Sales Tracking – Showroom & CCAs

Process Type: Compulsory for all Showrooms.

Objective:

Create and maintain a tool that allows the Manager and PEM officials to easily track

performance of the Showroom against targets on a monthly basis and to take appropriate

corrective action.

Have a reliable record of past performance for the year that can be easily accessed.

Scope:

The sales tracker primarily pays attention to the Walk-ins and Sales only (format circulated monthly by

backend MIS team at HO). Inventory Management, people Management and Incentive/Commission

management requirements are not given similar importance here.

Process Owner:

Primary owner is the Manager

Business Rules:


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Manager has to complete updating the Monthly Sales Track by the 03rd of the next month

He has to mail it out to the respective Retailing Manager by the 04th with his observations

Frequency: Monthly

Trigger Event: Month end

Procedure:

The Managers generates the required reports from POS and keeps a print-out ready. He also

has a copy of the Loyalty program ready.

The Loyalty performance is updated in the Sheet “Monthly Loyalty Track”. The Manager uses

data from the Loyalty Member Transaction Form, from POS reports and from the Daily Sales

Report to update the tables on this sheet.

Process Key Performance Indicator:

Monthly report to be completed and sent to the Retailing Manager and RM Retailing as per

schedule

Report to be accurate and complete in all respects

14.5 Daily Sales Track – Day End Sales Reporting

Process Type: Compulsory for all showrooms

Objective: Put in place a system that puts focus on sales achievement as well as allows for a quick

overview and analysis of the day’s performance.

Scope: Is a tracking mechanism and uses approximate rounded off values. Pertains only to the first level

of operational parameters

Process Owner: Primary owner is the Manager

Business Rules:

The tracking format is to be updated every night and the sales sms in the prescribed format is to be sent

at the end of the day to the ASM. ASM to consolidate and send to RM and NSM.

Frequency: Daily

Trigger Event: Close of business hours

Procedure:


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Every day at the end of the day after the store is closed for business; he generates the sales

report from POS, collects walk-ins and bills details and updates Table B and C for the relevant

day. Also other details as prescribed are to be sent

He also calculates the achievement percentage, Conversions and AVPT and writes it down in the

relevant cell/s

He now does a quick analysis of the performance and compares it to last year and last month

figures noting the points that need to be checked or discussed with the team next day

The Manager prepares and sends the daily sales figures in the format

Process Key Performance Indicator/s:

Sales SMS should reach the respective ASM every day within an hour of closing of business.


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15. Glossary

1. Alteration: Any change done in the fit of a garment is known as alteration. For example, change

in length, tapering etc.

2. Anti pill: A treatment applied to garments primarily to resist the formation of little balls on the

fabric's surface due to abrasion during wears.

3. Appraisal: The process of evaluating the overall performance of an employee based on the

performance against each defined KRA and discussing areas of improvement.

4. Assortment: Also called Range. A collection of merchandise designed to offer the right selection

of products and the right degree of choice to a target group of customers.

5. Assortment Breadth: A way of measuring the number of different product products available

within a category. A category is said to be broad if it contains a wide number of products within

the classification.

6. Assortment Depth: A way of measuring the quantity of each item available in the assortment of

goods offered to the customer. An assortment containing items in large quantities with a variety

of sizes is said to be deep.

7. Barcode: A unique identifier for an inventory item or for a particular color/size combination for

an item. A barcode may be printed in machine readable format using one of a number of

common symbologies.

8. Batch processing: A processing model for entering several transactions in sequence, then

finalizing (or posting) all of these transactions at the same time. Batch processing allows

multiple employees to enter and edit the same types of transactions simultaneously in their

retail software.

9. Best Seller: A top selling SKU for a defined period.

10. Big Ticket: The collective term for more expensive merchandise

11. Blazer: A long-sleeved sports jacket with lapels

12. Cash Discount: A percentage reduction or absolute reduction in the MRP of a product.

13. Category: A classification assigned to retail items. Categories are useful for grouping similar

items for pricing and reporting purposes.

14. Catchment area: The target area for a particular store, from where majority of the customers

come.

15. CDU (Central Display Unit): It is the unit used for stocking and displaying merchandise in the

store.

16. Charge Back: A reversal of a credit card transaction, typically initiated by the card issuer at the

cardholder's request. Charge backs can occur for any number of reasons, including customer

disputes, potential or actual fraud (on the part of merchant, sales associate and/or customer),

processing errors, and authorization issues. Merchants are typically assed fees for charge backs

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17. Color blocking: The process of arranging the merchandise such that the merchandise of same or

similar color tone is placed together.

18. Conversion Rate: The percentage of customers that come into a store that make a purchase.

19. Core: The styles in each category whose stock is available throughout the year.

20. Crew Neck: A round neck with ribbed banding that fits close to the base of the neck

21. Customer: An individual or organization that purchases goods and services from your company.

22. Customer feedback: The customers' opinions, likes and dislikes about any product, style,

category, CCA, store ambience, service level or brand in general and recommendations for

improvement of the same.

23. Dead Stock: Merchandise that cannot be sold. This type of product has never been worn, used

or sold and has been in inventory for an extended period of time. It often has original packaging

and tags.

24. Display floor: The area in the store designated for display of merchandise.

25. Double-breasted: Having one-half of the front lapped over the other and usually has a double

row of buttons and a single row of buttonholes

26. DSR: Daily Sales Report for a store is report containing information like daily target, daily sales,

target achievement, quantity and value wise sale for each category, walk-ins, conversion,

average bill value, average basket size and stock norm. The store manager is responsible for

filling all the information in DSR and mailing it to the retail team every morning.

27. Employee discount: A reduction in selling price on merchandise sold to an employee.

28. End caps: The end pieces of display units typically used to display promotional items or featured

items.

29. Exit Interview: Written or verbal conversation with a departing employee that shows why the

employee is leaving and how the business is viewed by others.

30. Facing: The number of identical products (or same SKU) facing out toward the customer. Facings

are used in planograms and when zoning a retail store.

31. Fixture: An Item used by stores to display or store merchandise.

32. Four-way rack: A type of merchandise display fixture that presents merchandise in four

directions.

33. Gross Margin: Gross margin is the difference between what an item cost and for what it sells.

34. GSV: Gross Sales Value is the total sales after deducting the discounts given.

GSV = MRP sales – Discounts

35. Goods: Tangible products for sale that can be held or touched.

36. GOR - Goods Outwards Report. The details of the stock transferred out from the showroom

(without there being any transaction) is called GOR. It is sent to the accounts department.

37. GRN - Goods Received Note. The details of the stock received from the warehouse is sent to the

accounts. This is known as GRN.

38. Hang tag: Manufacturer's label describing the merchandise, or a hanging price tag used for

apparel and similar merchandise.


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39. Hem: To hem a piece of cloth, the cut edges are folded up, folded up again, and then sewed

down. The cut edges are thus completely enclosed in cloth, so that they can't travel. A hem is

also the edge of the cloth treated in this manner.

40. Impulse Buying: Unplanned consumer buying of attractively presented or conveniently located

products.

41. Incentives: The amount over and above the salary given to the store staff, as a reward for

achieving the sales target.

42. Inventory: The total stock in the store is called the store inventory.

43. Inventory Turnover: The number of times during a given period that the average inventory on

hand is sold and replaced.

44. KRA - (Key Result Areas): It defines the responsibilities to be handled by a particular person and

the weight-age given to each responsibility. It gives clarity on a role and helps in the appraisal

process of the employee.

45. Lead Time: The elapsed time between placement of an order and the arrival of the

merchandise.

46. Linear Footage: An indication of the amount of shelf space available for merchandise on sale

47. Loss of sale: The situation of a customer not making a purchase is referred to as loss of sale. It

may occur due to non availability of style, size, category or poor customer service levels.

48. Loss of sale report: A report documenting the reasons for loss of sale is referred to as loss of

sale report. The frequency of generating the same is a week.

49. Mannequins: The body forms used for displaying merchandise.

50. Markup: A percentage added to the cost to get the retail selling price.

51. Markdown: A reduction of an originally established selling price.

52. Merchandise: The products up for sale in the store are referred to as merchandise.

53. Merchandising plan: A strategy for actual and projected sales for a specific period of time.

54. Mystery Shopper: Someone who shops in a store at the direction of management in order to

evaluate service and the overall shopping experience in a store. The store is not advised in

advance as to the identity of the shopper.

55. NSV: Net Sales Value is total sales after deducting sale from accessories and the taxes from the

gross sales.

56. Operating Expenses: The sum of all expenses associated with the normal course of running a

store.

57. Petty cash: Cash given to the store for day to day expenses. At the end of each month, bills

corresponding to the cash spent have to be sent to HO.

58. Pilling: An appearance problem created when fibers gather into small balls on the surface of the

fabric.

59. Planned sales: Anticipated sales for a given period of time based on retail sales trends and

planned increases over a period of time.


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60. Planogram: Visual description, diagram or drawing of a store's layout to include placement of

particular products and product categories. The optimum display of merchandise in the store to

achieve maximum possible sales.

61. POS - (Point of sale system): It is the software used for doing transactions, maintaining reports

on stock, sale, customers etc.

62. Point of Sale (POS): The physical location at which goods or services are sold to customers. Also

called point of purchase.

63. Price: The amount a customer would pay to buy a particular item from you, or what a customer

actually paid for an item.

64. Pricing unit: The unit of measure by which an item is priced.

65. Product mix: The number and kind of products the store offers.

66. Promotion: A method of stimulating sales usually involving some kind of savings for the

customer.

67. Range: Also called Assortment. A collection of merchandise designed to offer the right selection

of products and the right degree of choice to a target group of customers.

68. Regular: The styles in each category whose stock is available for three to four seasons or more.

69. Reordering/ replenishment: To order for the missing sizes (in any category and style), which

have been either sold or never received, from the warehouse.

70. Replenishment: The process of supplying inventory to a warehouse or stores to service

anticipated future sales or replace past consumption.

71. Replenishment Cycle: The time between replenishment orders

72. Safety Stock: The amount of stock maintained to cover forecast error and variability in the lead

time and maintain a certain in-stock percentage (service level). This stock is additional to the

cycle time stock.

73. Sales Floor: The sales floor is the location of a retail store where goods are displayed and sales

transactions take place. For example, the receiving of merchandise takes place in the stock

room, but all direct sales and customer interactions are done on the sales floor.

74. Sales target: The amount of sales (in Rupees) that the store is expected to do in a defined period

of time.

75. Sales per square foot: Net sales divided by the square feet of retail selling space.

76. Scanner: A device for reading bar codes.

77. Scanning: The method of reading bar codes on merchandise via infra red or laser beams.

78. Season: A defined selling period for merchandise (e.g. Spring/ Summer or Fall/ Winter).

79. Season story: The theme for the season's collection reflected in the merchandise and

communicated through the visual display in the store.

80. Seasonal merchandise: Merchandise purchased for a specific season that is only in demand for

a short period of time (e.g., summer, Christmas, back to school, etc.).

81. Sell-Through Rate: Sell-through Rate is a calculation, commonly represented as a percentage,

comparing the amount of inventory received against what is actually sold to the consumer.


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82. Shelf talkers: The in store marketing signage attached to the shelves in the store used for

communicating information to the customer while shopping.

83. Shrinkage (Shrink): The difference between actual stock and book records of stock. Shrinkage

represents the aggregate of errors in stock record keeping, plus actual losses of merchandise

through shoplifting, employee theft, paperwork errors, breakage, etc.

84. Signage: Signs that are hung in stores to provide information to the customer

85. SKU (Stock Keeping Unit): A number used to identify each unique item. SKUs are used in retail

software to identify items and may be tied to the item's UPC or EAN barcode.

86. Staple Goods: Staple goods are products purchased regularly and out of necessity. Traditionally,

these items have fewer markdowns and lower profit margins. While price shifts may raise or

lower demand for certain kinds of products, the demand for staple goods rarely changes when

prices change.

87. Stock: All the products pieces, garments as well as accessories, together are referred to as stock.

88. Stock take: To physically count the number of pieces in a particular section, category or entire

store and match it with the record given in the system.

89. Stock to sale ratio: It is defined as the number of units kept in stock for every single unit sold. It

helps in gauging the number of pieces (of various sizes or collections etc) to be maintained in

stock based on the sale data.

90. Store ambience: The overall environment at the store defined by parameters like lighting,

fragrance, temperature, seating area and layout of the physical assets in the store.

91. Store operations: Includes all functions of operating a store except merchandising, such as

customer service, protection, maintenance, and distribution.

92. Store profitability: It is defined as the net profits earned by a store after deducting all the

showroom operating expenses (fixed and variable).

93. Style code: An alpha numeric number which becomes the sole identity for a particular

merchandise unit. It is unique for merchandise. For example LSG201 (LS defining Louis Philippe

shirt)

94. Target stock: It is the number of units of merchandise which have been allocated to a particular

store. It defines the maximum limit to which a store can order its replenishments. Once the

target stock gets over, the store manager needs to get the limit increased from the retail

merchandising executive before ordering more replenishments.

95. Tender: Any form of payment that is offered to purchase goods or services.

96. Traffic: The flow of people to a particular store

97. Transaction: A completed record in the retail software that involves the exchange of goods,

products, or services.

98. Visual merchandising: It consists of creating and maintaining a look at the store by using

attractive visuals, interiors and shelf and merchandise placement. The look should be in

conformance with the image of the brand.


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99. Walk in: It is the number of people walking into the store. Families and group of people

shopping together are considered as one. It is one of the tools used for gauging the performance

of a store.

100. Weeks of Supply: The number of weeks into the future that the present stock on hand

will last based on an anticipated sales.

101. Wrinkle free: A treatment given to the garment for giving it a crush proof finish.


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16. Annexure

16.1 Shoper Manual

Application Overview (SHOPER HO)

Maintain common catalogues and Item Masters in Shoper HO and distribute to other retail stores i.e Business

rules. Shoper HO will perform data communication between outlet and HO through online synchronization. HO

will send the master information to Madura retail showrooms to ensure that the operational transition is smooth.

Shoper HO will Consolidate and Replicate data enabling complete functionalities of retail outlets. Replicated data

can be exported as POS data if there is a major break down at retail outlets.

Key Functionalities of Shoper H.O

Data Import:-

Import from SAP to HO

Price master / Item master import

Transaction data import

Catalog:-

Various cataloging will be done at Shoper H.O, mentioned below

-Discounts / Promotions

-Tenders (Mode of Payment)

-Tax Masters

-Warehouse

Scheduling:-

Online data sync between Shoper H.O and Shoper POS will be made through a scheduler which synchronizes once

in 20 mins.

Data Sync


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Various catalogues maintained in Shoper Head Office will be synchronised with remote PEEX Shoper locations

(POS).

Data Sync from H.O to POS

•Promotions

•Retail tender

•Tax Masters

•Item master Export – The base item master (SKU) received from PEEX (SAP) with all the relevant

attributes and price details will be imported to Shoper HO and the same will be exported to

showroom.

•Purchase Transaction data export - Purchase transactions will be exported to POS.

Data Export from H.O to SAP

•Data will be exported to SAP from PEEX Shoper H.O as per PEEX requirement.

Reports

Reports available under Shoper Head Office fall into two categories, namely:

Head Office Reports: These reports list data pertaining to more than one showroom in a single page. A

majority of these reports are generated using the data consolidation part of Shoper Head Office which list

SKU wise details. These reports are generated from the Reports Menu of Shoper. Head Office Reports are

the consolidated report across the chain. Sales, Stock, MIS etc. can be viewed and exported to the

required format.

AST Central Reports: A select few are available under the sub-head AST Central Report which provides

transactional information. The AST central reports are available from reports menu of Shoper Head Office.

Replication Reports: These reports are exact replicas of that taken at the point-of-sale by any showroom.

These reports are available from Reports menu of Shoper Head Office.


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Application Overview (SHOPER POS)

All the Pricing Master (Item Master), Price Revision, Store Master, Pay Modes, Sales Promotions, Vendors etc. will

be Imported/Sync into Shoper POS from Shoper H.O. purchase transaction data generated at Shoper H.O will be

Imported/Sync as Goods Inwards.

Data Export

All day to day transaction will be exported to Shoper H.O via data Sync (data polling) every 20 mins.

Template / Business rules configuration

Templates are business definitions/rules to architect a data base. These templates will be designed by tally

functional consultant during the solution construction / CRP phase of the project. The template will be frozen on

acceptance of the same by Madura. The template will be then owned by Madura, which will be shipped out to POS

locations for implementation of the software. These templates will be selected at the time of installation.

Templates will have to reconfigure to incorporate changes if any to business rules set by Madura.

Key Functionalities of SHOPER POS

Inwards

This category defines how information will be recorded in a Goods Inwards screen. Various parameters like

allowed operations and valid transaction will be configured according to Madura requirement. Editing & Deleting

of the Inward Transaction will be blocked, If they find any discrepancy then they might have to do a transfer out

for the same, reports are available to track discrepancy of inward to enable reconciliation.

Delivery Challan

The store Manager needs to identify the D.C pertaining to old version shoper (7.2) or New Version Shoper (9.0)

before accepting the stocks from the transporter.

The Old version D.C stock inwards cannot be taken in new version. The old version stock has to be sent back to

Warehouse and information has to be mailed to Merchandise team along the D.C.No, date.

NO PT FILE LOADING IN THE NEW SYSTEM – IF YOU LOAD SYSTEM WILL CRASH


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Hint to identify the D.C: New D.C - Store code will start from 2 series, if your old showroom code is 1341

IN RETEK ITS 61341

New D.C series will be starting from 8500000086

Old D.C series will be starting from 8100077886

License goods inwards: Item Masters for consignment would be set up in SAP. Stores will not receiving pt file from

the Vendors. The data will flow from SHOPER HO to your store POS for inwards and all other process remains

same.

Goods Inward (First Step): The user has to check the D.C information is update in his POS in the hourly sync or not

for which user has to login into Shoper 9.0

(NO PTFILE LOADING IN SHOPER 9.0)

In the Main Menu Go to REPORTS STOCK INWARD DISCREPANCY

Key in Date range FROM and TO, also there are various other option, which can be used as and when required.


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This report will provide D.C. status. If the D.C details are visible in the report, it means D.C info is got updated and

can go ahead with inwards. If the D.C detail is not visible in the report store mgr needs to contact Head office

Helpdesk for further update.

D.C DETAIL STATUS REPORT:-


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POS Supplier code

If the good received from Warehouse (501) (601) – Aditya Birla Nuvo Ltd)

For goods received from Vendor

Sox/Hankies (1301269- ADDON,

Watches (1202870- The Rose, )

Ties (1201657 – Gensis Colors PVT LTD)

Cufflinks (1202203 – ST.Divyal)

Document No : - D.C No

Document Date :- D.C date

Document Qty :- D.C Qty

Physical Qty :- Physical stock scanned in the system.

Difference B/W :- System D.C qty and Physical qty Scanned

Internal Doc No :- GRN goods receipt Note No.

The above report is only status report.


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Goods Inward (Second Step):- Go to MAIN MENU STOCK GOOD INWARDS

CLICK ON “ADD” to procedure


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Enter all the relevant details

1) Transaction Type: - TRANSFER IN (AWALYS)

( Do Not use PURCHASE IN)

2) Chain Store: - If the stocks are from Warehouse its (501) (601) – Aditya Birla Nuvo LTD , If the stocks are

from the Vendor – you need to choose the respective vendor code from the drop down.


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3) Reason Code: - Choose TRF (Transfer)

4) Ref/D.CNo:- D.C No

5) D.C Date: - Date mention in the D.C Document

6) Doc Prefix: - Its auto generated No

7) Doc Number: - Its auto generated No

SELECT PURCHASE ORDER


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a) Click on Select purchase order ( Top Right corner click button)

b) A pop up will be opened

c) In the bottom left end corner there is CHECK BOX “SELECT ALL” Tick there to select all the line items in the pop, these are order details against which you have received stocks. The order no’s start with 300-6694

d) As you take inwards at the store, the shoper 9.0 will send the order and D.C inward confirmation to the Head office system, by which the Head office team can track , whether the store has take inwards or yet to take inwards of a particular D.C

e) Before confirming ( Clicking “OK” button) scroll upwards and Downwards and check for line items highlighted RED in color, If yes it means the item master is not update in you POS Machine (store Shoper), Please contact Head office Help desk to get it updated along with D.C no and the date.

f) If all the line item is black in color go head ( Clicking “OK” button)

Start Scanning the PRODUCT


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a) As you scan the product the PO prefix and PO No. automatically will be displayed on the screen, it means against order goods are getting scanned,

b) While scanning if the PO prefix and PO No’s are not getting populated you need to just note down the stock no and mail it to Mr.Kalyan / Saravana.C till further instruction.

c) And go head taking inwards, also before confirming check whether the D.C qty / Physical qty and scanned qty are matching.

(IN SHOPER 9.0 YOU CAN TAKE PART INWARDS)

Outwards:-


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This category defines how Information will be recorded in a goods outwards screen. Stock Check Parameter for

Outwards will be enabled. Various parameters like allowed Operations and valid Transaction etc. will be configured

according to Madura requirement.

(example :- Transactions related to inter showroom transfers will be blocked )

Editing & Deleting of the transaction will be blocked as per Madura requirement.

Store to Store Transfer

Has to be done with in the same city. List of store are given drop down list.

Shoper Main Menu --> Go to - STOCK --> Go to - GOOD OUTWARD--> Click on ADD

Following has to be updated:-

OPTIONS DETAIL TO BE SELECTED FROM DROP DOWN


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Transaction Type : : TRANSFER OUT (not use Purchase Returns)

Reason Code : To Showroom Transfer to Other Showroom

Doc No Prefix : Auto Generated

Doc No : Auto Generated (GOR NO)

Party Code : Receiver Store (STORE CODE TO BE SELECTED from the drop

Down list) where stocks will be sent.

SaleMan Cd : Sales Man Code and Name if any

Doc Remarks : Authorized by (Eg: Approved by Renitha)

SCAN THE ARTICLES OR PRODUCTS

-> Save

(NO PTFILE CONCEPT – FILE WILL BE GENERATED IN HEAD OFFICE AUTOMATICALLY FOR RECIVER STORE.)

PT FILE TO BE GENERATED – CLICK NO.

-> Print out to be taken for file and packing

-> Stock to be sent other store physically – Along with a GOR copy in each box.

(NOT TO USE PURCHASE RETURNS)

Receiver Store procedure

Go to--> REPORT --> STOCK --> INWARD DISCREPANCY

Check for GOR NO, If available go head inward. e.g.: TO9/10 is the document No.

Every one hour the data gets updated b/w system.

The Main screen of OUTWARDS (GOR)


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Return to Warehouse




Transaction Type : TRANSFER OUT (not use Purchase Returns)

Reason Code : If defective select ( DF-GOODS-DEFECTIVE

If non moving stk (RE-TO-HO – NON MOVING STOCK RETUN TO

WH)




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Party Code : Warehouse (501,601 – ADITYA BIRLA NUVO LTD) from the drop

Down

Salesman Cd : Sales Man Code and Name if any

Doc Remarks : Authorized by (E.g.: Approved by Renitha)


-> Save

-> Print out to taken for file and packing

-> Stock to be sent to ware house along with a GOR copy in each box

(Do NOT use PURCHASE RETURNS)

Promotion Freebees - GOR


Following has to be updated


Transaction Type : TRANSFER OUT (not use Purchase Returns)

Reason Code : PROMOTION – GIVE AWAY PROMOTIONAL SCHEMES



Party Code : WARE HOUSE (501 – ADITYA BIRLA NUVO LTD) from the drop down


Doc Remarks : Promotion Name and approved by …………

SCAN THE ARTICLES OR PRODUCTS / KEY IN THE PRODUCT WITH FINAL LIST.

-> Save

-> Print out to taken for filing purpose. (Do NOT use PURCHASE RETURNS)


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Consignment product return to vendor

CHECK WITH HEAD OFFICE ACCESSORIES IN-CHARGE BEFORE MAKING GOR

(ADDON HOLDING – SOCKS / HANKIES, GENSIS – TIES, THE ROSE – WATCHES, ST.DIVYAL – CUFFLINKS)




Transaction Type : TRANSFER OUT

Reason Code : THIRD PARY STOCK NON MG PRODUCT



Party Code : If it’s Sock/Hankies (1301269 - Addon Holdings PVT LTD)

If it’s Ties (1201657 – Genesis Colors PVT LTD)

If it’s Cufflinks (1202203 – ST.Divyal)

If it’s Watches (1202870 – The Rose Inter-nation)


Doc Remarks : Returns


-> Save

-> Print out to taken

-> Stock to be sent to Vendor – Along with a GOR copy in each box


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Billing:-

This category is used to activate transaction types such as new Bill, returns, voids etc. Parameters like salesman id

in billing, check stock on item selection will be configured as per Madura requirement. Some of the critical

Parameters in Billing are:-

-Stock Check Parameter will be enabled i.e. No negative Stock

-Rate alteration will be disabled

-Void will be disabled

-Bill Prefix will be common across the nodes with a continous number

-Bill Suspension can be allowed or blocked based on Madura requirement.

Discounts & Promotions:-

The various scheme, promotions and discounts can be cataloged at the PEEX H.O and the same can be transferred

to the POS location via data sync. ( For details on Promotions and Discounts refer the Sales Gap analysis sheet

Privilege Cards

Privilege cards serial No’s to be entered by the cashier after selecting the Privilege card Code – and its Mandatory

HOW TO ACCOUNT PRIVILLEGE CARD NOS IN SHOPER?

a) Scan the products b) PRESS F8 for settling the bill c) MODES OF PAYEMENT select Gift Coupons ----> press tab or enter d) Select the denominations from drop down ---> press tab or enter e) Pfx/Start No - here you need to enter the end no ----> press tab or enter f) Enter the starting Card Serial no (if you have series of cards) ------> Press tab or enter g) No of Count - here you need to enter the no of cards ----> Press tab and go head h) No of Count of cards if you have a series of cards you can enter the starting no in start no.

If you have a individual serial no’s then you need to enter one by one.

PROMOTIONS


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How to check promotion status in your Shoper ?

If you want to check the list of promotion of your store in your shoper

GO TO - Catalogue ----> Listings ---> Sales Promotion ---> View

Here you can view all the promotion set for your store.

Note: - Here you can check the following details

a) First column is Promotion code: - The code has to be selected at the time billing for the right

promo

b) Second Column is Promotion description - will be in detail.

c) Third Column is state - Active or Inactive - Active promotion are currently running at the store

and Inactive promotion are closed.

d) Forth Column is Period - The start date and end date of a promotion.


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e) Eight Column is Definition - (Bill level, Item level) if the promotion is at the bill level you can

give discount at overall level for a bill.

If it’s at the Item level at time of scanning a product you need to select the promo from drop

down promotion codes (Cursor automatically goes to Discount code) If that style code is under

promotion.

For Example - Employee discount:-

IN THE BILLING SCREEN

CUSTOMER ID - before scanning you need to enter the Employee code OR press F6 and choose

employee by name

Scan the garments Press F6 to select the discount

DISCOUNT CODE ---> Select the discount code - PE- 11 - description - Employee discount.

Banking Process:-

The Showroom has to pay Cash and Credit Sales proceeds to HO on a regular basis. Using this option the details of

payment made to HO can be recorded. In this Module Showroom will be able to make payments for the

Outstanding amount, generate the pay slips & View the Outstanding balance.

Reports:-

Various Reports available at Shoper POS are listed below (module wise)

-Sales Report

-Stock Report


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-Cash Report

-Goods registers

-MIS reports

Each module mentioned above will have in-turn another sub modules, which will display the

reports in detail.

User restriction:-

This option will enable the user to block the menus as per the requirement. In this module showroom will be able

to give an access to users by defining the user weights.


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POS Operations

Day Begin / Close Day

Day Begin & Day End is an important functionality for day to day POS operations.

Day begin confirms previous days account closure and allows POS to register transactions for the next day.

Day Close confirms all transactions are closed in POS for the day and data sync to SHOPER HO is initiated. Without

day close POS cannot begin transactions for the next transactional date.

Manual Synchronization

Before the day close you need to run a manual sync (As auto synchronization with HO is scheduled on

hourly basis and day close should not interfere with auto sync function. This might result in incomplete

updation of data)

You are therefore requested to run MANUAL SYNCHRONISATION BEFORE THE DAY CLOSE.

Please allow the system be on for a least 10 Minutes after Manual Sync is complete & before you turn

off the computer.

Manual Sync Flow chart

HOW TO DO MANUAL SYNCHRONISATION IN SHOPER?

GO TO --> House Keeping --> Synchronize with HO --> Manual Sync (Click)

The process starts and ends with the message as --> Manual Sync Process Completed

CUSTOMER RETURNS STYLE CODE NOT FOUND FOR BILLING

You have entire style code master on the web server, the volume of master will be around 5 lac this data

is very huge, if all the ddue which the data is stored on web server,


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As you want to download particular style code, Go to – House keeping Data Import Import item

from secondary to primary Db.

Enter the style code which you wanted to update in store shoper POS


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Click on stock no which you wanted to update in the Store Shoper data base

After selecting the stock no update your store shoper POS, click on” LOAD OPTION”


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Now you can go head and take returns into the system.

SHOPER AGENT

The shoper Agent has to be “ON” always for the data update between system store shoper POS and Head office

system, In any case if the icon missing on the quick tool bar left end corner


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How to switch it on?

Go to – Start Menu Programs Shoper 9.0 Scheduler Service Starter click on it, it will automatically

start up the shoper

Agent.


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Go ahead with you normal activity.

16.2 IT Do’s and Dont’s

16.2.1 IT do’s.

Lock your computer when it is not attended. CTRL- ALT-DEL (press all three keys together), then click Lock Computer.

Increase your awareness of computer

Change your system password on Monthly basis.

Empty the Recycle Bin regularly.

Run Manual sync before day close, Day close has to be on the day same night.

A proper system shutdown.

Internet should be always ON .

Ensure Day-end is done without fail .

Ensure Broadband bills are paid on time

Ensure Symantec antivirus is installed and updated in regular intervals .

Ensure all data is updated from time to time w/fail ( From-To Warehouse etc)

Goods-In-Transit is cleared the same day .


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16.2.2 IT Don’t’s :

Do not use internet for browsing / Chatting.

Save files on the desktop

Connect pen drives and External Hard disk to system .

Do not press CTRL ALT DELETE when the Manual sync happening.

Play Music from internet (Raaga .com, lahari.com .Etc.)

Disconnect the keyboard, mouse, monitor, printer or any peripheral if the PC is powered on

Allow other to use store system for any personal purpose.

Move, kick, knock or bump the computer when it is powered on

Use software that isn’t certified and legally licensed. Downloading software from a pirate site

Not use official mail for personal purpose.

Please contact the Support Help Desk.

Help desk No:- 080-41446000 Extn. Nos.. 6611 / 6510 / 6606

Alternate No:- 080-43415067

Mobile No:- 9743994357

You can also alternatively send email or log the issue through following options:

E-mail: [email protected]

Web URL: http://svn.rcst.in/minacs/

(Web ticket logging process will be sent soon in a separate mail)

Walk-in

Customer walk- in can be maintained hourly basis. Also there is option to maintain reason for customer not

purchasing.

Go to Main Menu Sales Walk in Entry

http://svn.rcst.in/minacs/


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Click on Walk-in-Entry


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Creation of ADVANCE RECEIPT in the shoper

POS

Goto Cash-> Cash receipts & click the below screen will popup


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Click on the Document Prefix and Document No. which is an auto generated Prefix.

After which you need to click on the REASON CODE by pressing F2 – function key

The below screen will get popup.


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Select option code as ADV-RCPT and Description: Advance Rcpt

In the Narration field enter Customer Name and Contact No.


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Use tab to go to next option – Payment mode


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Press tab you will get the below option, where in the scroll down button will be there:

We have two options of selection they are Cash and Credit Card options.

Based on the necessity you need to choose the option.

Note: Cheques is not allowed.

Select the preferred one & then give the amount accordingly and say ok.

The advance receipt is been captured.


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Enter the Advance Amount & click / Enter Ok. The below screen pops

up.

Click on Ok It will ask us to print the cash receipt.

We can choose the desired option & take the printout.


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How to utilize the advance receipt in shoper billing:

After Scanning the products Press F8 (Mode of payment) and select the option as Advance receipt

which asks for Advance Receipt prefix and the Number.

By looking at the advance receipt customer copy you can enter the number .

After giving the Prefix and doc number of the Advance Receipt, you can give your desired amount which

you want to give in billing.


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Once the advance receipt is accepted the same will be shown in the payment details & the rest of the

amount in billing can be adjusted by cash/credit card/other payment modes.The below screen pops up.


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Once the billing is done with the payment modes desired by the customer the below screen pops up.

The modes of payments which are accepted for the billing will show in the payment details as below

Screen.

Then press Ok for getting the Bill print.


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16.3 All India One Stock The new AIOS process facilitates ease of usage at the front end.

The User Manual for the same is given in the following pages with screenshots.

Store to Store Stock Transfer

Login to ROS

To access ROS/Showroom Support System open internet explorer and type www.mgorder.com. There

click on “B2B Ordering System” which appears at the right bottom corner. In the next screen click

“Showroom Support System” which takes you to the following screen.

Requesting Store – Checks Store Stock

Requesting store in order to check stock of a particular style code at other stores will click on the link

Check Store Stock.

http://www.mgorder.com/


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The following screen appears where requesting store enters the style code and the size of garment. Click

on Report.

Next screen shown below lists the stores which have the particular style code and below that list it will

show the stock available at warehouse.


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Add Customer Details

To add customer details click on Add Customer Details.


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Enter the relevant details and select the store which has promised delivery. Click on Yes if the store

promises delivery and No if store says it cannot deliver even though they have stock.

The screen will look like this after filling in the details.

Click on Save to save the details.

Update LR No. Details

Delivering store has to do a GOR in SHOPER for the requested style code .The GOR details will

automatically get updated in the AIOS system at end of the day .

Store has to enter only the LR No. details.

To enter the LR No details click on Update AIOS LR No link on the Showroom Support Menu Page


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Next screen shown below lists all the requests made to your

store.

Click on the Update link next to the request that you are sending garment for.

In the following screen the store has to enter the LR No.


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In this screen delivering store has to only enter the LR No.

All other fields will get automatically updated .GOR date/GOR No will be updated at end of day .

Requesting Store

Requesting Store on receiving the garment, has to do a GIR and Bill to the customer.

The GIR & Bill No, GIR date will all get updated automatically to AIOS system at end of the day. The

requesting store does not have to make any of these entries in AIOS system.


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16.3 Retail CIMS –Competition Intelligence Management System

Introduction to CIMS

Objectives:

•Identify and know more about our key competitors

•Identify emerging competition

•Identify market and consumer trends

Benefits:

•Be informed about our competitors to facilitate agile responses

•Create & Sustain a Competitive Edge

Brand-wise Competitors to be tracked

Wear Occasion Brands Wear Occasion Brands

Louis Philippe & Van

Heusen

Zodiac

Park Avenue

Arrow

Blackberry

Tommy Hilfiger

Jackn Jones

Zara

Mango

Promod

Calvin Klein

Diesel

Peter England

John Players

Belmonte

Genesis-Basics

Turtle

John Miller

Denizen

Allen Solly

Provogue

Levis

Wills Lifestyle

Color Plus

U.SPolo

Benetton

Parx

Catmoss

Gini& Johny

Lilliput

Esprit

Tommy Hilfiger

Jackn Jones

Zara

Mango

Promod

Calvin Klein

Diesel


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Data Collection Mechanism

Frequency:

•Store Managers need to fill the data monthly

Identification of Competitor:

•You have to take the list of competitors in your high street/ mall as per the above list

•For example , Allen Solly store in CP, Delhi will enter all competitor stores in the Casual segment which are:

Provogue, Levis, Wills Lifestyle, Color Plus, US Polo, Benetton and Parx.

•If the store has women’s wear or kids wear, please register those competitors as well

One time registration of Competitors:

•Stores to identify and register their neighboring competitor stores preset in the mall/high street

•To begin with, every store manager needs to register the competitor near its vicinity once

After registration of all the competitor stores, please enter the following data every month:

•Enter GSV (Sales value) of each registered competitor

•New Initiatives –Any new program launched by the competitor be it in the product category, marketing

campaign, training programs, software implementation or any thing else which might ease our day-to-day

operations and increase consumer footfalls


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Registering Competitor Store – One Time Activity

•Open the showroom support system

•Enter your Store ID and password (already known to store managers)


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Click on “Competitor Intelligence”

Link

Following Links will appear, click on

the “Register Competitor” Link


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•A blank template will appear which will ask for the following information, please enter the same •For each competitor , you need to enter the following information only once •Please add only the competitor relevant to your brand •If your neighboring Madura store has registered an adjacent competitor, you need not register again (you will not be able to as it is disabled from the back-end) One Time Information •Brand •Store Location & Location Type •Store Area (sq ft) •Store Opening Date (dd/yyyy) •Date Last Renovated (dd/yyyy) •Rent Paid •Staff Strength

Location Type: It’s a drop-down. Select between High Street and Mall. Competitor Brand: Choose the competitor store name you want to register from the drop-down list. Store Opening: Select the date when the competitor store got opened. Last Renovation: Select the date when the store got renovated in the last 5 years. In case before that leave the field blank, as its an optional field.

Location: Select the location (Garuda Mall or Connaught Place) from the drop-down list provided. Store Area (sq. ft.): Enter the size of the competitor store in sq. ft.. Rent Paid: Enter the rent paid per sq. ft. for that particular competitor store. Staff Strength: Enter the number of staff members in that particular competitor store (on an average) If your location do not appear , please contact Varadarajan in IT: E-mail: [email protected] Phone: +91-80-67271774 (Direct)Mobile:+919743999644


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Once you register the competitor, please click on the “Confirm” button.

•Once you have entered all the mandatory fields, it will ask your final confirmation to add the competitor. •Please click on the “Yes” button of the dialogue box asking “Do you want to confirm this entry”


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•Once you have confirmed the entry, it will get added in the list of competitors (arranged in the alphabetical order) •For example in this we added the competitor brand “ Color Plus” and it appears second in the list •Any other brand which you will register, will keep on adding to the existing list


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Entering Monthly Information

Following links will appear, click on the “Monthly Update” link: •For each competitor, you need to enter the following information only once and then later in the next month only update the GSV monthly numbers •Please register if any new store has opened in your location (As mentioned in the Register Store procedure) and then click on the Monthly Update report to enter information •Please register all your competitors first and then only click on the monthly updation to have all data appear automatically in the monthly report •Once you enter the data of a particular month, you will not be able to view that month in the drop down list Monthly Update •Estimated GSV •Women’s Wear GSV •New Initiatives taken by Competitor Store


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•Following page will appear, when on the “Monthly Update” link. •Please select the Month as “May” and Year as “2011” from the drop-down provided


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Enter information in three columns: •GSV numbers: Enter absolute values. For example the sale of 30 lacs happened in month of May 2011, then enter 3000000. •GSV Women’s wear number: Enter only where text box is active •New Initiatives: Any new program launched by the competitor be it in the product category, marketing campaign, training programs, software implementation or anything else which might ease our day-to-day operations and increase consumer footfalls

Check Points to enter data: •No decimals will be accepted •Enter whole numbers in absolute/full value, for example 3000000 and not 30 lacs) •Click on the “Update” button

Example:


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If the GSV is 20 lacs of May 2011 then enter, complete number as 2000000 2000000 20 20 lacs 20.3 •Once you click “Update”, it will ask you to confirm the entry •Click “Yes” of the Dialogue box saying “ Do you want to confirm the Entry”


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Correction of “Monthly Update” Data Entry

Click on “Monthly Report”


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Select the month you want to change the data:

Click on “Edit” and delete all the entries for that month


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Once you delete the entries, that particular month will automatically appear in the “Monthly Update”

drop down list.


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Confirm Competition Availability

In case of no competition around the store or any other Madura store have already registered; please

update the “Competition Availability Report” - the last link in the “Competitor Intelligence” menu.

Click on the “Confirm Competition Availability” link and then select “No” from the drop-down:


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Post selection, please click on the “confirm” button:


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Un- register Competitor

•Open the showroom support system •Enter your Store ID and password (already known to store managers)


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Click on the “Competitor Intelligence” link.

•Following links will appear, click on the “Un-Register Competitor” link:


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The list of competitors will appear on screen once you click on the “Un-Register Competitor” link:

•Select the brand you want to un-register (no longer as your competitor or the store might have closed) •Click on “Un-Register”


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•Post clicking on “Un-Register”, select “Yes” on the dialogue box, saying “ Do you want to Unregister the Competitor”


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•Post clicking on “Yes” of “Do you want to Un-register the Competitor”, we will have the selected competitor un-registered and will disappear from the list. •For example “Zodiac” and “Blackberry” has moved out of the list in the below screenshot as we un-registered it. (No longer our competitors)


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Monthly Reports

Please click on the “Monthly Report” link:

•On clicking on the “Monthly Report” link, following screen will appear. •Select the month from the provided drop-down, for which monthly report you want the view. •Click on the “Report” button to get the report for that particular selected month.


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•On clicking on the “Report” button , you will be able to view the entered information for that selected month. •Please check if all the information provided , is correct.


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Role of Front Line Staff

FOR LAUNCHING THE SYSTEM FOR CONTINUOUS IMPROVEMENT

•Training/Understanding of CIMS •Become conversant with the details of the metrics of CI system and be aware of the details of emerging competition •Use of the IT systemto track competition

•Adhere to the process and timelines for the data collection •Follow-up whenever required to ensure that accurate data goes into the system •Ensure senior management delight by focusing on how to deal with new ways of entering all required data and keep a tab on the emerging competition •Training of new members –Ensure that all new members are mandatorily trained in the competition tracking process

FAQ Q1. Do I need to register all competitors present near my store? Not all nearby competitors needs to be registered. Please refer to the list provided for your brands competitor and register only those. Q2.The competitor name is not appearing in my drop-down, what do I do? If the competitor has already been registered by a neighboring Madura store, then it will not appear in your drop down location. Do not worry about that particular competitor store, it has already been taken care by any other Madura store (present in the same location) Q3. Why for Tommy Hilfiger and other brands Womens Wear (WW) GSV box is not there? Not for all competitors we need the WW data and hence enter data only where the box allows you to enter the data of WW GSV for the month. Q4. Is the store renovation date and rent paid compulsory? These two fields are not mandatory during registration process of a competitor. But it’s a good to enter information, if you can get it. Q5. Has the store opening date to be exact? It can be asked through a personal relationship with the neighboring competitor store manager, try to get as much close date as possible (only month and year is required)


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Contact People

In case of IT system issues please contact Varadarajan in IT: E-mail:[email protected] Phone: +91-80-67271774 (Direct) In case you face any other issues, please feel free to contact your RM or Archana in the Strategy team . E-mail ID: [email protected] Phone:+91-80-67272783 (Direct)

Role of RMs – CIMS

There are two activities to be completed by the store which needs to be validated by the respective RMs: • Registration of the competitors present from the provided list • Enter month-on-month the sales and new initiatives taken by those set of registered competitors Registration of the competitor will be a one-time exercise . However please note that in case a new competitor opens in that mall/HS in the future then we will have to make sure we register that particular competitor. This will be the responsibility of the RM to get implemented. Monthly Information: Store has to complete entering the monthly sales information 3

rd of every month and by 5

th of the same month RM needs to go into his log-in page

and approve the same. Validate Competitor Registration by RM

Open the showroom support system

Enter your RM ID and password

Click on the “Competitor Intelligence” link.

Click on the “Validate Competitor Registration” link:

Following page will appear, from which you need to select your respective store and validate the information entered for the registered competitors.

Once you click on a particular store all the registered competitors will appear along with their details.

If you feel the need of entering any unfilled data or correcting wrong information - You can edit any information on clicking the “Edit” button at extreme right.

You can edit any of the information and click on the “Confirm” button to change the numbers. The information will be replaced by this one.

Any new information updated by the store will blink as “NEW” in yellow and you need to confirm the report. Once you have reviewed all the information, please click on the “Confirm” button.

Once you have reviewed all the information, please click on the “Confirm” button.

On clicking the confirm button, a window pop-up will appear asking you to confirm the entry. Click “Yes” to move all the data to back-end for analysis.

This completes the validation of the “Competitor Registration” process. In case your store has not entered a single competitor, please provide a valid reason for the same and communicate to CIMS SPOC/Archana. For example, “No competitors Exist” or “Already Registered by neighboring Madura Store”. Validate monthly information by RM • Please select the month from the drop-down for which you want to review the sales numbers. • After selecting the month , select the store and click on “ Report” to get the entered information. • As the first time we need to do this for April, May and June . • Going forward we need to validate sales by 5

th of each month.


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•For each competitor, your stores will update the GSV monthly numbers. •Please ask your store to register if any new store has opened in your location (As mentioned in the Register Store procedure) and then click on the Monthly Update report to enter information. • Once you click on “Report”, it will display the information entered by the particular competitor. • Review each entry and you can change any information by clicking on the “Edit” button (if you find any data discrepancy) • Any new information entered after your last review will blink as “New” in first column. • Make sure that all the available information is filled by the stores by 3

rd of each month.

• Once done with all quality check - click “Yes” of the Dialogue box saying “ Do you want to confirm the Entry” Note that you should “confirm” the details only after you are sure that stores have filled all the relevant information, as the “Confirm” button will get disabled after you click on it and data will move to back-end for analysis. • The process should be completed by 5

th of each month. (in case 5

th is a Saturday / Sunday please

complete the same by Friday) Registration and Monthly Status – Status check Registration Status Check • To make your life easy we have also provided reports by which you can figure out which stores have registered competitor or entered monthly sales and which are yet to enter. • Please click on the “Store-wise Registrations” link. We have two options: • Registration – Entered: Store which have registered at least one competitor • Registration - Not Entered: Stores which have not registered even a single competitor: This will help you push the stores to register competitors or else provide a reason if not entered.. • Please click on the respective check box of “Entered” or “Not Entered” according to your need of report generation. Report Output: Entered Information Gives details of registered competitor stores falling under the RMs purview To view report on the store which have not entered information, please select the check box – “Not Entered” and click on the button “Report”. Report Output: Not Entered Information Gives details of stores not registered even a single competitor stores falling under the RMs purview. Please provide a valid reason for not registering even a single competitor and communicate the same to Brand CIMS SPOC/Archana Monthly Sales Status Check • Every month the stores have to enter the data by 3

rd and you need to qc the same and confirm by 5

th.

• To make your life easy we have provided reports by which you can figure out which stores have entered monthly sales details and which have not and which are yet to enter. • These last two reports are just to assist you in tracking store updation. • Please click on the “Monthly Sales Details” and then select the respective month you want the report on. • Once you select the month, click on the “Entered” checkbox or on the “Not Entered” checkbox to view the respective reports. • Once you know which stores are pending to enter information, you can quickly follow it up with them.


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Unregister Competitor • Also please make sure that if a particular competitor store has closed then our stores should unregister that particular competitor and know data should come from that month • Store might forget to un-register and put “0” as sales figure and hence RM should ensure the store getting un-registered while doing the sanity check of the monthly reports. • Un-registration is a simple exercise with a link provided in the store log-in page of “competitive Intelligence”.


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16.4 Minacs Support Document

Service Windows

7 Days a week – 8.00 Hrs to 21.30 Hrs

Early Morning Shift : 08.00 Hrs to 17.00 Hrs (For HO Report & Activity)

Prime Shift : 10.30 Hrs to 19.30 Hrs

Late Evening Shift : 13.00 Hrs to 21.30 Hrs

Support Team

Project ManagerSundara Pandian

Technical Team

Lead

Praveen Kumar

Tally Appln.

Support Team

( 6)

HO Administrator

Sanjay Kumar Singh

Desktop Support (2)

Help Desk(3)

Delivery HeadK Deivaprasad

Mode of Contact


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Email: [email protected]

Web Tool: https://203.32.4.48/Madura

Toll Free Number: 1800 425 4250

Escalation Matrix

Level -1 : Praveen Kumar Reddy

Team Lead - +91 99642 55533

[email protected]

Level - 2 : Sundara Pandian M

Project Manager - +91 91647 10123

[email protected]

Level – 3 : K Deivaprasad

Head - IMS - +91 91648 86633

[email protected]

Minacs Responsibility

Maintenance of POS Systems System Software & Office Automation applications Anti virus Tally Shopper POS – L1 Support

Shopper HO System Data management

SPOC Helpdesk / Incident tracking Vendor Management MIS

POS Reinstallations

Health Checks & house keeping

Customization Deployment of Customizations to POS systems Testing of Customizations in Test Environment

mailto:[email protected]

https://203.32.4.48/Madura





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New Implementations

Requirement from Retail Operation

New Implementation

Brand Teams need to provide sufficient prior notice on new store openings (minimum 3 days prior to the shop inauguration date).

Brand Teams need to provide all necessary information for implementation of new store, including contact info of Store Manager, Email ID for the store, Tally Software Serial Number.

Hardware Infrastructure to be ready at the store at least 3 days prior to shop inauguration POS System, printer, scanner, UPS, etc LAN Cabling (for stores with more than 1 POS) Internet connection

Operating System and Tally Application Software CDs should be available at the store at all times.

Store Manager and at least one more person in the store to be trained on POS operations.

Retail Store Closer

Brand Team to publish store closure date at least three days prior to the actual date of closure

Store Manager to be informed to cooperate with the support team to ensure all data is synced with HO and the store is marked as closed in Shopper HO DB.

Tally Shopper Application Software CD has to be sent back to Brand Ops team to ensure reuse of the same in a new store.

Store Shutdown for Renovation

Brand Teams to proactively inform the Support Team regarding any Store shutting down for renovation and a probable date of re-opening.

Brand teams to also inform the Support Team at least a couple of days before the restart of operations, post renovation.

Information Exchange

Brand Teams to share the following data on a proactive basis (weekly basis) List of active stores with Contact Details (Store Manager + 1) List of Area / Regional Managers attached to each of these stores. New Store Roll out plan for the next couple of weeks Store closure plan for the next couple of weeks. Any changes in AM / RM / Store Managers


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Operation Support

Brand Teams to inform the Retail Stores proactively on validity of Promo Codes / respond promptly on queries related to Promo Codes This is observed as one major reason for Retail stores to raise manual bills.

Month End Financial Closer

Brand Teams need to impress on all the Retail Stores that the following needs are met on every last calendar day of the Month Store Managers are available at the store until ‘Day Closure’ No Manual Bills are made and any pending Manual bills are punched in the system

before ‘Day Closure’ Internet is up and running and if not, plan for alternatives; keep Support Team informed

about the same on a proactive manner. ‘Day Close’ Operation is done on the system; check for data receipt at HO with the

Support Team and only then leave for the day. Have one POS knowledgeable person open the store before 9.00 am on the 1st of the

Month to address any unsolicited issues in data consolidation at HO. If the store has a week off / planned off day on the last calendar day of the month, the

store should complete all the above mentioned activities on the last working day of the month.

In case of any Hardware / other system related problem, inform the support team immediately before taking any next step.

Best Practice Guide for Retail Stores

Identify and train one person, apart from the Store Manager, in POS operations and usage

Demand and ensure availability of the following Media at the store: Operating System Antivirus / other software recommended by MG Tally Application Software

Have the following information printed and displayed near the POS system: Support Team contact information Store Code Tally Serial Number Hardware Vendor contact information Dos and Don’ts LIST

Check the internet connectivity on a regular basis; at least once an hour.

Check Emails regularly and respond promptly

File and ensure availability of hard copy of all bills made (at least for last 2 months); similarly all documents created out of the system, the hard copies should be filed and stored for at least two months.

File all incoming documents like DCs from warehouses and keep the record for future use.


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If any erroneous transactions are punched in the POS system, kindly inform Support Team and seek help. DONOT try to delete or do anything else not prescribed.

Ensure ‘Day Close operation is done at the end of business hours on the same day and wait till you get confirmation of completion of the activity.

Brand has to communicate the promo details to Minacs for Data transfer before rolling out the mail to respective store

Email id has to use frequently, if not use in 60 days it will block from Mail server

DO NOT install unauthorized software on the POS Systems

DO NOT browse unauthorized sites – this is one primary source of Virus into the system

DO NOT allow untrained / computer illiterate personnel to operate the POS System

DO NOT format / replace Hard Disk drives without prior information to the Support Team

DO NOT power off the POS Systems without completing proper shutdown procedure.

DO NOT delete / alter any system related parameters on the POS System.

DO NOT store any files in Desktop or “C” Drive

DO NOT cancel / shutdown the system while Manual Sync or Day end process

DO NOT connect the PEN Drive or External Hard disk in POS system

DO NOT use Official Mail id for Personal purpose


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16.5 TUTO USER MANUAL The following screenshots guide on the navigation on brand TuTo URL . Detailed hand on videos are available in

the help section on TuTo website.

1. Logging onto TuTo URL : Go to brand URL for your brand

i. Allen Solly : as.wooqer.com

ii. Peter England : pe.wooqer.com

iii. Louis Philippe : lp.wooqer.com

iv. Planet Fashion : pf.wooqer.com

v. Van Heusen : vh.wooqer.com

vi. Esprit : esprit.wooqer.com

Log in to the brand URL using the username and password provided to you.

2. Accessing a module and a process :


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a. To access a module assigned to you ,select from a list of modules assigned to you in the drop

down ‘Select Module’.

b. To access a process assigned to you , click on the ‘Things to do’ link.

To complete the module or the process follow the instructions mentioned for the particular module and

process.

3 . For any issues that you are facing , you can drop a mail to [email protected] .



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16.6 Complaints Management System – User Manual

SCOPE OF DOCUMENT

The Complaints Management System is to be used for managing product related complaints raised by

consumers at stores and the garment needs to be sent to QC Cell for analysis.

Please note that the system should not be used for complaints where the garment is exchanged

immediately to the consumer. The complaint garments which are returned to warehouse through GOR

should not be registered using this system.

STEPS TO REGISTER CONSUMER COMPLAINT

1. On receiving a new complaint, in the presence of the customer, login to the showroom support

system.

2. Click on link ‘Customer Complaints’. (Refer Figure 1)

3. Now three options will appear in the screen; to create a new complaint, click on ‘Customer

Complaints’. (Refer Figure 2)

4. Refer to the wash care label in garment or the bill and enter the style code (Refer Figure3).

5. Enter all the required consumer details and his/her comments. Enter the defect and other

information in the CCA Comments by analyzing the garment. Please fill up all mandatory fields.

Try to fill up non-mandatory fields also, by requesting data from the consumer. (Refer Figure 4)

6. Please note that, at this stage, the Courier Name & Airway Bill No. will not be available. So, these

two fields can be updated later.

7. After filling up the fields, click on the ‘Confirm’ button to save the complaint. A unique complaint

ID will be generated automatically and displayed on the screen, as shown in Figure 5. Please note

that the complaint is only saved and not submitted to the QC cell.

8. If the store has a printer, take a print out of the complaint and hand it over to the consumer. To

take a print out of the complaint, click on ‘Customer Complaint Status’ (Refer figure 6), select

appropriate date range (Refer figure 7), and click on the newly created complaint ID (Refer

figure8). The newly created complaint will be displayed with a ‘Print’ button at the bottom of the

screen (Refer figure 9). Click on the ‘Print’ button and hand over the print out to the consumer.

9. If the store does not have printer, Fill the Product Complaint Form and Write the Complaint ID

number on the top of the Form and hand over a copy of Product Complaint Form to the

consumer.


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10. Promise a Turn Around Time of 14 days to the consumer.

Now the saved complaint needs to be submitted to QC Cell. To submit the complaint, follow the

steps below.

11. Mark the defect in the diagram shown in the product complaint form. Write the Complaint ID

number on the top of the Form and place it in the pocket of the complaint garment. (Please note

that it is important to write the complaint ID (Refer Figure 8) on the top of the product complaint

form so that QC Cell can map the garment with the complaint registered online)

12. Subsequently, courier the garment to QC cell (address is mentioned on home page) along with

the Product Complaint Form by end of the day and note down the courier details for submitting

the complaint.

13. To update courier details in the complaint, click on ‘Customer Complaint Status’ (Refer figure 6),

select appropriate date range (Refer figure 7), open the relevant complaint by clicking on

‘Update’ against the complaint ID (Refer figure 10), enter the courier details and the AWB

number (Refer figure 11) and click on ‘confirm’. Now the complaint status will be changed to

“Complaint Submitted, QC inward pending” (Refer Figure 12).

Please note that this step is mandatory and important. Now, the process of submitting a complaint

is complete and the complaint can be viewed by QC Cell.

While QC cell receives the complaint garment, they will verify the style code and other mandatory

details registered by showroom.

i) If all details are found correct, then QC cell will inward the complaint and start

the analysis.

ii) If any mismatch is found or details are incorrect, the complaint will be reversed

back online to the showroom mentioning the reason for reversing the

complaint.

When QC Cell reverses the complaint, Showroom will get the status as “Incorrect Details, Returned

Back” (Refer Figure 13). Now, showroom has to register the complaint again. To do so, follow the

steps below.

1. Click on the complaint ID, and check the reason for complaint reversed (Refer Figure 14).

Showroom can contact QC Cell to get further clarification about reversed complaint. (Refer QC

Cell contact details in Figure 2)

2. Register the complaint again with correct details, as asked by QC Cell.

3. Other details, Courier Name and Airway Bill No can be copied from reversed complaint.


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4. A new complaint ID will be generated for this registration.

To search for any complaint, use the ‘Complaints Search’ link. The complaint can be searched by any of

the following;

1. Complaint ID

2. Consumer Name

3. Consumer Phone Number or

4. Style Code

Select any option, enter the detail and click ‘Report’ to see the complaint. (Refer figures 15 to 17)

STEPS TO TRACK ALL OPEN AND CLOSED COMPLAINTS TO UPDATE THE CONSUMER

1. After logging into the system, click on link ‘Customer Complaints Status’ (Refer figure 6)

2. Select the appropriate date range and click on the ‘Report’ button. All complaints created within

the selected date range will be displayed. (Refer Figures 7 & 18)

The complaints displayed will have one of the following statuses;

a. New Complaint Submission Pending: New complaint has been created, but courier details

have not been entered by the store yet. Complaint is not submitted (not visible) to QC Cell.

b. Complaint submitted; QC inward pending: Courier details have been entered and complaint

submitted. QC can view the complaint, but is yet to inward the complaint

c. Incorrect Details, Returned back: QC Cell is asking you to register the complaint again,

because details provided in the complaint is not correct or more details are required.

d. QC inwarded; analysis pending: QC has inwarded the complaint and is analyzing the

garment

e. QC Analysis complete, justified; Privilege Card Pending: QC has certified that it is a justified

complaint. Privilege card has not yet been sent to the consumer


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f. QC Analysis complete, justified; Card Sent: Privilege card has been sent to the consumer

and the complaint has been closed

g. QC Analysis complete, unjustified; garment returned to store: QC has certified that it is an

unjustified complaint. Garment has been returned to the store along with the analysis

report. Complaint is closed.

3. Click on “View Details” of required complaint ID to view the current status, analysis report and

all other details of the complaint. (Refer Figure 18 & 19)


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APPENDIX 1: FIGURES

Figure 1

Figure 2


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Figure 3

Figure 4


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Figure 5

Figure 6


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Figure 7

Figure 8


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Figure 9

Figure 10


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Figure 11

Figure 12


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Figure 13

Figure 14


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Figure 15

Figure 16


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Figure 17

Figure 18


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Figure 19


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END OF DOCUMENT