Occupation and Qualification Mapping in Retail Sector

Submitted to:

WORLD BANK

Research Report by:

PEOPLE FACTOR PVT LTD

1/27/2012

Occupation and Qualification Mapping in Retail Sector


Research by People Factor Pvt. Ltd. Page 2



CONTENTS

i List of Tables ................................................................................................................................................ 6

ii List of Figures ............................................................................................................................................. 8

iii List of Abbreviations .................................................................................................................................. 9

iv Executive Summary ................................................................................................................................. 11

1 INTRODUCTION ................................................................................................................................... 14

1.1 CONTEXT ..................................................................................................................................... 14

1.2 BACKGROUND ............................................................................................................................. 14

1.3 RETAIL FORMATS ........................................................................................................................ 15

1.4 CHALLENGES FOR THE RETAIL SECTOR ....................................................................................... 16

1.5 RATIONALE OF THE STUDY .......................................................................................................... 18

2 RESEARCH METHODOLOGY ................................................................................................................ 21

2.1 OBJECTIVES OF THE STUDY ......................................................................................................... 21

2.2 SCOPE AND LIMITATIONS OF THE STUDY ................................................................................... 21

2.3 DESIGN ........................................................................................................................................ 22

2.4 PARTICIPANT ORGANIZATIONS ................................................................................................... 23

2.5 SAMPLE INSTITUTES .................................................................................................................... 24

2.6 ANALYSIS TOOLS AND TECHNIQUES ........................................................................................... 27

3 RESULTS............................................................................................................................................... 28

3.1 PRODUCT / RANGE FINALIZATION .............................................................................................. 40

3.1.1 Job Descriptions for Product Merchandising and Range Finalising .................................... 41

3.1.2 Entry Level Requirements for Product / Range Finalization ............................................... 45

3.1.3 Skill Gap Analysis for Product / Range Finalization ............................................................. 46

3.2 PROCUREMENT ........................................................................................................................... 49

3.2.1 Job Descriptions for Procurement ...................................................................................... 50

3.2.2 Entry Level Requirements for Procurement/ Purchase ...................................................... 56

3.2.3 Skill Gap Analysis for Procurement/ Purchase .................................................................... 59

3.2.4 Career paths Available for Professionals in Procurement .................................................. 63

3.3 LOGISTICS AND SUPPLY CHAIN ................................................................................................... 64

3.3.1 Job Descriptions for Logistics and Supply Chain Management .......................................... 65



3.3.2 Entry Level Requirements for Logistics and Supply Chain Management ........................... 69

3.3.3 Skill Gap Analysis for Logistics and Supply Chain Management ......................................... 71

3.3.4 Career Paths Available for Professionals in Logistics and Supply Chain Management....... 73

3.4 WAREHOUSE OPERATIONS ......................................................................................................... 74

3.4.1 Job Descriptions in Warehouse Operations ........................................................................ 75

3.4.2 Entry Level Requirements for the Warehouse Management ............................................. 79

3.4.3 Skill Gap Analysis for Warehouse Operations ..................................................................... 80

3.4.4 Career Paths Available for Professionals in Warehouse Operations .................................. 82

3.5 STORE OPERATIONS .................................................................................................................... 83

3.5.1 Job Descriptions for Store Operations ................................................................................ 84

3.5.2 Entry Level Requirements for Store Operations ............................................................... 102

3.5.3 Skill Gaps in Store Operations ........................................................................................... 107

3.5.4 Career Paths Available for Professionals in the Store Operations .................................... 114

3.5.5 Career Paths Available for Professionals in the Store Operations- Café and Retaurant .. 115

3.6 PRODUCTION ............................................................................................................................ 116

3.6.1 Job Descriptions for Production (café & Restaurant) ...................................................... 117

3.6.2 Entry Level Requirements for Production ......................................................................... 121

3.6.3 Skill Gap Analysis for Production ...................................................................................... 123

3.7 HOME DELIVERY ........................................................................................................................ 124

3.7.1 Job Descriptions in Home Delivery ................................................................................... 125

3.7.2 Entry Level Requirements for Home Delivery ................................................................... 129

3.7.3 Skill Gap Analysis in Home Delivery Operations ............................................................... 130

3.8 QUALITY ASSURANCE ................................................................................................................ 132

3.8.1 Job Descriptions for Quality Assurance ............................................................................ 133

3.8.2 Entry Level Requirements for Quality Assurance ............................................................. 137

3.8.3 Skill Gap Analysis in Quality Assurance ............................................................................. 138

3.8.4 Career Paths Available to the Professionals In Quality Assurance ................................... 140

3.9 SERVICE SUPPORT ..................................................................................................................... 141

3.9.1 Job Descriptions for Service Support ................................................................................ 142

3.9.2 Entry Level Requirements For Service Support ................................................................ 142

3.9.3 Skill Gap Analysis for Service Support Operation ............................................................. 143

3.9.4 Career Paths Available for Professionals in the Service Support ...................................... 145



4 RECOMMENDATIONS........................................................................................................................ 146

5 SELECTED REFERENCE ....................................................................................................................... 150

ANNEXURES .............................................................................................................................................. 151

ANNEXURE I: OCCUPATIONAL AND QUALIFICATION MAPPING IN THE INDIAN RETAIL SECTOR (DEMAND-

SIDE QUESTIONNAIRE) .............................................................................................................................. 152

ANNEXURE II: OCCUPATIONAL AND QUALIFICATION MAPPING IN THE INDIAN RETAIL SECTOR (SUPPLY-

SIDE QUESTIONNAIRE) .............................................................................................................................. 175

ANNEXURE III: THE COMPETENCY FRAMEWORK ..................................................................................... 191

ANNEXURE IV: LIST OF APTITUDES AND ABILITIES ................................................................................... 196

ANNEXURE V: PROFILES OF PARTICIPANT ORGANIZATIONS .................................................................... 198

ANNEXURE VI: PROFILES OF SAMPLED INSTITUTES .................................................................................. 217



i List of Tables

Table 1.1: Comparative Data of Retail in India, United States of America and China ................................ 16

Table 1.2: Retail Segments .......................................................................................................................... 19

Table 2.2: Sample Institutes ........................................................................................................................ 24

Table 3.1: Job Clusters in the Retail Industry in Each Sub-Segment ........................................................... 29

Table 3.2: Levels in Each Role in the Sub-Segment - Value Retail and Cash and Carry .............................. 35

Table 3.3: Levels in Each Role in the Sub-Segment - Clothing and Fashion ................................................ 35

Table 3.4: Levels in Each Role in the Sub-Segment - Health and Wellness ................................................ 36

Table 3.5: Levels in Each Role in the Sub-Segment – CDIT ......................................................................... 36

Table 3.6: Levels in Each Role in the Sub-Segment - Cafe and Restaurants ............................................... 37

Table 3.7: Levels in Each Role in the Sub-Segment – Lifestyle ................................................................... 37

Table 3.8: List of Job Clusters in the Retail Industry and Their Corresponding Levels ............................... 38

Table 3.9: Detailed Job Descriptions in Product Merchandising Cluster: Junior Management ................. 41

Table 3.10: Detailed Job Descriptions in Product Merchandising Cluster: Middle Management .............. 43

Table 3.11: Detailed Job Descriptions in Product Merchandising Cluster: Senior Management ............... 44

Table 3.12: Entry Level Requirements for Roles in Product / Range Finalization ....................................... 45

Table 3.13: Skill Gaps in Product / Range Finalization ................................................................................ 47

Table 3.14: Detailed Job Descriptions in Procurement Cluster: Entry Level............................................... 50

Table 3.15: Detailed Job Descriptions in Procurement Cluster: Junior Management Level....................... 52

Table 3.16: Detailed Job Descriptions in Procurement Cluster: Middle Management Level ..................... 53

Table 3.17: Detailed Job Descriptions in Procurement Cluster: Senior Management Level ...................... 55

Table 3.18: Entry Level Requirement for Roles in Procurement/ Purchase ............................................... 56

Table 3.19: Skill Gaps in Procurement/ Purchase ....................................................................................... 59

Table 3.20: Detailed Job Descriptions in Logistics and Supply Chain: Entry Level ...................................... 65

Table 3.21: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Junior Management Level . 66

Table 3.22: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Middle Management Level 67

Table 3.23: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Senior Management Level . 68

Table 3.24: Entry Level Requirement for Roles in Logistics and Supply Chain Management ..................... 69

Table 3.25: Skill Gaps in Logistics and Supply Chain Management ............................................................ 71

Table 3.26: Detailed Job Descriptions in Warehouse Operations Cluster: Entry Level .............................. 75

Table 3.27: Detailed Job Descriptions in Warehouse Operations Cluster: Junior Management Level ...... 76

Table 3.28: Detailed Job Descriptions in Warehouse Operations Cluster: Middle Management Level ..... 77

Table 3.29: Entry Level Requirements for Roles in Warehouse Management ........................................... 79

Table 3.30: Skill Gaps in Warehouse Operations ........................................................................................ 80

Table 3.31: Detailed Job Descriptions in Store Operations Cluster: Entry Level ........................................ 84

Table 3.32: Detailed Job Descriptions in Store Operations Cluster: Junior Management.......................... 89

Table 3.33: Detailed Job Descriptions in Store Operations Cluster: Middle Management ........................ 93

Table 3.34: Detailed Job Descriptions in Store Operations Cluster: Senior Management ......................... 96

Table 3.35: Detailed Job Descriptions in Store Operations Cluster: Cashiering: Junior Management Level

.................................................................................................................................................................... 99



Table 3.36: Entry Level Requirements for Roles in Store Operations ....................................................... 103

Table 3.37: Entry Level Requirements for Roles in Store Operations: Cashiering .................................... 106

Table 3.38: Skill Gaps in Store Operations ................................................................................................ 107

Table 3.39: Skill Gaps in Cashiering ........................................................................................................... 112

Table 3.40: Detailed Job Descriptions in Production Cluster: Entry Level ................................................ 117

Table 3.41: Detailed Job Descriptions in Production Cluster: Junior Management ................................. 118

Table 3.42: Detailed Job Descriptions in Production Cluster: Middle Management ................................ 119

Table 3.43: Detailed Job Descriptions in Production Cluster: Senior Management ................................. 120

Table 3.44: Entry Level Requirements for Roles in Production ................................................................ 122

Table 3.45: Skill Gaps in Production .......................................................................................................... 123

Table 3.46: Detailed Job Descriptions in Delivery Cluster: Entry Level ..................................................... 125

Table 3.47: Detailed Job Descriptions in Delivery Cluster: Junior Management Level ............................. 126

Table 3.48: Entry Level Requirements for Roles in Home Delivery .......................................................... 129

Table 3.49: Skill Gaps in Home Delivery .................................................................................................... 130

Table 3.50: Detailed Job Descriptions in Quality Assurance Cluster: Entry Level ..................................... 133

Table 3.51: Detailed Job Descriptions in Quality Assurance Cluster: Junior Management Level ............. 135

Table 3.52: Detailed Job Descriptions in Quality Assurance Cluster: Middle Management Level ........... 136

Table 3.53: Entry Level Requirements for Roles in Quality Assurance ..................................................... 137

Table 3.54: Skill Gaps in Quality Assurance/ Control ................................................................................ 139

Table 3.55: Detailed Job Descriptions in Service Support Cluster: Entry Level ........................................ 142

Table 3.56: Entry Level Requirements for Roles in Service Support ......................................................... 143

Table 3.57: Skill Gaps in Service Support .................................................................................................. 143

Table 4.1: Entry Level Course for Warehouse Operations ........................................................................ 147

Table 4.2: Entry Level Course for Store Operations .................................................................................. 147

Table 4.3: Entry Level Course for Restaurant Operations ........................................................................ 148

Table 4.4: Entry Level Course for Production at Cafe and Restaurants .................................................... 148

Table 4.5: Entry Level Course for Home Delivery Operations .................................................................. 149

Table 4.6: Entry Level Course for Service Support (Call Centre) ............................................................... 149



ii List of Figures

Figure 1.1: Organized Retail Formats in India ............................................................................................. 15

Figure 1.2: Key Drivers for Growth of Retail Sector .................................................................................... 16

Figure 1.3: Organized Retail Penetration Across Countries ........................................................................ 17

Figure 2.1: Proposed Research Approach ................................................................................................... 22

Figure 3.1: Job Clusters in the Retail Segment ............................................................................................ 28

Figure 3.2: Available Career Paths in Procurement .................................................................................... 63

Figure 3.3: Career Paths Available in Supply Chain Management (SCM) ................................................... 73

Figure 3.4: Available Career Warehouse Operations.................................................................................. 82

Figure 3.5: Available Career Paths in Store Operations ............................................................................ 114

Figure 3.6: Available Career Paths in Cafe and Restaurant Operations.................................................... 115

Figure 3.7: Available Career Paths in Quality Assurance .......................................................................... 140

Figure 3.8: Available Career Paths in Support Services ............................................................................ 145



iii List of Abbreviations

ADM Assistant Department Manager

ATM Automated Teller Machine

B. E. Bachelor of Engineering

B. Sc. Bachelor of Science

B. Tech Bachelor of Technology

BMI Business Monitor International

BPO Business Process Outsourcing

CDIT Consumer Durables and Information Technology

CFA Clearing and Forwarding Agent

CII Confederation of Indian Industry

CPC Central Processing Centre

DC Distribution Centre

DGET Directorate General of Employment and Training

DM Department Manager

DSR Daily Sales Report

ERP Enterprise Resource Planning

F & B Food and Beverage

F & V Fruits and Vegetables

FDI Foreign Direct Investment

FIFO First In First Out

FMCG Fast Moving Consumer Goods

GDP Gross Domestic Product

GNDU Guru Nanak Dev University

GV Gift Voucher

HACCP Hazard Analysis and Critical Control Points

HR Human Resource

IGNOU Indira Gandhi National Open University

IHM Institute of Hotel Management

IIJT Indian Institute of Job Training

IISD Indian Institute of Skill Development

ILO International Labour Organization

IOU I Owe You

IRS Indian Retail School

ISO International Organization for Standardization

ITC Industrial Training Centre

ITI Industrial Training Institutes

IT Information Technology

LABS Livelihood Advancement Business School

MBA Master of Business Administration

MERC Managerial Excellence Resource Centre



MES Modular Employability Scheme

MIS Management Information System

MRP Maximum Retail Price

NGO Non Government Organization

NIOS National Institute of Open Schooling

NIRM National Institute of Retail Management

NSDC National Skill Development Corporation

NVQF National Vocational Qualifications Framework

OP Outside Purchase

ORP Organised Retail Penetration

P & L Profit and Loss

PAF Pearl Academy of Fashion

PFA Prevention of Food Adulteration

POS Point Of Sales

QA Quality ASSURANCE

QC Quality Control

QSR Quick Service Restaurant

RAI Retail Association of India

SCM Supply Chain Management

SKU Stock Keeping Unit

SOP Standard Operating Procedure

TVET Technical and Vocational Education and Training

USA United States of America



iv Executive Summary

I. The retail sector has been divided into seven key sub-segments, based on their uniqueness and

needed skills. The sub- segments are listed below:

1. Value Retail (includes cash and carry): The segment caters to the multi-brand retailing wherein the retailer provides better deal on various products relative to the market. Value retail and Cash and Carry have been clubbed under the segment based on the commonality in the product range and talent requirement. The difference between the two lies in their scope and target customer base.

2. Clothing and Fashion: The segment deals in retailing of clothing and fashion accessories. 3. Wellness and Drugs: The segment includes organization dealing in drugs and various personal

care/wellness products. 4. Lifestyle: The Lifestyle segment includes all the organizations that are positioned as lifestyle

brands and cater to a specific customer group 5. Café /Restaurant: This segment includes various Quick Service Restaurants (QSRs) and Café

chains which deal in serving food and beverage. 6. Consumer Durable and Information Technology: The segment caters to retailing of various

electronic products, mostly in a multi-brand format.

II. Quite a few occupations/ jobs within the retail sector across the sub-segments are similar in nature.

These jobs similar to one another were clubbed together in clusters. Within a few clusters, there

were some unique characteristics pertaining to a particular sub-segment, these were also culled out

of the raw data and documented. Following are the Job Clusters in the retail sector:

1. Product Finalisation/ Range Finalisation: The group is responsible for finalising the product range for the retail outlets based on previous sales trends and market forecasts.

2. Procurement: The group works with the vendors for the procurement of various products based on the demand and forecasted sales for the retail outlets.

3. Logistics & Supply Chain and Warehouse: The cluster is responsible for planning and executing movement of products from the vendor end to warehouse and to outlets. The material movement includes transportation and storage at the warehouse.

4. Store Operations: This group forms the customer facing front-end. The group is responsible for product sales and creation of a loyal customer base.

5. Production: The group is specific toe café and restaurant segment and works on preparation of various dishes/beverages for the customer.

6. Home Delivery: The group’s main responsibility is to ensure that the ordered products are delivered at the customer’s address in a timely fashion.

7. Quality Control: The group is responsible for ensuring that the various products are according to organization as well as statutory quality standards. In case of Café and restaurant segment, the role also includes quality audit of vendor as well as retail outlet premises.

8. Service Support (Call Centre): The group’s main responsibility is handling customer queries/issues over telephone.

Each job cluster may or may not exist in a particular sub-segment. For example, product finalization/ range finalization cluster is seen only in the fashion and Clothing sub-segment; production (actual



cooking of food to be sold at the café or restaurant) is seen only in the café and restaurant sub-segment.

III. Within these clusters, there are various roles based on seniority or role complexity or speciality of

the skills required to perform the roles. To classify roles, similar levels of seniority and complexity

were clubbed together and five levels emerged. These levels and the respective roles are listed

below:

1. Level 1- all trainees, contractual staff, executives, and associates, stewards, commi 3/2 within in the above eight clusters formed level 1.

2. Level 2-all senior executives, team leaders, supervisors, floor managers, senior associates, senior stewards, commi 1, senior pharmacists, cashiers etc. formed level2.

3. Level 3- all the asst. managers, shift managers, captains, chef- de- partie etc. form the level 3. 4. Level 4- all the managers form the level 4. 5. Level 5- most positions handling multiple stores, warehouses, restaurants etc. like area

managers, cluster managers, general managers form the level 5. IV. As per the qualifications, skills and competencies required for the above levels, it was seen that the

level 2 & 3 had a lot of overlap. Hence the job/ role descriptions within each job cluster are divided

into four levels instead of five. These are listed below:

1. Entry Level- Level 1 2. Junior Management- Level 2 & 3 3. Middle Management- Level 4 4. Senior Management- Level 5

V. The job descriptions follow a structured framework listing the role. Each role is described under the

following heads:

1. Job Responsibilities- this describes the detailed task clusters and tasks within each level. 2. Skills required- this lists essential knowledge and skills required for the roles at each level.

a. Professional Knowledge b. Computer Knowledge c. Physical abilities

3. Competencies required – this is a list of behavioural competencies that encompass both attitude and behavioural skill to perform the job well.

VI. The entry level requirements for each role in each level in each job cluster are listed under the

following headings:

1. Qualifications 2. Skills required

a. Professional Knowledge b. Computer Knowledge c. Physical abilities

3. Aptitudes

Assuming that at the time of the candidates applying for entry level or junior management jobs, they can have clear qualifications, knowledge and skills. They might not be able to exhibit behavioral competencies, hence, the aptitude/ ability is assessed. Additionally, the competencies required at the time of hiring are fewer than the ones required to perform the job successfully. This is reflected in the difference between the list of competencies in the Job Descriptions and the list in the Entry Level Requirements.



VII. The career paths for most job clusters are linear i.e. once a person gets a job at the entry level in a

particular job cluster, like procurement, he/she can grow up till the manager level after getting the

appropriate qualifications, knowledge, skill and competencies.

Some growth paths are also available across functions, as listed below:

1. An employee can grow from store operations into procurement (in all sub-segments) and from procurement into product/ range finalization (only in clothing & fashion).

2. The employees at the warehouse operations have the possibility to grow into the roles of logistics and supply chain management. Employees from sales also move into the warehouse operations.

3. Within store operations, employees at the entry level i.e. customer service associates move across sales, receiving customers, cashiering etc. Most move up into supervisory roles in stores, some from cashiering into the store accountant.

4. Similarly within the café and restaurant sub-segment, employees at the entry level i.e. trainees move across the three job clusters namely delivery, service and production before taking the linear paths up each cluster. At the supervisor delivery level again there is a possibility of moving across to the role of the supervisor café or restaurant operations.

5. Quality Assurance is a unique role and needs specialization in the related field, e.g. a QA engineer in the CDIT sub- segment is a qualified B.Tech and has a linear growth path into managerial roles with in QA. Similarly, a QA executive in the café and restaurant is qualified in food technology.

6. Home Delivery roles can move into restaurant operations. 7. Service Support is unique and functions in call canters. Here again the growth path in linear

upwards into supervisory roles.



1 INTRODUCTION

1.1 CONTEXT

The research study of Occupation and Qualification mapping in the Retail Sector is set in the context of current state of the Indian economy.

Retail sector in India forms one of the pillars of its economy and accounts for 22 percent of the country's

Gross Domestic Product (GDP) and 8 percent of total employment opportunities. A report by Business

Monitor International (India Retail Report, Q1 2012) predicts average annual GDP growth of 7.6 per cent

through 2015. Hypermarkets, currently accounting for 14 percent of mall space are expected to witness

high growth, and demographic dividend with over 50 percent of country’s populace being under 25

years of age is a prime driving factor for modern retail sector. India is one of the fastest growing retail

markets in the world, with 1.2 billion people (Research & Markets, 2011).

The retail business in India has a market value of around US$ 550 billion (organised and unorganised

sector). The organised retail sector is estimated at US$ 28 billion with around 7 per cent penetration.

The market projections estimate that it is all set to become a US$ 260 billion business over the next

decade with around 21 per cent penetration. (Boston Consulting Group Report, 2012)

1.2 BACKGROUND

Indian retail business is divided into two sectors: Organised and Unorganised. Organised sector

comprises of licensed retailers like hypermarkets, retail chains and privately owned large businesses.

Unorganised sector comprises of local kirana (mom and pop) shops, owner manned general and

convenience stores, pavement and street vendors etc.

India's retailing sector has essentially been unorganised retail such as owner manned small shops. Over

the last decade, India has shown greater acceptance for organised retailing formats. Domestic retailing

is changing shape from multiple unorganised family-owned businesses to organised modern retailing

players like Reliance, K Rahejas, Ambanis, Bharti Airtel and ITC etc. made big investments and brought in

retail chains offering huge discounts to consumers.

Until 2011, Indian central government denied Foreign Direct Investment (FDI) in multi-brand retail,

forbidding foreign groups from any ownership in supermarkets, convenience stores or any retail outlets.

Even single-brand retail was limited to 51% ownership.

In November 2011, India's central government announced retail reforms for both multi-brand stores

and single-brand stores. These market reforms were expected to pave the way for retail innovation and

competition with multi-brand retailers such as Wal-Mart and Tesco, as well single brand majors such as

IKEA, Nike, and Apple waiting to reap the rewards. The announcement sparked intense activism, both in

opposition and in support of the reforms. In December 2011, under pressure from the opposition, Indian

government placed the retail reforms on hold till it reaches a consensus. (Agarwal, 2011)



In January 2012, India approved reforms for single-brand stores welcoming anyone in the world to

innovate in Indian retail market with 100% ownership. Indian government continues the hold on retail

reforms for multi-brand stores. (Sharma, Sahu, 2012)

1.3 RETAIL FORMATS

There are mainly three organised retail formats that can be seen, as illustrated in Figure 1.1, in the present day markets:

1. Mono/ exclusive branded retail shops like Benetton or Nike which are showrooms either owned or franchised out by a manufacturer and showcase the complete range of a particular brand.

2. Multi- branded retail shops like Shopper’s Stop and Croma generally have multiple brands of the same product category offering wider choice to the customer.

3. Convergence retail outlets like Big Bazaar or Spencers are hypermarkets, the one stop shops for customers providing large range of products and brands to choose from.

Figure 1.1: Organized Retail Formats in India

Source: IT Retailing: Are you in the loop (via- http://www.cci.in/pdf/surveys_reports/indias_retail_sector.pdf)

In 2010, larger format convenience stores and supermarkets accounted for about 4 percent of the retail

sector, and these were present only in large urban centers.

The enhancing middle and upper class consumer base has set vast opportunities in India's tier-II & tier-III

cities. (Business Monitor International’s India Retail Report Q1 2012). The upsurge of consumer base

and growth of retail in India are a result of factors such as increase in population, increase in production

capacity within the country and growth of organised retail sector. Apart from these factors, the markets

have seen improved income and buying capacity of individuals, more vehicles on road providing

Retail formats available in India

Mono/ exclusive branded retail shops

Exclusive showrooms either owned or

franchised out by a manufacturer

Complete range available for a given brand,

certified product quality

Multi -brand ed retail shops

Focus on particular product categories and

carry most of the brands available

Customers get to have more choices as many brands are on display

Convergence retail outlets

Usually have on display most of the convergence

as well as consumer/ electronic products

One stop shop for customers, many product lines of different brands

on display

http://www.cci.in/pdf/surveys_reports/indias_retail_sector.pdf



improved mobility and easy accessibility to personal loans, all accounting to improved consumer profiles

and mindset, thus driving the changing face of retail as illustrated in the Figure 1.2.

Figure 1.2: Key Drivers for Growth of Retail Sector

1.4 CHALLENGES FOR THE RETAIL SECTOR

Though the retail sector witnessed major growth in last few years, the organised retail sector is at a very

nascent stage in India. Table 1.1 indicates the employment and share percentages of the organised

sector in India as compared to China and United States of America (USA):

Table 1.1: Comparative Data of Retail in India, United States of America and China

Retail Trade- India, US and China

Trade (in US $ billions)

Employment (%) Shops (million) Organized sector share (%)

India 180-394 7 12 2-3

China 360 12 2.7 20

USA 3800 12.6-16 15.3 80

Source: The Economist, (via- http://www.cci.in/pdf/surveys_reports/indias_retail_sector.pdf)

In India, apart from the intrinsic complexity of retailing like rapid price changes, constant threat of product obsolescence and low margins, the retail sector is currently facing the following challenges:

Growth in Retail

Strong underlying economic

growth

Population expansion

Greater availability of

personal credit

Improved mobility

Increasing wealth of

individuals

Rapid construction of organised retail infrastructure




1. Organised Retail Penetration (ORP) in India is low (6 per cent) compared to other countries such as the USA (85 per cent) as illustrated in Figure 1.3.

Figure 1.3: Organized Retail Penetration Across Countries

Source: E&Y report, Aranca Research, Nov 2011, via- http://www.ibef.org/download/Retail50112.pdf

2. The educated masses do not look at Retail as a preferred career option as compared to Information Technology (IT), Business Process Outsourcing (BPO) and financial services. Moreover, there is lack of Retailing Courses and study options.

3. There is a severe shortage of talented pool of industry professionals, at retail management level.

4. There is an absence of developed supply chain and integrated IT management.

5. Taxation policies favour small retail businesses over hypermarkets and retail chains. Moreover, varied taxation policies across various states do not provide scope for uniform distribution network.

6. Lack of adequate infrastructure like roads, electricity, cold storages etc. does not leave scope for a network of suppliers across India.

7. Retail sector has not attained an ‘industry’ status yet; therefore, the banks are averse towards funding them for expansions.

8. Government policies on FDI are restricting the foreign players to enter the market and thus, driving the whole retail sector towards the global best practices.

0

10

20

30

40

50

60

70

80

90

100

USA Taiwan Malaysia Thailand Indonesia China India

15% 19%

45%

60%70%

80%

94%

85% 81%

55%

40%30%

20%

6%

Organised Retail Penetration

http://www.ibef.org/download/Retail50112.pdf



9. Retail business has been hit by global recession as there is lack of funds and working capital.

10. The Government Regulations restricting real estate purchases, non availability of Government land and cumbersome local laws result in disorganised and unlawful practices.

1.5 RATIONALE OF THE STUDY

To retain the high GDP growth rate, India needs to overcome the challenges being faced by the Retail sector and get the retail growth back on track. On the other hand, to benefit from its demographic dividend, India’s people and policy makers need to recognize relevant “Skills development” as a priority.

National Policy on Skills Development, a comprehensive framework to address the needs of employability skills and the skill gaps recommended number of systemic reforms, including a National Vocational Qualifications Framework (NVQF) for the country. The purpose of NVQF, as given in the “Draft report on options for designing and implementing an NVQF for India” published by International Labour Organization (ILO), is:

- to improve the pathways between formal Technical and Vocational Education and Training (TVET) programmes in schools, Industrial Training Institutes (ITIs) and Industrial Training Centres (ITCs) and Modular Employability Skills (MES) programmes. The aim is also to develop clear progression opportunities to employment or to Polytechnics, Colleges of Engineering, and higher education, more generally

- to improve the quality, status and availability of TVET programs; - to establish pathways and progression from informal short courses that are provided by various

government agencies (often in the unorganized sector), Non- Governmental Organizations (NGOs) and industry, to formal TVET programmes; and

- to narrow the gaps between what TVET graduates know and can do and the skills and knowledge that employers say they need.

The purpose of this study was to do an in depth analysis of the Retail sector in terms of the major players, employability needs, qualifications of employees, professional courses offered across various institutions, skills and competency mapping to narrow down the skill gaps and to help build a framework for requisite skills at various levels and roles.

Although the study aimed at targeting all retail segments outlined by industry experts, the researchers found overlaps between various segments, particularly, in the role requirement and the respective skills and competencies requirement. Therefore on the basis of ‘Judgement sampling’, well known brands were selected and clubbed logically in various segments as given in Table 1.2.



Table 1.2: Retail Segments

S. No

Retail Segments

1 Value Retail The retail format where multiple products procured from multiple vendors (some carrying the retail company brand), are offered at lower than the listed Maximum Retail Price (MRP) or under various promotional schemes to ensure that the customer get more value for each rupee they spend. The products range from vegetables to groceries to utilities to clothing and electronics. Some examples are: Big Bazaar and Reliance Fresh.

The Cash & Carry sub-segment was also clubbed along with this category based on the fact that both segments work in similar product space with the difference being scope and customer base. Some examples are: Metro and Bharti Wal-Mart.

2 Clothing and Fashion This sub-segment included those outlets that cater to the clothing and fashion niche in the retail segment. The segment includes various retail formats like company-owned stores by the manufacturers, franchisees and multi-brand stores with other as well as private labels. Some Examples are: Benetton and Pantaloon

3 Wellness and Drugs This sub-segment included organizations that cater to retailing private label wellness and health products (drugs, personal care products etc.) as well as products by other brands. One example is: Religare Wellness.

4 Lifestyle This sub-segment essentially included all those brands that are positioned as lifestyle brands. These could be manufacturing their own products or procuring from outside. The kind of products may include clothing, furniture, interiors etc. One example is Fab- India.

5 Café /Restaurant This sub-segment includes various Quick Service Restaurants (QSRs) and Cafes operating under the company-owned and franchisee retail model. Some examples are: Yo-China, Vango

6 CDIT The CDIT sub-segment, though sometimes overlaps with Value Retail, has some unique features. Hence it has been treated as a separate category. For example Reliance Digital has presence at the Reliance retail outlets. Additionally, some retail chains cater to CDIT only like Next and Croma.



The research report has the following chapters:

Chapter 1 provides an introduction of the study in terms of its context, background of Retail sector in

India, its challenges and the rationale for the study in light of the aforesaid details.

Chapter 2 gives a detailed description about the objectives and the research methodology adopted to

meet the objectives of the study. It also outlines the research design, the sample details, methods of

data collection, tools and techniques and the limitations of the research study.

Chapter 3 provides a comprehensive study of job clusters that exist across all or most sub-segments of

the retail sector with minor segment specific nuances. The results meet all the objectives that had been

set by the research team in the beginning of the study. All the results of the objectives have been

clubbed together for each cluster of jobs/ roles. For example, with the job cluster of Product

Merchandising and Range Finalization, first the detailed job description is given for the four levels, then

the entry level criteria are elaborated, next the skill gap analysis is given and finally the career paths for

the same job cluster are depicted in a flow chart.

Chapter 4 provides certain recommendations for stakeholders which would aid them in designing a

curriculum framework for the Vocational education.

The study helped us gain many insights about the gaps and inadequacies of the vocational education

and training scenario of India. It aims to provide a comprehensive understanding of the retail sector for

the stakeholders, to enable conceptualising and designing the vocational qualification framework.



2 RESEARCH METHODOLOGY The research on Occupation and Qualification Mapping in the Retail Sector, commenced to get a holistic picture of the retail sector in India and the opportunities of employment in this sector today and in the future. The main objective of this study was to elaborate on all the possible jobs/ roles in retail that are open to the youth of India and the corresponding qualifications and skills required to take up these roles. The methodology for this research was exploratory in nature as the research team wanted answers to questions. We did not approach with pre set hypotheses. The methodology section elaborates the objectives of the study, the scope and limitations of the study, the research design, participant organizations and sample institutes.

The detailed objectives of the study are given below:

2.1 OBJECTIVES OF THE STUDY

This research study was aimed to meet the following objectives:

Identify and describe various occupational roles available in organized retail sector.

Describe the job responsibilities, skills and competencies required by incumbents to be successful on the job.

Identify the “levels” of qualifications for specific occupational roles.

Identify the various formal and informal courses and industrial training programs available to fulfil the demands of the jobs in the retail sector.

Detail out the current courses and programs and analyse the gaps between skill programs available and the skills required

Identify the career path available in an organization and their corresponding qualifications.

2.2 SCOPE AND LIMITATIONS OF THE STUDY

The study was designed to understand roles in the retail sector in India, hence the geographical limitations were not set. The scope of the study is Pan India, as both the organizations data as well as the institute data was collected from a sample across the country. It would however be important to put down that the research study used a judgment sampling process and that sample also got reduced further to those organizations that were willing to share their data. Hence, the research refers to the sample organizations as the Participating Organizations. Similarly, the data from the institutes was not limited to a particular geography, however, it is important to note that it is not an exhaustive study of all the institutes across the industry. The final participating organizations and the sample institutes have been listed later in the chapter.

Within the participating organizations, the HR and Recruitment Managers and some line managers were interviewed. From the sample institutes, most of the data pertaining to their curriculum was collected on mail or from their websites.

The research was also limited to understanding the occupations and roles of the permanent kind. The contractual staff roles like loaders, security, housekeeping etc. were not included in the study.



2.3 DESIGN

The objectives of the study were to understand various job roles, the qualification and competencies needed for those roles and the availability of the educational programs to fulfill the requisite needs. To that end, the research approach given in Figure 2.1 was applied:

Figure 2.1: Proposed Research Approach

As can be seen, the first phase comprised of a desktop review of retail sector (organizations, types of jobs, job roles, competencies and qualifications required at each level) and the educational and vocational institutions (public and private) providing requisite education and skills for career in the retail sector. The desktop review was driven through a structured review and documentation of the profiles of the participant retail organizations and the institutes that provided any course related to the retail sector. Here we identified some generic courses on retail and some very specific courses for a particular sub-segment of the retail sector.

Following the identification of key factors in the desktop review, exploratory interviews with the stakeholders in the retail sector (mostly the hiring managers) were undertaken to extract the perspectives on the fundamental research questions outlined earlier. Findings from the exploratory interviews were to enable the development of questionnaires for data collection.

Data collection then proceeded in two parallel lines i.e., organizations and institutions by means of secondary and primary data. From the retail organizations, data was collected through ‘long interviews’ Mc Cracken (1991) and ‘document analysis’. From the institutions, the data was collected through extensive ‘document analysis’ of the various curricula offered by them. Some short interviews were also conducted to clarify doubts as well as get information on identified skill gaps.

For Mapping the demand side (skill requirements by the organizations) and the supply side (courses provided by institutes& in house training to develop the required skills) we used Cluster Framework. Here jobs of the same kind across various sub-segments of the retail sector were clubbed together. Each cluster of jobs, for example, Procurement, was analyzed to meet all the objectives of the study.

Desktop Review

Exploratory Interviews to finalize the data collection tools

•From Organisations

•From Educational/Training Institutes

Data Collection

Coding &Mapping

Gaps Analysis and other related Trend

Analysis

Recommendations



Differences and gaps between the supply side and the demand side of retail skills was outlined through direct comparison.

Next a road- map comprising of vertical and horizontal movement within the retail sector for progression right from entry level up to the top of hierarchy was established along with relevant qualifications and skills required for each role/ level.

Finally, recommendations were made to fill the gaps through structured courses, certifications and trainings.

2.4 PARTICIPANT ORGANIZATIONS

This research had an essential flavor of a qualitative research; hence the sampling was ‘Judgment Sampling’, i.e. the research team chose to include the well known brands within various Retail Segments. The final list of the participating organizations in each retail sector segment is as given in Table 2.1:

Table 2.1: Participant Organizations

Sl. No

Retail Sector Sub-Segments

Organization/ Group Brand

1 Value Retail Future Group Reliance Group

1. Big Bazaar 2. Reliance Fresh

2 Cash & Carry Bharti- Walmart Metro Cash & Carry International

3. Best Price Modern Wholesale

4. Metro

3 Clothing and Fashion Benetton ITC Future Group

5. Benetton 6. Wills Lifestyle 7. Pantaloon

4 Health and Wellness Religare 8. Religare Wellness

5 Lifestyle Fab India Overseas Future Group

9. Fab India 10. Home Town

6 Café and Restaurant Devyani International Amalgamated Bean Coffee Trading Co. Moods Hospitality Pvt. Ltd.

11. Pizza Hut 12. KFC 13. Costa Coffee 14. Café Coffee Day 15. Yo! China

7 CDIT Tata Group Reliance Group Future Group

16. Croma 17. Reliance Digital 18. E-Zone

Within each sampled organization the roles that were focused on are as follows. The list given below is not exhaustive as each segment might have some unique positions which would then become part of the study.

Level 1: Customer service/ Sales associates/ Procurement staff/ Merchandising executives etc.

Level 2: Transaction processing associates/Senior Executives/ Team Leads etc.



Level 3: Asst. Managers

Level 4: Manager / Store Manager/ Manager Logistics etc.

Level 5: Managers and General Managers

2.5 SAMPLE INSTITUTES

The training in retail sector happens in both formal and informal formats. In the formal formats, there are various kinds of institutes and various kinds of courses. Some institutes offer multiple courses pertaining to one or more job clusters in the retail. The available kinds of institutes are: the universities, the public/ govt. Institutes, private/ public private partnership institutes. The next consideration was that kinds of courses being offered were diplomas, degrees and certificates. Finally, within the scope, the research also needed to cover institutes/courses that not necessarily are retail courses, however are specializations in any one sector, for e.g. Pharmaceutical (for Health), Agriculture (for Fresh Retail), Hotel Management (Café & restaurant). Hence, the sample of institutes was chosen keeping these parameters in mind. The first being the institute should be catering to courses for the retail sector, be it a diploma course, a degree course or a certificate course. The second consideration being that the sample should have a representation of the various kinds of institutes. The third consideration that those specialization courses that are sub-segment specific should also be included in the sample.

The final sample of the institutes is as given in Table 2.2:

Table 2.1: Sample Institutes

Universities 1. Guru Nanak Dev University

(GNDU)

Graduation Courses in Pharma, Agriculture,

Electronics and Food Technology

Post Graduation in Food Technology

2. Indira Gandhi National Open

University (IGNOU)

Certification Course in Soft Skills

Graduation Courses in Retailing

Post- Graduate Certification Courses in Retail

Sales and Operations

Public

Institutes

3. Institute of Hotel

Management, Pusa (IHM,

Pusa)

Certification/Graduation/Post Graduate

Diploma/Post Graduation Courses in various

hospitality operations

4. National Institute of Open

Schooling (NIOS)

Various Certificate Courses in Hardware

Maintenance

Various Certificate Courses in Computer

Applications and Maintenance

Various industry specific Certification Courses

related to beauty, hospitality etc.

Public Private

Partnership

5. iSTAR

6. Indian Institute of Skill

Certification Courses in Sales Skills and

Customer Handling, Retail Operations,



Institutes Development (IISD)

7. Edubridge

8. Empower

9. Gras Academy

10. Laqsh

11. Indian Institute of Job

Training (IIJT)

12. Managerial Excellence

Resource Centre (MERC)

Hospitality Operations, Soft Skills, English

language, Computer Skills,

Certificate Course on Tally ERP (Unique to Istar)

Post Graduation in Marketing Management

(Unique to MERC)

Post Graduate Certification in Materials

Logistics Management (Unique to MERC)

Private

Institutes

13. Pearl Academy of Fashion

(PAF)

Graduation Courses in Fashion Designing/

Production and Merchandising/ Retailing

Post Graduate Certification Courses in

Fashion/Textile Designing, Fashion

Merchandising/ Retailing

Post Graduation Course in Fashion Marketing

Advanced Certification Courses in Apparel/

Visual Merchandising, Public Relations, Fashion

Retail

14. CII Institute of Logistics

Certification Courses in Logistics Management,

Supply Chain Management

Advanced Certificate course in Supply Chain

Management

Post Graduate Diploma Courses in Supply Chain

Management

Diploma/ Advanced Diploma in Supply Chain

Management

15. Livelihood Advancement

Business School (LABS)

Certificate/Diploma Course in Housekeeping,

Shop Demonstration, Customer Handling and

Sales, Hospitality, Computer Application

16. Indian Retail School (IRS) Graduate Course in Retail

Post Graduate Certification/Diploma in Retail,

Visual Merchandising

17. National Institute of Retail

Management (NIRM)

Diploma in Business Administration

Advanced Diploma/ Post Graduation in Fashion

Designing, Apparel Production/ Quality/

Merchandising, Retail, Retail Supply Chain/

Category Management, Business

Administration

18. Future Innoversity Graduation/ Post Graduation of Business



Administration in Retail, Supply Chain

19. Centum Learning Certification Course in Personal Improvement,

Sales and Service, Retail Sales and Marketing/

Visual Merchandising and Space Planning/

Buying and Merchandising/ Supply Chain/

Management and Store Operations/ Customer

Relationship

Diploma Course in Sales, Retail

Graduation of Business Administration in Retail,

Marketing and Human Resource

Post Graduation of Business Administration in

Retail,

20. Retail Association of India

(RAI)

Certification Courses in Retail

Graduation of Business Administration in Retail

ITI s 21. Industrial Training Institute,

Chandigarh

22. Industrial Training Institute,

Bhuj


Gandhidham


Dharampur


Nangal

Computer Operator and Programming Assistant

It is noteworthy that the sample institutions from which the information was gained were recognized by the relevant national or regional accrediting body.

The qualification levels within each institute included:

Entry level: Demonstration of basic literacy and numeric skills.

Lower Secondary education: Demonstration of a narrow range of applied knowledge and basic

comprehension in a field of work or study, skills and ability to use known solutions to familiar problems.

Senior secondary education: Expression informed judgement, command of analytical interpretation

of information, knowledge of basic concepts and principles in the field of work or study.

Certificate: It can be used over a wide range of contexts across all levels up to top and are often used

to prepare candidates for both employment and further education and training.



Diploma: Wider theoretical base than a certificate and include more specialized, technical, professional

or managerial competencies.

Bachelor’s degree: It is a systematic research based, coherent introduction to the knowledge, ideas,

principles, concepts, chief research methods and to the analytical and problem-solving techniques of a

recognised major subject or subjects, providing basis for higher studies.

Master’s degree: Designed to extend the principal subject or subjects of the qualifying degree or may

build on relevant knowledge and skills derived from advanced occupational experience.

2.6 ANALYSIS TOOLS AND TECHNIQUES

As summarized earlier, the data was collected in two parallel lines of research: one catering to the demand side of the retail sector and involved job roles, skills and competencies required at different levels of jobs and second involving the supply side focused on various vocational, educational and training courses present so as to meet the needs of the industry.

The research was essentially a qualitative one using Structured Long Interview questionnaires (Annexure I for organizations and Annexure II for institutions), and Document Analysis to collect all the relevant data. From the participating organizations, the whole interview schedule was utilized; however, from the institutes, most of the data for the questionnaire was culled out from the curriculum details. The research team had to interview some institute stake holders to get the missing details.

To make the data collection easy and standardized, the questionnaire design used some standard frameworks. Looking closely at the Job Descriptions, we see that the data collected, followed a standard format to detail out the role in question. Within the standard format of elaborating the tasks to be done, qualifications required, skills required etc. there is an element of Competencies. The competencies framework utilized in this research is the SHL, Universal Competency Framework. The list of competencies in the framework is exhaustive and includes all the competencies required in any corporate setup job. These have been elaborated in Annexure III. Additionally, the Job Descriptions included list of Aptitudes/ Abilities, again elaborated in Annexure IV.

All the collected content data was coded in excel sheets and manually content analyzed using Thematic Analysis and Direct Comparison.



3 RESULTS The results chapter is organized according to the job cluster and objectives of the research study. Each segment is dedicated to each job cluster wherein research findings related to various research objectives are elaborated. The first objective of the study was to identify and describe various occupational roles available in organized retail sector. The research findings show that business roles in the retail industry fall in various functions through which the whole business process flows. These functions/roles are referred to as Job Clusters as they exist across all or most sub-segments of the retail industry with minor segment specific nuances. For example, the business process starts from identifying what would be sold at the stores, be it from the parent company (in case of a single brand) or from various brands (in case of multi - brand stores). The next function is to procure what needs to be sold or rather identify vendors and place orders. This is followed by the function of supply chain, where the whole movement of the products from the vendor to the central processing centres (CPCs) to warehouses and finally to the stores is managed. In most retail segments, the quality assurance function is part of the supply chain or warehouse operations, as their job essentially is to look at the in the inbound and outbound products and match with the specifications listed. However, quality function has a different connotation in the café and restaurant segment where the job entails checking quality of the food and the facilities. The quality function also takes a unique shape in the CDIT segment where the engineers do a quality check of the products on delivery at the CPCs. The next function is store operations where most of the youth with qualifications ranging from class 8th to 12th get absorbed. In the stores the staff members rotate on various jobs periodically like client handling, sales, cashiering, inventory handling etc. In café and restaurant segment of the retail industry, there is a production unit as well where food items are prepared or new cuisine items are added. Again some retail segments like the café and restaurant and CDIT also have the function of delivery, where the job entails managing couriers or actual physical delivery at the customer’s doorstep. Finally, CDIT sub-segment also has a function of service and support where the job is to handle customer complaints and queries about the product on phone. The functions or the job clusters are illustrated in the figure 3.1.

Product Finalization/

Range Finalization

ProcurementLogistics, SCM & Warehouse

Store Operations

Production Delivery Quality ControlService

Support (Call Centre)

Figure 3.1: Job Clusters in the Retail Segment



The following table, Table: 3.1, describes these job clusters under each sub-section studied in the retail industry.

Table 3.1: Job Clusters in the Retail Industry in Each Sub-Segment

Sl. No.

Industry Sub-Segment Roles

Product Finalisation/ Range Finalisation

Procurement Logistics and Supply Chain and Warehouse

Store Operations Production Delivery Quality Control

Service Support

(Call Centre)

1 Value Retail and Cash and Carry

Based on the demand and market trends, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the Central Processing Centres(for goods to be processed)

The group receives goods at CPCs from the vendors and quality checks are performed for ensuring desired specification The goods are then processed and packaged for the market and transported to Distribution Centres The products are then stored at DCs until transfer to stores as and when required

This group mans the retail outlets and is responsible for building sales through customer service. This would include activities like customer handling, selling, billing and cash handling, etc. They are also responsible for timely raising indents and providing customer feedback. Store Operations also entails helpers who help in loading, off-loading, clearing and placing things on the shelves. These jobs are mostly outsourced.

NA NA NA NA



Table: 3.1 Job Clusters in the Retail Industry in each sub-segment (cont.)

Sl. No.





Service

Support

(Call

Centre)

2 Clothing and Fashion

Based on the demand and market trends, the group finalises product range and specifications for a given season. This group finalises the product range for a given store based on sales data and market trend for the particular region

Based on specification from the Product group, the group sources new/regular products from various new/present vendors. The group is involved in checking vendor samples and ensuring that the products are according to specifications. The group also coordinates for timely product delivery from vendors to the warehouse.

The group receives product delivery from the vendor and reports any damaged goods/quantity differential to vendor and procurement group. The merchandise is stocked at the warehouse till transfer to stores as and when required. The basic activities of this group include delivery/dispatch management, inventory management and transport management.

This group mans the stores or the retail outlets. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling, packaging. The group is also responsible for timely raising of indents and providing customer feedback to the corporate office. Store Operations also entails helpers who help in loading, off-loading, clearing and placing things on the shelves. These jobs are mostly outsourced.

NA NA NA NA




Sl. No.




Store Operations Production

Delivery

Quality Control

Service

Support

(Call

Centre)

4 Health and Wellness

NA Based on the available stocks and demand at stores, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the Warehouses/Distribution Centres

The group receives delivery from vendors and reports any damaged goods/quantity differential to vendor and procurement group. The merchandise is stocked at the warehouse till transfer to stores as and when required. The basic activities of this group include delivery/dispatch management, inventory management and transport management.

This group mans the stores or the retail outlets. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling, packaging. The group is also responsible for timely raising of indents and providing customer feedback.

NA NA NA NA




Sl. No.




Store Operations Production

Delivery

Quality Control

Service

Support

(Call

Centre)

5 Lifestyle NA Based on the demand and market trends, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the warehouses/Distribution Centres

The group receives delivery from vendors and reports any damaged goods/quantity differential to vendor and procurement group. The merchandise is stocked at the warehouse till transfer to stores as and when required. The basic activities of this group include delivery/dispatch management, inventory management and transport management.

This group mans the stores or the retail outlets. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling, packaging. The group is also responsible for timely raising of indents and providing customer feedback.

NA NA NA NA




Sl. No.





Service

Support

(Call

Centre)

6 Café /Restaurant

NA Based on the demand and market trends, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the warehouses/Distribution Centres/Restaurants

The group receives delivery from vendors and reports any damaged goods/quantity differential to vendor and procurement group. The merchandise is stocked at the warehouse till transfer to stores as and when required. The basic activities of this group include delivery/dispatch management, inventory management, proper storage to maintain freshness and transport management.

This group mans the restaurant front-end. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling.

The group is responsible for preparing the various dishes according to the standard recipe and maintaining kitchen area The group is also responsible for timely raising of indents and providing customer feedback.

The group is responsible for timely and accurate delivery of food to the customer

The group is responsible for regular quality audits at the vendor facility as well as the stores. The job includes auditing sensory and chemical testing of the food




Sl. No.





Service Support

(Call Centre)

7 CDIT NA Based on the demand and market trends, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the Warehouses/Distribution Centres

The group receives goods at Warehouses from the vendors and quality checks are performed for ensuring desired specification The products are then stored at DCs until transfer to stores as and when required

This group mans the stores or the retail outlets. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling, packaging. The group is also responsible for timely raising of indents and providing customer feedback. Store Operations also entails helpers who help in loading, off-loading, clearing and placing things on the shelves. These jobs are mostly outsourced.

NA The group is responsible for timely and accurate delivery of goods to the customer

NA The group is

responsible for

handling

customer

queries/issues on

phone and

escalate

accordingly



The aforesaid job clusters are then further divided into various levels depending on their seniority and complexity and hence have multiple roles within each job cluster. In each Job Cluster there are multiple roles. However, to simplify further data analyses and standardize the roles, this research has categorized the roles in five levels. The first level is mostly trainees in the corporate functions or customer service executives at the stores. Some roles are inherently more complex and of a higher order hence start at a higher level for example Procurement. The following tables 3.2- 3.7 elaborate the levels and the roles in each industry sub-segment Table 3.2: Levels in Each Role in the Sub-Segment - Value Retail and Cash and Carry

Procurement Supply Chain and Logistics Store Operations

Level

1

Trainee Buyer

Contractual Labour Trainee, Junior Customer Service Associate, Team Member, Associate

Executive: Inbound, Outbound,

Transportation, Inventory and QA (DC), QA

(CPC), Supervisor (CPC)

Customer Service Associate

Level

2

Sr. Executive: Inbound, Outbound, Transportation, Inventory and QA (DC), QA

(CPC)

Senior Customer Service Associate, Cashier

Team Leader, Supervisor

Level

3

Buyer Asst. Manager : CPC, Manager : Inbound, Outbound, Transportation, Inventory and QA

at DC,

Assistant Department Manager , Department Manager , Asst. Store

manager, Floor Manager

Level

4

Sr. Buyer Manager: CPC, DC Store Manager, Store Karta

General Manager , Unit Head

Level

5

Area Manager, Cluster Manager

Table 3.3: Levels in Each Role in the Sub-Segment - Clothing and Fashion

Product

Finalization


Level

1

Contractual Labour

Executive Executive Executive: Distribution,

Logistics

Customer Associate/Team Member/Fashion Consultant

Level

2

Sr. Executive Sr. Executive Sr. Executive: Logistics Team Leader/Floor Manager

Level

3

Assistant Manager:

Purchase, Buying

Assistant Manager

Assistant Manager: Distribution, Logistics, Deputy

Manager: Distribution

Assistant Department Manager, Department Manager, Asst. Store

Manager

Level

4

Manager (Category)

Manager Manager: Logistics Store Manager

Sr. Manager Senior Manager: Logistics Unit Head

Level

5

General Manager:

Buying

General

Manager

Assistant Regional Manager

Territory Manager, Regional Manager



Table 3.4: Levels in Each Role in the Sub-Segment - Health and Wellness


Level

1

Contract Labour, Assistant Executive

(Warehouse)

Executive: Pharma, FMCG

Executive (Warehouse) Pharmacist

Level

2

Senior Pharmacist

Level

3

Store In charge

Level

4

Manager: Pharma, FMCG

Manager (Supply Chain and Logistics)

Senior Manager (Supply Chain and Logistics)

Level

5

Head Cluster Manager, Area Manager

Table 3.5: Levels in Each Role in the Sub-Segment – CDIT


Level

1

Trainee Buyer

Back Dock Controller Trainee, Junior Customer Service Associate, Team Member, Associate

Executive Logistics, Executive: Inbound,

Outbound, Transportation, Inventory and QA

(DC), QA (CPC), Supervisor (CPC)


Level

2

Sr. Executive Logistics, Sr. Executive: Inbound, Outbound, Transportation, Inventory and QA

(DC), QA (CPC)

Senior Customer Service Associate, Team Leader, Cashier, Asst.

Department manager,

Level

3

Buyer Asst. Manager Logistics, Asst. Manager : CPC, Manager : Inbound, Outbound, Transportation,

Inventory and QA at DC,

Assistant Department Manager, Asst. Store Manager Department Manager,

Head Cashier

Senior Department Manager, Store Accountant

Level

4

Senior Buyer Manager Logistics, Manager: CPC, DC Store Manager

Level

5

Head Logistics Area Manager, Zonal Manager



Table 3.6: Levels in Each Role in the Sub-Segment - Cafe and Restaurants

Procurement Supply Chain

and Logistics

Restaurant/Cafe

Operations

Production Delivery Quality

Control

Level

1

Junior

Warehouse

Executive

Trainee Commi 3 Trainee

Executives Executive Team Member, Stewards

Commi 2 Delivery Taker

Level

2

Sr. Executives

Sr. Executive Sr. Stewards Commi 1 Sr. Executive

Level

3

Asst. Manager

Asst. Manager: Warehouse

Shift Manager, Captain Chef De Partie

Delivery In Charge

Manager: Inward,

Outward

Asst. Café Manager, Asst. Restaurant

Manager

Asst. Manager: Home Delivery

Level

4

Manager Café Manager, Restaurant Manager

Outlet Chef Quality Manager

Restaurant General Manager

Level

5

Manager: Logistics

Area Manager Area Chef

Table 3.7: Levels in Each Role in the Sub-Segment – Lifestyle


Level

1

Contractual Employee


Allocators Warehouse Staff

Sales Assistant, Team Member

Level

2 Buyers

Quality Supervisor, Supply

Region Company Coordinator Sales Executives, Cashier, Team Leader

Level

3

Merchandiser Merchandiser, Asst. Department Manager, Asst. Store In charge, Department Manager, Asst. Store

Manager Asst. Manager:

Category

Level

4 Manager: Category

Market Warehouse In charge, Store In charge, Store Manager

Unit Head

Level

5 Head: Category Area Manager

The data collected for this objective was exhaustive and comprehensive. Here we summarize all the Job Descriptions using the cluster framework. One Job Cluster is one functional role as elaborated in the table 3.1. The exhaustive job descriptions were content analysed and common job responsibilities were clubbed together under one cluster, as given in Table 3.8. For Example, a job cluster of Procurement and



Logistics across all segments has some common job responsibilities, skills and competencies. In addition on the right is also listed the exceptions or unique features on particular industry segments within that job cluster. As the Job Descriptions within each cluster vary across levels in the hierarchy, they are elaborated in four separate levels. Listed below in the summary table, table: 3.8, are the job clusters across all segments and the four levels in front of each. Table 3.8: List of Job Clusters in the Retail Industry and Their Corresponding Levels

Job Clusters Uniqueness Entry

Level

Junior

Management

Middle

Management

Senior

Management

1 Product

Merchandising/

Range Finalization

Unique to Clothing

and Fashion

Level 2 & Level

3

Level 4 Level 5

2 Procurement Common to all

segments

Level 1 Level 2 & Level

3

Level 4 Level 5

3 Logistics and Supply

Chain

Common to all Level 1 Level 2 & Level

3

Level 4 Level 5

4 Warehouse

Operations

Common to all

segments, Unique

needs for Café and

Restaurant


3

5 Store Operations Common to all,

Unique needs for

Health and Wellness


3

Level 4 Level 5

6 Quality Assurance Common to all,

Unique needs for Café

and Restaurant and

CDIT


3

Level 4

7 Production Unique to Café and

Restaurant


3

Level 4 Level 5

8 Home Delivery Unique to Café and

Restaurants and CDIT


3

9 Service Support (Call

Centre)

Unique to CDIT Level 1 Level 2 & Level

3

As clear from the above table, the cluster of product merchandising and range finalization starts only after some years of experience in either store operations or procurement. Also, in the cluster of supply chain management and warehouse operations, we see that as the seniority increases, the manager looks after both these together. An employee may start either at the warehouse or in logistics and supply chain, as she grows she manages both these for a particular region. The quality assurance cluster, unique to CDIT and café and restaurant sub-segment, also has fewer levels. Once a person crosses level 3, the scope of his work increases and he looks after a larger region or works at institutionalising quality processes across the organization. Further in the job clusters of home delivery and service support, both unique to café and restaurant or CDIT, do not have a linear growth path beyond level 3. The employee would need to find an alternate growth path either within the organization or sub-segment of the retail sector.



The aforesaid classification of Job Clusters has been used in the subsequent sections of this chapter to address the next objectives. To understand this, let us revisit the objectives of the study.

The second critical objective of the study was to describe the job responsibilities, skills and competencies required by incumbents to be successful on the job

The third objective of the study was to identify the “levels” of qualifications for specific occupational roles. This objective essentially tries to answer the question, “What education, skills, competencies are required to enter a job at that level?” Here the entry competencies listed would clearly be fewer than those listed in the job descriptions. There is an essential element that is added at this point, i.e. Aptitude. Most organizations assess the aptitude instead of the competencies as aptitude is an inherent part of the competencies. If a candidate shows the relevant aptitude, the companies intend to train the people on competencies. As of now most companies use aptitude/ ability tests to assess the same.

The fourth objective of the study was to identify the various formal and informal courses and industrial training programs available to fulfil the demands of the jobs in the retail sector and the fifth objective was to detail out the current courses and programs and analyse the gaps between skill programs available and the skills required. As elaborated in the tables below, the skills required for each job cluster are matched with the available courses. In the last column are also listed the gaps identified in demand of skills and the supply from the formal education side.

The final objective of the study was to identify the career paths available in an organization and their corresponding qualifications/Skills required.

For ease of use of the report, all the results of all the above objectives have been clubbed together for each cluster. For example, with the job cluster of Product Merchandising and Range Finalization, first the detailed job description is given for the four levels, then the entry level criteria are elaborated, next the skill gap analysis is given and finally the career paths for the same job cluster are depicted in a flow chart. The subsequent sections follow the chronology of the job clusters as they appear in the complete retail process starting with acquiring or procuring the goods to making them reach the customer’s house. The sections are as follows:

1. Section 1 Product Merchandising/ Range Finalization

2. Sections 2 Procurement

3. Section 3 Logistics and Supply Chain Management

4. Section 4 Warehouse Operations

5. Section 5 Store Operations

6. Section 6 Production

7. Section 7 Delivery

8. Section 8 Quality Assurance

9. Section 9 Service Support



3.1 PRODUCT / RANGE FINALIZATION

Job Descriptions

Entry Level Qualifications

Skill Gap Analysis



3.1.1 Job Descriptions for Product Merchandising and Range Finalising

As described in the table 3.1 the Product Merchandising and Product Range Finalization cluster of jobs entails finalising the range that would be sold in the stores at various regions and also customizing the same for the Indian context. This requires a formal degree in fashion design and mostly, the informal education or in-house training within the company does not give the people at the stores an opportunity to reach this role. The following tables (Table 3.9 – 3.11) elaborate the critical demands from the job and key skills & competencies required for success and growth in this role. Table 3.9: Detailed Job Descriptions in Product Merchandising Cluster: Junior Management

Junior Management

Job Cluster Uniqueness Job Responsibilities Skills Competencies

Product Merchandising / Range Finalisation

Unique to Clothing and Fashion

Operational Responsibilities: Internal Communication/Support/Feedback:

Liaise with other departments within the organization to ensure projects are completed

Liaise with store personnel to ensure product/collection supply meets demand

Attend buying meetings in India and abroad, to select and assemble a new collection of products

Work with visual team to ensure brand image

Spend time in the stores to understand customer reaction to the product

Present seasonal seminar to Store Managers

Sales Data Analysis:

Analyze consumer buying patterns and predict future trends

Review product performance with sales group regularly

Marketing/Promotions:

Participate in planning and execution of promotional activities and analyse the results

Stocking Decision:

Manage plans for stock levels and react to change in demand

Professional Knowledge:

Statistical tools for analysis

Cost Accounting and Financial Knowledge

Strategic planning skills including inventory turns, product/ category life cycle, trend analysis and margin analysis

Knowledge of Branding and Marketing

Budgeting and Forecasting

Knowledge of past, present and future fashion trends

Computer Knowledge:

e-Mail application

Spreadsheet Application

Word Processor

MIS/ERP Physical Abilities:

Sitting

Talking

Vision

Deciding and Initiating Action

Working with people

Adhering to principles and values

Presenting and Communicating Information

Applying expertise and Technology

Analysing

Learning and Researching

Planning and Organising

Following Instructions and Procedures

Entrepreneurial and Commercial Thinking



Table 3.9 Detailed Job Descriptions in Product Merchandising Cluster: Junior Management (cont.)

Junior Management

Job Cluster

Uniqueness Job Responsibilities Skills Competencies

Merchandise Range Planning:

Forecast & interpret fashion trends

Keep an eye on market and competition

Selection of product based on specific requirements, timing, target customer

Store Stock Planning and Movement:

Coordinate requirements, specifications and distribution for merchandise selection

Partner with store management and district management on Assortment Planning

Planning Pricing and Markdowns:

Develop pricing & markdown strategies Work with Product Manager to select merchandise based on sales analysis and trends



Table 3.10: Detailed Job Descriptions in Product Merchandising Cluster: Middle Management

Middle Management


Product Merchandising / Range Finalisation


Operational Responsibilities: Range Planning:

Map international trend with domestic preferences for the given category.

Gap analysis and development of insertions.

Buying Budget mapping:

Buying products according to the budget for a particular store/region

Supervisory Responsibilities: Personnel Operations:

Manage task delegation

Provide briefs to team on a regular basis on day to day activities to help in improving individual as well as team performance

Performance Management:

Conduct Performance Appraisals for own team

Provide suggestions to HR and Department Head with regards to increment, promotion or staffing decisions.

Training and Development:

Plan on-the-job training program

Develop individual training and development plans to groom the staff for the next level

Ensure that the trainings happen as scheduled for the staff


Statistical tools for Analysis


Strategic planning skills including inventory turns,

product/ category life cycle, trend analysis and margin analysis




Computer Knowledge:

e-Mail application


Word Processor


Sitting

Talking

Vision


Leadership and Supervising

Working with people




Analysing







Table 3.11: Detailed Job Descriptions in Product Merchandising Cluster: Senior Management

Senior Management


Product / Range Finalisation


Operational Responsibilities:

Identify slow moving lines and suggest appropriate action, i.e., cancellations, markdown or promotions

Select range, theme, key look, key styles and key colours for the season

Finalise MRP for various products in the product range


Manpower Planning for the function


Statistical tools for Analysis



product/ category life cycle, trend analysis and margin analysis




Product pricing Computer Knowledge:

e-Mail application


Word Processor


Sitting

Talking

Vision



Working with people



Analysing


Forming Strategies and Concepts




As clear from the above three tables, the product merchandising team decides what would be sold at the stores, it needs a lot of higher order skills and competencies. The skills of understanding fashion trends, patterns acceptability through trend data analysis, identifying and deciding the range from available options and finally, conceptualizing or customizing the range to suit the current regional demand. At the higher levels, this job cluster also decides the pricing and go- to- market strategy for products. This job requires entrepreneurial and commercial understanding.



3.1.2 Entry Level Requirements for Product / Range Finalization

As seen in the following table, the job cluster of Product / Range Finalizing requires a 2-5 years of work experience. Mostly, they come from the procurement function where they would have worked as trainee buyers or buyers, however sometimes they also come from sales also. A formal graduation degree in fashion is essential. The entry level knowledge and skills are also listed. It is important to note that the entry level competencies are graded. At lower levels, basic competencies like working with people, adhering to principles, learning, and following instructions etc. are required. As the role gets more complex, competencies like analysis, deciding and leading get added in the entry level requirements. Table 3.12: Entry Level Requirements for Roles in Product / Range Finalization

Industry Segment

Role/ Level

Entry Level Qualification/Experience

required

Entry Level Skills Required

Entry Level Competencies

Entry Level Aptitude

Level 2 &3

Clothing and Fashion

Executive, Sr. Executive, Asst. Manager (Category)

Graduation in Fashion Technologies with 2-5 Years work experience in Fashion Retail Sales / Procurement / Range Finalising





Product / category life cycle, trend analysis and margin analysis




Computer Knowledge:

e-Mail application


Word Processor

Presentation Application

MIS/ERP

Working with people






Artistic Ability

Teaching Ability

Reading Ability

Spatial Perception

Understanding Others

Helping Others

Organising

Math Ability



Table 3.12 Entry Level Requirement for Roles in Product / Range Finalization (cont.)

Industry Segment

Role/ Level

Entry Level Qualification/Experience required




Level 4


Manager (category)

Graduation in Fashion Technologies with 7-8 Years of relevant work experience


Analysing

Planning & Organizing



Leadership

Level 5


General Manager (Region)

Graduation in Fashion Technologies with 12-15 Years of relevant work experience


Product Pricing


3.1.3 Skill Gap Analysis for Product / Range Finalization

The following table elaborates that a graduation degree in Fashion Technology, caters to most essential requirements like understanding product knowledge for apparel or fabric, costing, planning, marketing etc. However, some people pick up some of those skills on the job that are not available as part of the graduation course like some analytical tools to predict trend and plan ahead. A lot of work for product finalization needs to be on the company’s ERP. The skill on use of ERP is a gap in the skill availability. Finally, all the competencies like decision making, working with people, adhering to principles and values, presenting and communicating, applying expertise, learning and researching are all learnt on the job either through structured training programs or informal methods.



Table 3.13: Skill Gaps in Product / Range Finalization

Product/Range Finalisation

Possible Source

Identified Gaps

Qualification Graduation

For Clothing & Fashion

Graduation in Fashion Technology

- All Fashion Institutes

Skills



- Provided In-House

- Product/ Range Finalisation group has to constantly stay ahead of the market and analyse data for various SKUs to see what works with the target customer base. This requires a strong bent towards research and analysis which would help in finalising the range for the next season and closing the non-moving lines. The Fashion Institutes do not cater to this skill.



Strategic Planning


Detailed Product Category knowledge








Table 3.13 Skill Gaps in Product / Range Finalization (cont.)

Product/Range Finalisation

Possible Source Identified Gaps

Computer Knowledge:

e-Mail application - Fashion Institutes do not cater to basic e-mailing

Word Processer - All Fashion Institutes



Presentation Application


MIS/ERP - Fashion Institutes do not cater to the requirement of “MIS/ERP understanding and usage experience” which forms the backbone of every retail organisation.

Competencies


- All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.

Working with people



Applying Expertise and Technology

Analysing





Aptitude

Artistic Ability - At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.

Teaching Ability

Reading Ability

Spatial Perception


Helping Others

Organising

Math Ability

Finally, as this job is a highly specialized job, it starts only after graduation in fashion technology and may grow into business or corporate roles. These roles are beyond the scope of the study, hence the career path has not been studied.



3.2 PROCUREMENT

Job Descriptions


Skill Gap Analysis

Career Paths Available to

Professionals in Procurement



3.2.1 Job Descriptions for Procurement

Procurement is the next cluster of jobs and it encompasses actual buying of products from various vendors. Even in the clothing and fashion sub-segment, the procurement team identifies local or indigenous vendors and purchases the same. The following tables elaborate the critical demands from the job and key skills and competencies required for success and growth in this role. Table 3.14: Detailed Job Descriptions in Procurement Cluster: Entry Level

Entry Level


Procurement Common to all segments

Internal communication:

Maintain communication with stores, logistics and warehouse and ensure that the information on sales trends, inventory, and other purchase and movement (products moving from one store to another) requirement is shared in a timely fashion

Financial Contribution:

Identify system and tools to increase efficiency in Supply Chain Management

Planning and Forecasting:

Develop inventory regime for various products based on historical consumption data

Inventory and Working Capital Management:

Track sales to stock ratio on an ongoing basis to finalise stocking needs

Maintain inventory level effectively to ensure smooth flow of operations

Ensure the quality and timely supply of materials

Ensure the required order fill rate is achieved

Ensure that the optimum inventory level is managed at warehouses

Quality Control:

Conduct quality check by random sampling to ensure that the product specifications are met

Return expired/damaged goods in a timely fashion


Inventory Management

Vendor Management

Cost Accounting and Cost Control

Criteria and Pricing patterns for various products

Detailed product Category knowledge

Awareness of market trend

Sales trend analysis

Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP


Working with people


Relating and Networking

Writing and Reporting


Delivering Results and Meeting Customer Expectations




Table 3.14 Detailed Job Descriptions in Procurement Cluster- Entry Level (cont.)

Entry Level

Job Cluster


Vendor Management:

Follow the SOPs for Vendor Empanelment

Solicit proposals from prospective vendors and forward to respective authority

Identify multiple vendors and negotiate price, payment, quality and delivery conditions to get the best deal

Raise Purchase Order in a timely fashion

Maintain regular follow up to ensure on-time delivery

Report any quality issues to the vendor as well as own Manager

Documentation and Reporting:

Enter purchase and delivery related data into the ERP

Enter the details for new products into the Article Master and generate code

Physical Abilities:

Sitting

Talking

Vision Travelling

Unique to Clothing, Lifestyle and Café and Restaurant

Operational Responsibilities: Rejection control

Conduct pre-arrival checking at the vendor end by finalising the samples according to the product specifications



Table 3.15: Detailed Job Descriptions in Procurement Cluster: Junior Management Level

Junior Management



Planning and Forecasting:

Develop and Manage materials planning for various products based on historical data

Finalise and revisit SKU specific inventory regimes created by executives


Manage working capital for the goods

Assess the value or necessity of product in order to utilize the working capital effectively.

Vendor Management:

Ensure processing of the Vendor dues on timely basis as per the credit period.

Ensure periodic Vendor Account Reconciliation


Task delegation to a team of buyers


Monitor individual performance and provide input for Performance Appraisals of own team


Provide on-the-job training


Knowledge of statistical tools for analysis

Knowledge of taxation basics for various taxes like excise duty, custom duty etc.

Cross Functional Knowledge

Negotiation skills for dealing with vendors

Computer Knowledge:

e-Mail application


Word Processer


Sitting

Talking

Vision

Travelling



Working with people



Presenting and Communicating




Unique to Clothing and Lifestyle

Operational Responsibilities: Rejection control

Conduct pre-arrival checking at the vendor end by finalising the samples according to the product specifications


Knowledge of fabrics, colours, cuts and styles

Unique to Café and Restaurant


Legal requirements for food packaging

Unique to Wellness


Complete product knowledge with the benefits for the customers



Table 3.16: Detailed Job Descriptions in Procurement Cluster: Middle Management Level

Middle Management




Ensure timely ordering and delivery of products to support organisational sales targets in an effective fashion


Plan inventory turns to optimise on costs

Vendor Management:

Sustain and develop a strong vendor base

Approve Purchase Orders for various products

Conduct half yearly review of Vendors (quality and service

evaluation) and take necessary action Procurement Operations:

Ensure compliance to Procurement SOPs

Develop/review purchase processes to optimise purchase operations









Vendor Management

Pricing strategy of the organization

Product Category knowledge


Industry Knowledge and current trends

Basic financial knowledge for budgetary control

People Management

Sales Analysis for buying patterns and Demand Forecasting

Computer Knowledge:

e-Mail application


Word Processer


Sitting

Talking

Vision

Travelling



Working with people



Persuading and Influencing


Analysing






Table 3.16 Detailed Job Descriptions in Procurement Cluster- Middle Management (cont.)

Middle Management

Job Cluster






Employee Selection:

Interview and hire team members in consultation with HR

Employee Engagement: Ensure talent retention through providing an enriching work experience to the staff



Knowledge on Quality Assurance practices Like HACCP etc

Knowledge on F&B quality processes



Table 3.17: Detailed Job Descriptions in Procurement Cluster: Senior Management Level

Senior Management


Procurement Unique to Lifestyle

Operational Responsibilities: Vendor Management:

Finalise empanelment of new vendors and review vendor performance on a regular basis


Ensure higher gross profits for the category by identifying potential cost saving methods

Supervisory Responsibilities: Manpower Planning:

Forecast staffing requirements and build bench accordingly



Vendor Management

Pricing strategy of the organization

Product Category knowledge


Industry Knowledge and current trends

Computer Knowledge:

e-Mail application


Word Processer


Sitting

Talking

Vision

Travelling



Working with people





Analysing





Entrepreneurial and Commercial thinking

The above four tables describing the job requirements for the procurement cluster show that this is a specialist role and needs at least a graduation degree to enter. Here, the more complex the buying (Lifestyle, Fashion etc.) the higher the entry requirements. For example, in the fashion and clothing segment, the incumbents start from a trainee buyer role and move up to the buyer, manager or senior manager role. The job starts with collecting and collating requirements for purchase or procurement from various ends like stores, warehouse and logistics. It grows into developing and managing vendors and also ensuring quality of the vendor’s supplies. Finally, at the highest level, they identify and empanel new vendors and strategise to optimize on costs. These jobs require clear analysing, decision making, negotiating and planning competencies to be successful on the job.



3.2.2 Entry Level Requirements for Procurement/ Purchase

The following table describes the entry level requirements for the job cluster of procurement. Here also the candidates need at least a graduate degree. The candidates also need to have an aptitude for maths and understanding others to be able to negotiate well. They need to be equipped with knowledge of Supply Chain Management (SCM) Operations, Inventory planning and management, Cost accounting, Cost Control, Pricing Mechanisms etc. Table 3.18: Entry Level Requirement for Roles in Procurement/ Purchase

Industry Segment

Role/ Level

Entry Level Qualification required




Level 1

All Trainee Buyer, Buyer, Executive

Graduation (in Subject related to the industry segment) Clothing and Fashion- Graduation in Fashion Technology Value Retail F&B segment- BSc Agriculture CDIT- B.Tech. Café and Restaurant - Post-Graduation in Business Administration (SCM/Operations)


Inventory Planning and Supply Chain Management

Vendor Management

Cost Accounting and Cost Control

Criteria and Pricing Patterns for various products


Awareness of Market Trend

Sales trend analysis Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP

Working with people







Math Ability

Reading Ability


Organising

Common to Café and Restaurant, Health and Wellness and CDIT

Scientific Ability

Unique to CDIT

Mechanical Ability



Table 3.18: Entry Level Requirement for Roles in Procurement/ Purchase (cont.)

Industry Segment

Role/ Level Entry Level Qualification required




Level 2 & 3

All Sr. Executive, Asst. Manager, Merchandiser, Buyer

Basic Qualification with 4-8 years of relevant experience

Knowledge of statistical tools for analysis

Knowledge of taxation basics for various taxes like excise duty, custom duty etc.


Negotiation skills for dealing with vendors




Teaching Ability


Legal requirements for food packaging

Unique to Wellness

Complete product knowledge with the benefits for the customers

Unique to Lifestyle and Clothing and Fashion

Knowledge of fabrics, colours, cuts and styles

Level 4

All Sr. Buyer, Manager (Category)

Post-Graduation in Business Administration (SCM/Operations) with 5-15 years

Basic financial knowledge for budgetary control

People Management

Sales Analysis for buying patterns and Demand Forecasting





Knowledge on F&B quality processes



Table 3.18: Entry Level Requirement for Roles in Procurement/ Purchase (cont.)

Industry Segment

Role/ Level





Level 5

All Head (Category), General Manager


In-depth Industry Knowledge and awareness of current and future trends

Analysing


Entrepreneurial and Commercial thinking



3.2.3 Skill Gap Analysis for Procurement/ Purchase

In the procurement job cluster the skill gaps are listed in the following table. The courses on Inventory Planning and Vendor Management are not taught in B.Tech Institutes, though the CDIT sub-segment hires B.Techs for this role. Also, inventory planning and management has a unique requirement in the ‘farm fresh’ segment of the value retail sub-segment. While the Agriculture Universities have SCM Operations in their curriculum, specific skill or knowledge pertaining to inventory management of the farm fresh is not taught. Vendor Management is not taught in any institute for retail, technology, agriculture or fashion. In the health and wellness, students coming from the graduation degree in pharmaceuticals do study a course on vendor management. Specific knowledge on cost estimation and control also is not available in agriculture courses. Some analytical tools and knowledge of MIS/ ERP software are not offered as a part of regular courses. Finally, all competencies required at the entry level as well as for the subsequent success on the job are not available as part of any course. These are learnt on the learnt through structured trainings or informally. Table 3.19: Skill Gaps in Procurement/ Purchase

Procurement


Qualification Graduation

For Value Retail

Graduation/ Graduation in Agriculture (for F&V)

- All Universities - All Retail

Management Institutes

- All Agriculture Universities

For Clothing and Fashion

Graduation in Fashion Technology


For Health and

Wellness

Graduation in Pharmacy

- All Pharma Institutes

For Lifestyle

Graduation/ Graduation in Fashion Technology

- All Universities - Fashion Institutes

For Café and Restaurant

Graduation - All Universities - All Retail


For CDIT

Graduation in Technology (B. Tech. or B.E. in Electronics)

- All Technical Universities



Table 3.19 Skill Gaps in Procurement (cont.)

Procurement

Skills Possible Source Identified Gaps


Inventory Planning and Supply Chain Management

- All Retail Management Institutes

- All Fashion Institutes - All Agriculture

Universities - All Pharma Institutes

- For CDIT, the B.Tech course does not cater to skills related to Inventory Planning and other SCM operations

- The students of Agriculture courses are not familiarised with the Inventory Planning which is necessary in the “Farm Fresh” retail segment, however, SCM is a part of curriculum

Vendor Management

- All Pharma Institutes - Knowledge of Vendor Management and Development is not catered to by various institutes providing courses in Technology, Agriculture, Fashion and Retail Management

Costing and Cost Control


- All Fashion Institutes - All Technical


- Knowledge of cost control through industry best practices is a part of various Agriculture Courses but skills for explicit cost estimation and cost control are not developed

Criteria and Pricing Patterns for various products




- The various skills required for a Procurement Profile are developed by Technology Institutes as a part of Project Planning and Execution, however, the connect with retail market is a missing link and the organisations have to teach pricing basics to the Engineers who join in the Procurement Group



Universities - All Technical


Awareness of Market and current trends




- An awareness of the retail market in India is missing for the courses in Technical Universities




Procurement

Skills Possible Source Identified Gaps

Statistical tools for data analysis





- Product procurement group has to constantly keep an eye on market trends and analyse data for various variables on a regular basis. The Fashion Institutes do not cater to this skill.

Computer Knowledge:

e-Mail application



- Fashion, Agriculture and Pharma institutes do not cater to basic e-mailing.

Word Processer











- Technical Institutes do not cater to skilled use of Spreadsheet Application

MIS/ERP - All Retail Management Institutes


- Fashion, Technology and Agriculture Institutes do not cater to the requirement of “MIS/ERP understanding and usage experience” which forms the backbone of every retail organisation.




Procurement


Competencies


- All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes. Working with

people







Aptitude

Math Ability - At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.

Reading Ability


Organising



Supervisor/ Asst. Manager

(Level 2 & 3))

Qualification: Graduation in

Specific Field

Key Knowledge, Abilities &

Aptitude:

- Product Category Knowledge

Qualification: Graduate

Work Experience:4-8 Years

Key Knowledge, Ability &

Aptitude:

- Sales and Service Aptitude

- Artistic Aptitude and Spatial

Perception

- Leadership

- Planning and Organizing

Head/General Manager

(Level 5)

Qualification: MBA (SCM/

Operations)


Qualification: 12th + Computer

Certification


Aptitude:

- Fine Dexterity

Allocators (Level1)

Qualification:

-For Clothing & Fashion and

Lifestyle: Graduation in Specific

Field

-For all other segments:

Graduation in Specific Field+

MBA (SCM/Operations)


Sr. Buyer/Manager (Level

4)

Supervisor/Asst. Store

Operations (Level 2&3)

Trainee/Buyer (Level 1)

Qualification: Graduate in

Specific Field



Aptitude:

- Aptitude for Research and

Analysis

- Influencing and Negotiation

Skills

- Artistic Aptitude, Spatial

Perception and Knowledge of

Fabric (For Fashion & Clothing

and Lifestyle)

Executive: Warehouse

(Level 1)

Executive: Product Range

Finalization (Level 2&3)

Manager: Product Range

Finalization (Level 2&3)

For Clothing & Fashion:



For Clothing & Fashion:



General Manager: Region

(Level 5)

3.2.4 Career paths Available for Professionals in

Procurement

In the procurement job cluster the beginner’s level is Allocator. These are people with who have completed at least 12th grade. It is important to note that the Allocators rarely get a linear growth in Procurement. At the max they move into Executive Warehouse roles. The actual level 1 is Trainee Buyer and a pre- requisite for this level is graduation in the specific field. For example in the sub-segment of Clothing and Fashion, a graduation in Fashion Technology is a must. Only graduates get a linear career path upto the Senior Buyer, Supervisor or Asst. Manager, Senior Manager and General Manager Procurement. There is an alternative path for high potentials in design or for those with a good knowledge of trends and fashion. They can grow into Product / Range Finalization. Finally, there is also an option for those exhibiting the aptitude for sales and service, after spending about 4 to 5 years in buying, can grow into store operations as a Store Manager. The figure 3.2 clearly depicts the possible growth paths and the pre-requisite qualifications, experience and Key Knowledge and Aptitude.

Figure 3.2: Available Career Paths in Procurement



3.3 LOGISTICS AND SUPPLY CHAIN

Job Descriptions


Skill Gap Analysis


Professionals in Logistics and




3.3.1 Job Descriptions for Logistics and Supply Chain Management

The next cluster of jobs is a natural progression from the earlier one. Once the purchase order is placed and the products reach the central processing centres (CPCs), the supply chain and logistics function manages the entire movement from CPCs to warehouses. The following tables elaborate the critical demands from the job and key skills and competencies required for success and growth in this role. Table 3.20: Detailed Job Descriptions in Logistics and Supply Chain: Entry Level

Entry Level

Job Cluster


Logistics Common to all segments

Operational Responsibilities: Internal Communication:

Maintain communication with procurement, vendors, stores and warehouses and ensure that the required information is shared in a timely fashion

Support transport arrangement and timely deliveries

Vendor Management:

Oversee all deliveries, dispatches and stock transfers from/to the DC

Liaise with Transporter/Agencies to ensure smooth delivery of the products

Process Vendor bills as per SOP and submit them on time to the respective authority

Ensure that the bills are verified and approved on a timely basis

Ensure the second alternatives of transporters and CFA agencies are in place to avoid hindrances in the operations

Reporting and Documentation:

Maintain MIS reporting on a daily basis

Ensure 100% statutory compliance across all the CFA and Warehouses pertaining to all documents/Licenses related to Insurance, sales Tax, PFA and fire licenses, etc.

Financial:

Work continuously towards reducing operational cost


Vendor Management


Logistics Management and Supply Chain Management


Costing and basic financial knowledge

Event related planning for various occasions or season change

All statutory documentations with regards to transportation and storage of goods

Computer Knowledge:

e-Mail application


Word Processor


Sitting

Talking

Vision

Working with people





Delivering results and Meeting customer expectations


Coping with pressures and Setbacks

Unique to Health and Wellness and Café and Restaurant


Knowledge of Cold Chain Transportation



Table 3.21: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Junior Management Level

Junior Management

Job Cluster



Warehouse and Material Management:

Raise indents on time

Oversee stock procurement and dispatch to various warehouses

Maintain FIF0 while planning for dispatches

Support transport arrangement and timely deliveries

Take inventory related decisions and ensure that optimum stocks in good quality are maintained at all times

Manage Unsound Goods according to the SOP

Vendor Management:

Oversee local purchase on a routine basis

Liaise with CFA / Transporter / Agencies to ensure smooth delivery of the products


Generate daily, monthly and intermittent inventory reports


Task delegation to team Performance Management:





Vendor Management

Organizational SOPs

Logistics Management




Statistical tools for data analysis

City/Region level planning

Computer Knowledge:

e-Mail application


Word Processor


Sitting

Talking

Vision


Working with people





Analysing







Table 3.22: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Middle Management Level

Middle Management

Job Cluster



Operational Responsibilities: Planning and Forecasting:

Analyse operational data on an ongoing basis and develop monthly projections for city/region transportation needs

Vendor Management:

Execute empanelment of Transport and logistics vendors based on SOPs

Manage the relationship with Transporters and CFAs

Oversee transportation of all dispatches and stock transfers

Oversee the cost and quality of service per vendor on a periodic basis and take decisions accordingly

Conduct periodic Vendor Account Reconciliation and ensure that Vendor payments are made according to the credit period


Identify system and tools to increase efficiency in Supply Chain Management











Vendor Management

Organizational SOPs





Planning, Budgeting and budgetary control

People Management

Computer Knowledge:

e-Mail application


Word Processor


Sitting

Talking

Vision



Working with people





Analysing







Table 3.23: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Senior Management Level

Senior Management

Job Cluster



Operational Responsibilities: Warehouse Management: Oversee the working for multiple

warehouses Pan-India

Ensure compliance with Standard Operating Procedures in all units

Monitor and improve unit Safety / Security / Environmental / Quality standards through observations and inspections

Planning and Budgeting:

Prepare, execute and deliver against budget

Statutory Compliance:

Ensure compliance against all commercial laws and statutory guidelines as relevant to supply chain, ware-housing and logistics

Logistics Operations:

Establish and execute contingency plans for downtime situations, due to natural causes or otherwise, at all units under his/her management


Manpower Planning for the function

Professional Knowledge: Vendor

Management

Organizational SOPs





SCM Best Practices, systems, processes etc.

Computer Knowledge: e-Mail

application


Word Processor

MIS/ERP

Physical Abilities: Sitting

Talking

Vision



Working with people





Analysing





The above tables summarize how the job entails ensuring planning and executing smooth product movement from CPCs to ware-house to the stores; or between stores through various transport vendors. At the entry level, the job is more of gathering information, logging and documenting movement and maintaining MIS on a daily basis. As they go higher the additional responsibilities include inventory related decisions, analysis and budget management. The key knowledge required are basic costing and pricing models, vendor management, logistics management and all the statutory documentation for product movement. Another extremely critical piece for logistics team is to know any one ERP software. The critical competencies here are very similar to those of the procurement job



cluster however, here some additional competencies become extremely critical, like, planning and organizing where they need to have contingency plans in place to ensure that goods reach where they need to reach in the time they need to reach. The incumbents need to understand the importance of delivering results and meeting customer requirements so as to efficiently deliver the goods. As seen above this role goes up to head of logistics, it is important to note that the incumbent could be growing into this role from the ware house job cluster as well. Ware house operation end at the middle level as they are limited to a particular geography, and the role does not demand of the incumbent to look at goods/ products movement across geography. As seen in the subsequent tables, the ware house operations are qualitatively different from logistics operations. It is important to note here that the entry level jobs for ware house are available for 8th, 10th or 12th graders, however for supply chain management at least a graduation is essential.

3.3.2 Entry Level Requirements for Logistics and Supply Chain Management

The following table describes the entry level requirements for the job cluster of logistics and supply chain management. Here at the candidates need to be pursuing graduation. This profile may also come from the ware house operations where the candidates enter even after 8th or 10th grade. They may spend a few years in the warehouse, they also get support from employers to pursue further studies. Additionally, they get trained on- the- job on professional knowledge. Logistics and supply chain management is quite a high stress job where the employees need to plan for contingency at any point, need to make adhoc or sudden movements, manage delays from the vendors side and yet ensure timely delivery of goods. Hence, the required competencies, in addition to the regular ones are also planning and coping with pressures and setbacks. A lot of organizations train people in complete supply chain management process, systems and competencies. Table 3.24: Entry Level Requirement for Roles in Logistics and Supply Chain Management

Industry Segment

Role/ Level


Entry Level Skills Required Entry Level Competencies


Level 1

All Executive: Transporta- tion, Logistics

Pursuing Graduation / Graduation


Vendor Management

Cross-Functional Knowledge instead of org sops

Logistics and Supply Chain Management



Event related planning like occasions or season change


Computer Knowledge:

e-Mail application


Word Processor

MIS/ERP

Working with people






Coping with pressures and Setbacks

Organising

Math Ability



Table 3.24: Entry Level Requirement for Roles in Logistics and Supply Chain Management (cont.)

Industry Segment





Level 1

Unique to Health and Wellness and Café and Restaurant

Knowledge of Cold Chain Transportation


Post-Graduation in Business Administration (SCM / Operations)

Level 2 & 3

All Sr. Executive: Transportation, Logistics, Manager: Transportation, Logistics

Graduation with 2-5 years of relevant experience


Statistical Tools for data analysis

City/Region Level Planning




Analysing

Teaching Ability


Post-Graduation in Business Administration (SCM / Operations) with 2-5 years of relevant experience

Level 4

All Manager: Supply Chain and Logistics, Logistics


Planning, Budgeting and budgetary control

People Management



Level 5

All Manager: Logistics, Sr. Manager: Logistics, Head: Logistics

Post-Graduation in Business Administration (SCM / Operations) with 8-15 years

SCM best practices, systems, processes etc.




3.3.3 Skill Gap Analysis for Logistics and Supply Chain Management

In supply chain management, the legal know how of for compliances of product movement across locations is not available apart of any formal course. Also all competencies are mostly learnt on the job either through formal training or informally. The following table summarizes the entry level requirements and the skill gaps. Table 3.25: Skill Gaps in Logistics and Supply Chain Management

Logistics Operations


Qualification Pursuing

Graduation/Graduation

- All Universities / Institutes

Skills


Vendor Management - Public-Private and Private Institutes like IIJT, Centum

-

Cross-Functional Knowledge - Public-Private and Private Institutes like IIJT, Centum

-

Logistics and Supply Chain Management

- Public-Private and Private Institutes like IIJT, Centum

-

Inventory Management - Public-Private and Private Institutes like IIJT, Centum

-

Costing (Include knowledge of basic taxation) and basic financial knowledge

- Public-Private Institutes like IIJT

-

Event related planning like occasions or season change

- Public-Private Institutes like IIJT

-


- A basic understanding of the legal requirements for movement of goods is required to ensure smooth transportation of goods in compliance with the statutory directives. This knowledge is not provided by the various courses



Table 3.25: Skill Gaps in Logistics and Supply Chain Management (cont.)

Logistics Operations


Computer Knowledge

e-Mail application - Private

Institutes like Centum

-

Word Processor - Private


-

Spreadsheet Application - Private


MIS/ERP

- Training on MIS/ERP is either not available on the graduation level or in combination with SCM subjects

Competencies

Working with people - All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.





Delivering results and meeting customer expectations


Coping with pressures and setbacks

Aptitude

Organising At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.

Math Aptitude



3.3.4 Career Paths Available for Professionals in Logistics and


The entry level in Logistics is the Executive, where in the candidate needs to be pursuing graduation or should have completed graduation. However in Café and Restaurant sub- segment, the incumbent is usually an MBA in Supply Chain Management. In the function a linear path upwards is available with the right qualification and knowledge, skills aptitude and competencies, as described in Figure 3.3.

Figure 3.3: Career Paths Available in Supply Chain Management (SCM)

Executive (Level 1)

Supervisor/Asst. Manager

(Level 2&3)

Qualification:

- For all other segments:

Graduate

- For Café & Restaurant

Segment: Post- Graduation in

Business Administration (SCM/

Operations)

Work Experience: 2-5 years


Aptitude:

- Aptitude for Research and Analysis- Leadership- Problem Solving Ability

Manager (Level 4)

Qualification: Post-Graduation

in Business Administration

(SCM/Operations)



Aptitude:

- Commercial Acumen

Head (Level 5)

Qualification:


Pursuing Graduation/Graduation




Operations)



Aptitude:

For all segments:- Clerical Ability- Manual Ability- Math Ability- Planning and OrganizingFor Café & Restaurant:- Knowledge of cold chain SCM

Qualification: Post-Graduation

in Business Administration

(SCM/Operations)




3.4 WAREHOUSE OPERATIONS

Job Descriptions


Skill Gap Analysis


Professionals in Warehouse

Operations



3.4.1 Job Descriptions in Warehouse Operations

The next cluster of jobs is warehouse operations. Warehouse is a place where the goods and stocks are parked for a short while before dispatching to the stores. The incumbents in the ware house essentially look at the packaging, movement and the quality of the in-bound and out-bound goods. The following tables elaborate the critical demands from the job and key skills and competencies required for success and growth in this role. Table 3.26: Detailed Job Descriptions in Warehouse Operations Cluster: Entry Level

Entry Level


Warehouse Operations

Common to all segments

Operational Responsibilities: Material Movement:

Check the quality, quantity, damage for Inward material and report any discrepancies

Ensure packing, weighing, dispatching of the material for outward material based on the indent from cafes

Warehouse Management:

Maintain standards of hygiene, safety and security at the warehouse

Prepare MIS reporting on a daily basis

Conduct cycle counts for stock accuracy

Procurement and order Coordination:

Ensure indent for receivables from stores has been received

Support logistic planning for dispatches to ensure timely deliveries at stores

Maintain Docket Book, Bin card Stock Management:

Ensure that an optimum level of stock is maintained for the various products

Ensure that material is stocked in proper manner while ensuring optimum utilization of space

Maintain FIFO standard for stock movement to ensure minimal shrinkage

Conduct weekly stock checking of quality and quantity of materials by comparing the physical stock with the system stock specifications

Ensure adherence to SOPs while dumping/returning expired stock

Report any irregularities


Stock Management 1. Handling

material 2. Proper storage 3. Shelf life of

various products

Organizational SOPs related to Warehouse operations

Organizational Quality Standards

Document and reporting for warehouse function

Computer Knowledge:


Standing

Fine Dexterity

Walking

Pushing/Pulling

Lifting/Carrying

Climbing

Vision

Working with people





Table 3.27: Detailed Job Descriptions in Warehouse Operations Cluster: Junior Management Level

Junior Management




Operational Responsibilities: Warehouse Management:

Ensure standards of hygiene, safety and security are complied to at the warehouse by performing in-house audits on a periodic basis

Conduct maintenance activities for the warehouse on a regular basis

Procurement and order Coordination:

Liaise with the logistics, buyers, suppliers, stores and transporters on a regular basis

Ensure that the operational documentations like Docket Book, Bin card are completed daily as a process

Stock Management:

Plan for inventory based on past trends, seasonal changes, holiday season etc.

Ensure that an optimum level of stock is maintained for the various products

Raise stock procurement request for keeping stock on an optimum level

Ensure that the materials are stocked in proper manner while ensuring optimum utilization of space


Report opening and closing stock balance for the warehouse

Ensure complete documentation for inward/outward movement of material


Task delegation to team Performance Management:





Stock Management 1. Handling material 2. Proper storage 3. Shelf life of various

products



Vendor Management

All statutory requirements with regards to warehousing/logistics function

Manpower Management Computer Knowledge:

e-Mail application


Word Processer


Standing

Walking

Talking

Climbing

Vision


Working with people






Table 3.28: Detailed Job Descriptions in Warehouse Operations Cluster: Middle Management Level

Middle Management





Administer overall operations at warehouse

Provide feedback to buyer with regards to the quality of product

Monitor fill rates and track for procured goods to be received

Co-ordination with transport team for ensuring on-time deliveries/dispatches

Ensure periodic preventive maintenance of equipments

Maintain all required documentation at the warehouse and ensure statutory compliance for movement of goods

Ensure SOP implementation

Monitor Shrinkage and dump data on routine basis and take action when required

Check on store complaint and provide solution

Monitor 3rd Party Service Provider activity on a routine basis











Employee Selection:



Stock Management 1. Handling

material 2. Proper storage 3. Shelf life of

various products



Vendor Management

All statutory documentation with regards to warehousing/logistics function

Manpower Management

Warehouse Operations Management

Computer Knowledge:

e-Mail application


Word Processer


Standing

Walking

Sitting

Talking

Vision


Working with people






From the above tables it is evident that warehouse operation is one of those job clusters where the young with minimal qualifications can get entry in the retail sector. At the very beginning level, the warehouses engage the contractual staff for lifting, moving, counting and data entry. The job essentially requires them to be detail focussed and adhering to procedures and standards. They need to match specifications of the requirements and deliveries; they need to ensure packaging and transport according to standard operating procedures (SOPs). Hence the competencies required also are minimal ranging from planning to following procedures. As they grow senior, the leadership competencies get added. The entry level criteria for warehouse operations are given in the following part.



3.4.2 Entry Level Requirements for the Warehouse Management

Though in the organization role hierarchy the warehouse and supply chain come under one cluster, we’ve separated these as the job content is very different. The entry level requirements for warehouse are very flexible as against those for the supply chain management roles. When hiring for warehouse, the organizations look for minimal criteria such as 8th or 10th grade pass. The following table elaborates the entry level knowledge, skills, competencies and aptitude for the job cluster of warehouse operations.

Table 3.29: Entry Level Requirements for Roles in Warehouse Management

Industry Segment




Level 1

All

Contractual Labour, Warehouse Staff, Back Dock Controller, Assistant Executive: Warehouse, Executive: Inbound, Outbound, Inward, Outward, Warehouse, Distribution

None /10th

/ 12th

/ Pursuing Graduation / Graduation


Stock Management 1. Handling material 2. Proper storage 3. Shelf life of various

products

SOPs related to Warehouse operations



Computer Knowledge:

MIS/ERP

Working with people



Clerical Ability

Organising

Manual Ability

Math Ability

Level 2 & 3

All Sr. Executive: Inbound, Outbound, Warehouse, Asst. Manager: CPC, Distribution, Warehouse Deputy Manager: Distribution, Manager: Inbound, Outbound, Inward, Outward

Graduation with 2-5 years of relevant experience


Vendor Management

All statutory requirements with regards to warehousing/logistics function

Manpower Management Computer Knowledge:

e-Mail application


Word Processer



Teaching Ability

Leadership

Level 4

All Market Warehouse In Charge, Manager: CPC, DC,

Graduation / Post-Graduation with 5-10 years

Warehouse Operations Management



3.4.3 Skill Gap Analysis for Warehouse Operations

As we study the skill gap in the subsequent sections, we’ll see that the professional knowledge required like stock management, SOPs of warehouse operations, documentation, and basics of MIS is not available at the 8th and 10th level. It is interesting that similar training curriculum is available as part of recommendations made by the Directorate General of Employment and Training (DGET) under the Modular Employability Scheme (MES), however, these programs are not being taught in ITI s. Most organizations bank on in-house training and assessment for these entry level skills. Table 3.30: Skill Gaps in Warehouse Operations

Warehousing Operations


Qualification None /10th /12th /

Pursuing Graduation / Graduation

- All Schools - All Universities

and Institutes

- Schools do not cater to any are house Management specific skills

Skills


Stock Management - Handling material - Proper storage - Shelf life of various

products

- Various Public and Private Institutes like IGNOU, RAI, CII Institute of Logistics

-


- These are organisation specific skills developed in-house by the various organisations. The various courses only provided a basic overview of the operations and quality standards


Label and legal compliance knowledge

- A basic understanding of the legal requirements for the specific product category and packaging is required to ensure that the stock complies with the statutory directives. This knowledge is not provided by the various courses


- Various Public and Private Institutes like IGNOU, RAI, CII Institute of Logistics

- The documents and reporting for warehouse function include necessary statutory and organisational documentation for movement of goods. The knowledge of all these requirements does not form a part of the various courses.

- However, the courses do impart skills with regards to internal reporting of inventory and goods transfer in the ERP system.



Table 3.30 Skill Gaps in Warehouse Operations (cont.)

Warehousing Operations

Possible Source

Identified Gaps

Computer Knowledge

MIS/ERP

- Private Institutes like CII Institute of Logistics

Competencies




Aptitude

Clerical Ability At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.

Organising

Manual Ability

Math Aptitude




Executive (Level 1)

Qualification: 10th/12

th Pass/

Pursuing Graduation



Aptitude:

- Clerical Ability- Manual Ability- Math Ability




Aptitude:

- Leadership



Operations (Level 2 &3)

Qualification: Graduate/Post-

Graduate



Aptitude:

- Eye for Detail

- Problem Solving and Grievance

Handling Ability

Warehouse Manager (Level

4)

Sales Assistant (Level 1)

(Job includes Cashiering,

Sales and Receiving)


th Pass



Aptitude:


- Communication Skills and

Language Ability

Allocators: Procurement

(Level1)

Executive: Logistics (Level

1)

Qualification:


Pursuing Graduation/Graduation




Operations)



Aptitude:

For all segments:- Clerical Ability- Manual Ability- Math Ability- Planning and OrganizingFor Café & Restaurant:- Knowledge of cold chain SCM

3.4.4 Career Paths Available for Professionals

in Warehouse Operations

In Warehouse operations also the entry level employee can grow into being the Warehouse Manager. If the employee starts as a contractual worker, he might be a loader or data entry operator. From here after completion of 12

th class, and with exhibited

aptitudes for clerical work and maths he can grow into the role of an Executive. If he does not get a graduation degree, he could move laterally into role like sales or Allocators in Procurement. However, there is also a linear path available if he completes graduation and exhibits the expected knowledge, skills and aptitude. He can grow up to the Warehouse Manager. Also as seen in the figure below, if he grows towards the Procurement Function as an Allocator, it is easier for him to grow into Logistics, as Executive Logistics rather that the linear path up the ladder within Procurement.

Figure 3.4: Available Career Warehouse Operations



3.5 STORE OPERATIONS

Job Descriptions


Skill Gap Analysis

Career Paths Available to Professionals in

Store Operations

Career Paths Available to Professionals in

Store Operations- Café & Restaurants



3.5.1 Job Descriptions for Store Operations

Store Operations is the next cluster of jobs where most of our targeted youth get the placement. In the job category, the entry is easier and people with qualifications starting from class 8th have a possibility of getting absorbed. A close watch at the jobs across various retail sub-segments, actually brings forth the differences and similarities of requirements in these. For example the personal grooming and presentation standards go higher as you move from value retail and cash and carry sub-segments to clothing and fashion. By and large the key responsibilities at the store level range from customer management, facility management and display, inventory management and finally data and sales promotion management for the initiatives driven from the corporate office. Within a year of work at the store, there is a possibility for the employees to take up cashiering role. The following tables describe in detail the demands from the store operations staff and knowledge, skills and competencies required for success on the job. Table 3.31: Detailed Job Descriptions in Store Operations Cluster: Entry Level

Entry Level


Store Operations


Operational Responsibilities: Presentability:

Adhere to grooming standards

Perform all duties assigned by supervisor in a courteous, friendly manner

Customer Management:

Establish a strong client base by providing pro-active customer service to exceed sales goals for the store

Provide warm welcome and farewell to the customers

Identify customer's needs by asking suitable questions

Facilitate the customer in the purchase decision by providing them various suitable options available

Up-Sell and Cross-Sell wherever feasible


Good Communication in Regional Language, Hindi and English (Optional)

Basic knowledge about all the products

Knowledge of various scheme/promotions available at a given time

Basic understanding of retail operations

Strong on basic Arithmetic

Computer Knowledge:

Basic usage of ERP/MIS

e-mail application

Point-of-Sale software

Physical Ability:

Standing

Fine Dexterity

Walking

Pushing/Pulling

Lifting/Carrying

Bending/Reaching

Talking

Climbing

Vision

Impressive self presentation

Working with people



Persuading and influencing

Presenting and communicating


Following instruction and procedures

Adapting and responding to change


Customer handling

Grievance handling



Table 3.31 Detailed Job Descriptions in Store Operations Cluster- Entry Level (cont.)

Entry Level


Provide clear, complete and accurate information to customer queries regarding the merchandise on display

Facilitate quick and accurate billing for all the purchased goods

Get the feedback from customers

Report any negative feedback/suggestions to the Manager/In charge

Facility Management and Visual Displays:

Maintain the look and cleanliness of the store by stacking merchandise at the specified location

Maintain visual displays according to the Visual Merchandising standards of the organization

Inventory Management:

Assist the Store In- Charge in Stock Management by reporting any stock replenishment required and executing the same

Check the new merchandise to ensure that the required number of units of a given product have been received and that the quality standards are met

Participate in counting of physical inventory for internal inventory audit for own product category

Control loss of or damage to inventory

Store Operations:

Enter day to day store operations data into MIS

Participate in successful completion of promotional/sales events and loyalty programs




Entry Level


Unique to Health and Wellness


Receive prescription or prescription refills

Count and retrieve tablets and items from rack and pack them

Dispense medicine as per prescription

Provide information on dosage and usage of medicines to customers as per requirement

Inform about appropriate substitute of unavailable drug and confirm with the customer’s referring physician telephonically

Engage the customer during waiting time to fill the customer feedback form

Tally the filled prescription with the bill and also details like patient’s name, items- quantity, expiry and billing value.

Handling Calls:

Handle calls for Home Delivery/information regarding drug:

Attend to prescriptions send by call centre

Handle all inbounds calls regarding home delivery requests and answer queries regarding a particular drug


Maintain proper drugs storage and refrigerate, if required

Indent Stock-Keeping Units from DC on a daily basis.

Coordinate daily recievals and arrangement of stock from DC.


Detailed knowledge about all the products available at the store. This would include chemical components, symptoms/diseases in which the particular drug is given, ideal dosage, any side effect etc.

Knowledge of the various prescription drugs and related statutory compliances

Computer Knowledge:


Word Processor

Competencies:


Applying expertise and technology

Analysing




Entry Level

Job Cluster


Enter the quantity, batch number, expiry date and MRP of new stock in the computerized pharmacy-billing module on daily basis.

Carry out 100% stock tallying of the computerized stock with the assigned racks containing drugs, FMCG and generics.

Assist in segregation, early liquidation and removal of short expiry items with the DC expiry team.


Prepare Documentation and Reporting for:

Daily ATM card sales

Daily free home delivery services

Daily Outside Purchase (OP) statement file

Narcotic drugs prescription issued

Daily category wise stock value printout.

Daily rack verification, gaps and adjustment receipts.


Operational Responsibilities: Customer Management:

Take order from the customer

Serve food and beverage according to the SOP

Food Preparation:

Prepare Food/Beverage as per defined recipe in the stipulated time

Operate equipment according to the operation standards provided

Billing:

Handle cash counter, raise invoices and handle payments, as and when required


Basic knowledge about all the products served (Recipe, variances available etc.)

Organization's Service Standards

Health and Safety standards of the organization

Computer Knowledge:

None

Physical Ability: - Pushing/Pulling - Bending/Reaching - Climbing




Entry Level


Facility Management and Visual Display:

Maintain the look and cleanliness of restaurant area according to the company standards, before, while and after service

Maintain cleanliness in the restaurant including all equipments, pastry cabinets etc.

Operate equipment according to the operation standards provided



Table 3.32: Detailed Job Descriptions in Store Operations Cluster: Junior Management

Junior Management


Store Operations



Handle various customer concerns/issues and follow protocol for escalation


Manage the visual displays for the product categories making best possible use of hotspots and window area

Ensure the upkeep of facility as a hygienic and safe place

Ensure proper execution of all safety and security policies and procedures

Report accidents, injuries, and unsafe work conditions to the Manager


Analyse footfall and buying trends to suggest the optimum level of Stock for own category

Manage the inventory for the given product category/store area at the optimum level and raise requests in a timely fashion

Manage inward inventory and ensure that the quality/quantity is as required.

Ensure FIFO as a practice

Tally actual physical inventory with the numbers in the MIS on a periodic basis

Store Operations:

Manage day to day working of profit centre independently as and when required

Handle opening or closing of the store as a joint responsibility with the Manager.



Inventory Management and Stock Auditing in a retail environment

Basics of Visual Merchandising

Complete knowledge of Store Operations

Basic understanding of Retail Management

Cashiering and basic accounting (P andL)

Basic Budgeting

All legalities related to staffing and store operations

Manpower Management

Understanding of the market and the customer requirements

Computer Knowledge:

e-Mail application


Word Processer

Point of Sale software

MIS/ERP Physical Ability:

Standing

Fine Dexterity

Walking




Working with people










Creativity for visually appealing displays

Customer handling

Grievance handling/Problem Solving



Table 3.32 Detailed Job Descriptions in Store Operations Cluster- Junior Management (cont.)

Junior Management


Manage the store operations within the policies and guidelines of the Company to ensure customer delight and profit maximisation

Maintain asset and equipment in proper working condition

Maintain petty cash for the store and oversee any cash transactions

Ensure all products carry proper price tags


Prepare sales related reporting on a routine basis

Ensure accurate and timely data updation on MIS

Analyse operations data and prepare any required reports regarding store operations, sales, inventory etc.

Maintain confidentiality of proprietary information


Suggest marketing and promotion ideas to increase walk-ins and sales


Achieve sales target for own product category

Control operational costs to maximise profits


Assist Store In Charge in managing job roster, task delegation, shifts and overtime

Staff Management for a given shift

Manage leave accounts for various employees

Handle medical reimbursements for various employees

Pushing/Pulling

Lifting/Carrying

Bending/Reaching

Talking

Vision




Junior Management


Handle any personnel issues and take minor disciplinary actions


Identify individual's potential and design a development plan accordingly


Inform Store In Charge of any critical incidents, extra working hours etc. for a given employee


Directly perform hands on work on an ongoing basis to train staff; respond to customer service needs and role model appropriate behaviours

Making training schedules and conduct trainings for subordinates

Train junior employees on-the-job to improve operational efficiency

Conduct product trainings on a regular basis

Team Management:

Ensure uniform and personal appearance are clean and professional for all team members

Ensure employee morale and motivation

Handle any grievance in the team Employee Selection:

Interview potential team members and forward the case to HR/Store Manager

Employee Induction: Assign buddy trainer to new joinees




Junior Management


Unique to Health and Wellness, Café and Restaurants and Value Retail


Monitor demand and shelf life for various product categories and plan the inventory for the Store accordingly


Operational Responsibilities: Facility Management:

Ensure banquet rooms or restaurants is ready for service

Inspect the cleanliness and presentation of all china, glass, and silver prior to use

Ensure tables are set according to type of event and service standards.

Billing and Accounts:

Compile and consolidate invoices

Store Operations:

Control wastage of material

Assist Restaurant Manager in conducting internal audits like food safety audit , cleanliness audit

Vendor Management:

Manage communication with vendors on an on-going basis for daily supplies

Store Operations:

Communicate service needs to chef and stewards

Communicate additional meal requirements, allergies, dietary needs, and special requests to the kitchen


Basic knowledge about all the products served



Knowledge of Restaurant Operations

Physical Ability: - Pushing/Pulling - Lifting/Carrying - Bending/Reaching

Competencies: - Adapting and

Responding to change



Table 3.33: Detailed Job Descriptions in Store Operations Cluster: Middle Management

Middle Management


Store Operations



Indulge in constant customer interactions to gain a qualitative feedback to gauge the practices that are liked/not liked

Build relationships with customers for corporate dealings and bulk orders


Analyse stock and sales related data for merchandise planning for the store on a weekly/monthly basis

Monitor purchase frequency and demand for various product categories and plan the inventory for the Store accordingly

Manage inventory for the whole store based on trend analysis

Store Operations:

Handle opening and/or closing of the store

Ensure maintenance of equipments, facility, and grounds through the use of Preventive Maintenance Plan based on company standards

Marketing/ Promotions:

Plan and execute promotional events based on shelf-life and purchase frequency of a given product

Ensure complete and timely execution of corporate and local marketing program


Ensure target achievement for own store

Control operational costs to maximise profits

Control P and L for the whole store (Manage both the top line and bottom line on an ongoing basis)

Data Analysis:

Take daily stock and sales reports and take necessary action for achievement of sales target for the store

Perform basic sales analysis based on qualitative data to understand cause of achievement/non-achievement of sales target


Good Communication in Regional Language, Hindi and English





Cashiering and basic accounting (P andL)

Basic Budgeting


Manpower Management

Basic business acumen


Computer Knowledge:

e-Mail application




Working with people






Analysing

Forming strategies and concepts









Table 3.33 Detailed Job Descriptions in Store Operations Cluster- Middle Management (cont.)

Middle Management


Based on historical data, forecast sales for various product categories and apportion target across teams

Statutory Compliance:

Ensure statutory compliances by maintaining registers and licences.


Manage job roster, task delegation, shifts and overtime

Provide briefs to store staff on a regular basis on day to day activities like customer dealing, inventory management etc. to help in improving individual as well as store performance


Conduct Performance Appraisals for all the store staff



Plan on-the-job training program through job rotation, individual responsibility and effective delegation to individuals

Develop individual training and development plans to groom the staff for the next level and encourage them to take up relevant certifications

Ensure that the trainings happen as scheduled for the store staff

Employee Selection:


Employee Engagement: Ensure talent retention through providing an enriching work experience to the staff


Word Processer


MIS/ERP Behavioural Skills:

Strong communication skills in regional, Hindi and English languages

Self-Confidence

Customer Management

Time Management

Coaching and Mentoring

Attention to detail

Result-oriented

Grievance handling/Problem Solving

Inter- Cultural Skills

Selling Skills

Team Management

Goal Setting and Task Delegation

Leadership

Initiative and Enthusiasm

Service Orientation

Analytical Skills

Creativity for visually appealing displays



Table 3.33 Detailed Job Descriptions in Store Operations Cluster- Middle Management (cont.)

Middle Management


Perform under pressure

Physical Ability:

Standing

Walking

Talking

Vision

Unique to Health and Wellness, Café and Restaurant and Value Retail


Monitor shelf life for various product categories and plan the inventory for the Store accordingly


Operational Responsibilities: Store Operations:

Ensure food quality by conducting regular food audits

Resolve legal/customer issues and follow protocol for escalation



Table 3.34: Detailed Job Descriptions in Store Operations Cluster: Senior Management

Senior Management


Store Operations



Analyse average customer profile and build solid customer relations through loyalty/branding programs such that first time customers become regular/frequent customers

Ensure all the Customer complaints are resolved.

Track, analyze, and identify root cause of customer complaints and lead Store Management team to implement systematic solutions.


Ensure that facilities and equipment are maintained according to the standards at all store locations

Oversee any upgrades or equipment replacement required at the stores.


Keep an eye on inventory needs for the various stores under his/her supervision and ensure that timely and accurate indent is placed for all stores

Resolve any inventory problem or supply issues with suppliers/vendors

Operations:

Ensure adherence to SOPs and policies at all individual stores

Develop operational budgets and targets for individual stores based on historical data and forecasted sales

Monitor performance of various stores and take corrective action to improve sales of an underperforming store

Develop strategies to meet profit goals for the given area

Develop/change systems and processes to enhance the performance of the store for the given area

Resolve unit-level financial issues including Accounts Payable.

Ensure smooth integration of the operation team with support functions.


Retail Management Scenario in India

Statistical tools for data analysis and interpreting Sales data

Budgeting

All legalities related to retail business in India

Manpower Management



Business practices of competition

Problem Solving and Decision Making styles

Computer Knowledge:

e-Mail application


Word Processer


MIS/ERP




Working with people






Analysing








Negotiating

Problem Solving



Table 3.34 Detailed Job Descriptions in Store Operations Cluster - Senior Management (cont.)

Senior Management



Develop marketing/promotional events for the area and oversee execution for various stores

Conceptualise and implement sales and marketing (Company Tie-ups and other promotional events etc.) plans in tune with the macro business plans, thereby achieving profitability

Data Analysis:

Analyse sales data for forecasting future trends for various stores and the area

Conduct Sales: Salary ratio analysis in the respective area assigned to ensure the desired bottom line

Compare store to store data and look into the causes of success and share best practices

Carry out market research to gain better understanding of the demand/competition and take corrective/preventive actions

Brand Building and Business Development:

Analyse market opportunity and open new stores at prime locations to ensure increased profitability for the region.

Develop various options for opening new stores and finalise the decision based on costs incurred for the project and expected returns

Oversee the Store Development project for the new store and keep a tab on costs


Formulate Reports like Cost Analysis, Daily Sales Reports, Expense Statements and weekly/Monthly Profit and Loss Statements for the stores and the area

Maintain routine reporting to the Region/ National Sales Head


Steer Operations for the assigned area according to the allocated operational budget with an aim to achieve higher targeted sales and profitability

Physical Ability:

Standing

Walking

Sitting

Talking

Vision



Table 3.34 Detailed Job Descriptions in Store Operations Cluster - Senior Management (cont.)

Senior Management


Run assigned area as a Profit Centre Head and deliver as planned and budgeted

Supervisory Responsibilities: Manpower Planning:

Forecast staffing requirements and build bench accordingly

Personnel Operations:

Monitor work environment in all units to ensure fair and equitable employee treatment as well as adherence to all company and legislative workplace regulations.

Handle transfers and takeovers Performance Management:

Lead performance management for all the staff of the given area

Provide ongoing recognition of outstanding performance to motivate employees at all levels.


Mentor/help Store Managers to develop Operating Plans and identify various variables to watch like sales, labour cost, inventory etc. and guide them with developing corrective action to meet or achieve margin and sales growth targets

Train and mentor subordinates on financial analysis and profitability tips.

Finalise Training and Development plan for the given area

Team Management:

Develop Ownership in the Operations Store Staff for all the stores in the assigned area

Resolve any escalated workplace disputes for the stores

As apparent from the above tables, the jobs at the store operations are quite challenging and need a whole lot more competencies than any other specialized job. The roles start from the contractual staff whose job is to replace exhibits on shelves, carry goods or pack the same before handing the same to the customers. The next set of roles is for those who actively engage with customers either to sell or to serve. Here the incumbents have to ensure that they are pleasant, customer friendly, analytical to find out what the customer wants, and also sales target driven. The key demands at this level are: continuous standing, meeting people with a pleasant disposition, keeping an eye on stocks and shelves, reporting on a daily basis. As they grow higher, the job demands increase to store supervision, sales



trend analysis, suggesting or planning and executing sales promotions. They start managing a small team and go up to the store manger level where they manage the whole store team. This is the job cluster that takes the incumbents up the linear path into area manager and cluster manager. Some employees at the store operations, who show a capability for accounting roles, may also grow into the cashier role and later into the store accountant role. These two are separately discussed in the subsequent tables. Within the store operations, the growth path for some could be into the cashiering role. This role is available to the store personnel only after one or two years of experience. This role grows up to the store accountant that is within the band of Junior Management. The following table exhibits the job demands and knowledge, skills and competencies required for these roles.

Table 3.35: Detailed Job Descriptions in Store Operations Cluster: Cashiering: Junior Management Level

Junior Management

Job Cluster


Cashiering Common to all segments

Operational Responsibilities: Handling Cash Counter:

Ensure that the work station is manned throughout the particular shift

Maintain excellent customer service at the work station

Operate the Cash Register according to the standardised procedure

Raise invoice according to the SOP

Provide total to the customer

Take payment and ensure that the provided notes are not counterfeit

Return accurate balance payment after deducting the total

Ensure that all security tags are removed before the merchandise is packed

Pack the purchase, in certain cases

Handle all the cash for the given work station

Cash /sales data Reconciliations:

Perform cash reconciliation at the end of the day

Enter data in the MIS and report daily sales at the end of the day


Cashiering/Accounting Basics

Banking and related transaction

Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP

POS Software Physical Abilities:

Standing

Fine Dexterity

Pushing/Pulling

Talking

Vision


Working with people







Table 3.35 Detailed Job Descriptions in Store Operations Cluster- Cashiering Junior Management (cont.)

Junior Management

Job Cluster

Uniqueness

Job Responsibilities Skills Competencies

Unique to CDIT


Oversee cashiering activity of the store and handle daily Banking.


Handle Customer Issue regarding cash and payments

Daily Reconciliations:

Conduct reconciliation of credit cards receivables.

Reconcile finances for the whole store at the EOD

Bank Deposits:

Ensure timely sending of cheques for clearance

Tally cheques received from customer with sales report and deposit all the cheques cheque in Bank

Cash Float Management:

Monitor and verify cash float for cashiers and update float register accordingly with signatures of respective floor cashiers.

Gift Vouchers:

Verify the physical closing stock periodically at both the floor and stock with head cashier and update GV Register.

Manual Invoices:

Verify manual invoices and keep control of the same.

Ensure billing in POS of the manual invoices as and when the item code is generated by buyer.

Follow up for the item code with respective ADM, DM

Foreign Currency:

Verify the rates and tally in Indian rupees value. Coordinate with Forex dealer for surrendering and collecting Indian rupees value. After tallying the same co-ordinate for deposit with bank.



Banking and related Transactions

Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP

POS Software

Financial Package Physical Abilities:

Fine Dexterity

Sitting

Vision


Working with people





Achieving Personal Work Goals and Objectives




Junior Management

Job Cluster


Vendor Management:

Monitor issuing and ordering of stationery, carry bags and other day to say things

Monitor and manage the vendor bill processing and reconciliations

Accounts sale clearance:

Check for and prepare the cheque clearance and accounts sale clearance status reports

Send the status reports to respective authorities in the Logistics and Customer Service departments.

Global cash tally:

Monitor overall cash movement for the store till deposit with the bank

Petty cash:

Approve IOUs, Petty cash vouchers

Tally physical cash periodically Documentation and Reporting: Daily Sales Report:

Check and tally sales data/payments for the sale reports

Collect information from the sales staff in regards to discounts, exchange, wrong item codes etc.

Monitor the updating of various details like DSR, Discount, Exchange etc. in MIS

Maintain Petty Cash Book and Gift Vouchers Records.

Reporting:

Report the financial transaction data to Finance department on a Weekly/Monthly basis




Junior Management

Job Cluster


Provide sales and financial data to the respective authorities in the Sales group for analysis of store operations and profitability

Financial Accounting in Accounting Software Package:

Check and approve the various entries of daily sale, purchases, Credit notes, Bank deposits, Bank /Cash payments, Transfer out / Transfer in to inter store and accounting of the same,

Track transfer out to DC, write off for Short receipt of merchandise and follow up for adjustment in credit notes for the same

Conduct bank reconciliation of data

3.5.2 Entry Level Requirements for Store Operations

The job cluster, store operations is the most flexible entry criteria. Here again, the minimum qualification is 8th grade depending upon the industry segment. Some high end brands of lifestyle take only graduates, however, most brands are flexible on the education as long as the critical professional knowledge and competencies are exhibited. It is also important to note that while the entry level qualification is flexible, there is a high demand on the candidates to be presentable, pleasant and ethical. He needs to exhibit persuasive skills and should be able to understand what the customer wants in order to service better. There are some special needs for the entry level executives in the health and wellness segment. They need to be graduates in Pharmacy and should be able to follow instructions essentially to read and interpret prescriptions. They also need to make minimal analysis to be able to educate the customers on dosage based on chemical composition of the medicines. As they grow into the next level of hierarchy, they need to start taking basic decisions on inventory, shift management, replacements/ exchanges by customers. They need to exhibit leadership and result focus. Also at this level, they need to either start their graduation or complete the same. If the employee is within the same organization, she gets all the professional knowledge and skills on-the –job, however, if she wants to enter at this level, she would need to have mastered these. This job cluster goes up till Area Manager/ Cluster Manager. With on-the-job training and formal education, the employees starting at the entry level of the store operations can possibly reach the store manager role. However, as this point the Area/ Cluster Managers are mostly qualified MBAs. This essentially means that the job entails quite a few complexities that need good business knowledge and business sense.

The following table lists all the entry level requirements for store operations.



Table 3.36: Entry Level Requirements for Roles in Store Operations

Industry Segment





Level 1

All

Contractual Employee, Trainee, Junior Customer Service Associate, Team Member, Associate, Customer Service Associate, Customer Associate, Fashion Consultant, Stewards, Sales Assistant, Pharmacist

None /10th

/12th

/ Pursuing Graduation / Graduation


Good communication in Regional Language, Hindi and English


Knowledge of how various schemes/promotions work

Basic understanding of retail operations

Strong on basic Arithmetic

Computer Knowledge:


e-mail application



Working with people





Achieving personal work goals

Customer Handling

Grievance Handling

Service aptitude

Sales Ability

Language Ability


Helping Others

Manual Ability

Math Ability

Unique to Wellness

B. Pharma or D. Pharma


Detailed knowledge about all the products available at the store. This would include chemical components, symptoms/diseases in which the particular drug is given, ideal dosage, any side effect etc.


Computer Knowledge:

Word Processor

Competencies:

Following instruction


Applying expertise and technology

Analysing

Reading Ability



Table 3.36: Entry Level Requirements for Roles in Store Operations (cont.)

Industry Segment





Level 1






Level 2 & 3

All Senior Customer Service Associate, Sales Executive, Team Leader, Supervisor, Merchandiser, Asst. Store In Charge, Asst. Department Manager, Department Manager, Asst. Store Manager, Floor Manager, Sr. Pharmacist, Sr. Stewards, Shift Manager, Captain, Asst. Restaurant Manager, Asst. Café Manager

Pursuing Graduation/ Graduation with 1-7 years of relevant experience






Cashiering and basic accounting (P &L)

Basic budgeting


Manpower Management


for restaurant Computer Knowledge:


Word Processer



Deciding and Initiating action




Achieving personal work goals and objectives

Customer Handling

Grievance Handling

Artistic Ability

Teaching Ability

Spatial Perception

Leadership

Organising



Table 3.36: Entry Level Requirements for Roles in Store Operations (cont.)

Industry Segment





Level 2 & 3

Unique to Wellness

B. Pharma or D. Pharma with 1-7 years of experience

Level 4

All Store Manager, Store Karta, General Manager, Unit Head, Store In charge, Café Manager, Restaurant Manager, Restaurant General Manager

Graduate with 5-10 years of relevant experience


People Management

Analysing



Level 5

All Area Manager, Cluster Manager, Asst. Regional Manager, Regional Manager, Territory Manager, Zonal Manager,

Post Graduate in Business Administration with


Retail Management Scenario in India

Statistical tools for analysing and interpreting Sales Data instead of Trend Analysis

Budgeting

All legalities related to retail business in India

Business practices of competition

Problem Solving and Decision Making styles

Negotiating

Problem Solving

As discussed earlier, Some employees at the store get to become cashiers. The only entry level qualification is graduation (or pursuing graduations), preferably in Commerce. Additionally, as most stores use an ERP or at least a Point of Sale (POS) software, hands on knowledge on this becomes an essential. Here again, most of the professional knowledge is gained while on job, especially since the 8th and 10th grade qualification does not cater to much computer education. Most organizations identify



from their current store personnel, those who show the right aptitude and train them on ERP or POS. From here the employee could grow into the store accountant. The following table shows the entry level requirements for the cashiering roles. Table 3.37: Entry Level Requirements for Roles in Store Operations: Cashiering

Industry Segment

Role/ Level




Level 2 & 3

All Cashier Pursuing Graduation/Graduation (In Commerce)



Banking and related Transactions Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP

POS Software

Financial Package


Working with people





Customer Handling

Grievance Handling

Service Aptitude

Organizing

Math Aptitude



3.5.3 Skill Gaps in Store Operations

At the entry level of store operations, the demand is extremely high, however, as there is little availability of skilled manpower, a lot of organizations run their own courses or train people in house. There are a few institutes that train people immediately after their 8th or 10th grade for store operations roles. Mostly these institutes are either Private Institutes or Public Private Partnership Institutes. Table 3.38: Skill Gaps in Store Operations

Store Operations


Qualification

None /10th /12th / Pursuing Graduation / Graduation

- All Schools - All Universities - All Hotel


For Health and Wellness

Graduation in Pharmacy - All Pharma Institutes

Skills


Good Communication in Regional Language, Hindi and English

- Not all schools teach functional languages or functional English.

Basic Product Knowledge 10th or after 8th: - Various Hotel

Management Institutes like IHMs

12th or after 10th: - Various Hotel


Graduation or after 12th: - Various Private

Retail Institutes like RAI, IRS

- Various Hotel Management Institutes like IHMs

- Various Universities like IGNOU

- Various Fashion Institutes like PAF

- A generic perspective towards various product categories (Except Café and Restaurant, Health and Wellness and Fashion Category) is developed by the institutes while the detailed understanding of specifications is provided by the organisation themselves.



Table 3.38 Skill Gaps in Store Operations (cont.)

Store Operations



In-Store Marketing / Promotions





- Some Retail Institutes like Dr. Reddy’s Foundation

Graduation or after 12th: - Some

Universities like IGNOU


- Various Private Retail Institutes like RAI, IRS


- Marketing and Branding skills are not catered in the various Hotel Management courses. The service staff has to be internally trained on In-Store Marketing and selling/up-selling skills


Understanding of Retail Operations

12th or after 10th: - Various Retail

Institutes like Dr. Reddy’s Foundation


Graduation or after 12th: - Some

Universities like IGNOU




Store Operations



- Some Private Retail Institutes like IRS, RAI, Centum, Future Innoversity



Basic Arithmetic - All Schools at 10th level

Professional Knowledge (Unique to Health and Wellness)

Detailed knowledge about all the products available at the store. This would include chemical components, symptoms / diseases in which the particular drug is given, ideal dosage, any side effect etc.

- Various Universities like GNDU



Professional Knowledge (Unique to Café and

Restaurant))



Industry Service Standards - Various Hotel Management Institutes like IHMs






Store Operations


Computer Knowledge:

e-Mail application Graduation or after 12th: - Various Private

Retail Institutes like Future Innoversity




- Computer Skills are not emphasised in the various courses at the 10th/12th level

MIS/ERP Graduation or after 12th: - Various Private

Retail Institutes like Future Innoversity




- Computer Skills are not emphasised in the various courses at the 10th/12th level

Point of Sale - Hands on experience on using a POS is not provided to students in Retail Institutes

Computer Knowledge (Unique to Health and Wellness)

Word Processor - Various Universities like GNDU




Store Operations


Competencies


- The most critical piece of store operations is the competencies. Here after 8th and 10th grade the need is to develop well groomed impressive self presentation, communication, language and customer handling skills are not available. Mostly, employees learn this on the job through structured training programs.

Working with people







Customer Handling

Grievance Handling

Aptitude

Service Aptitude At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.

Sales Ability

Language Ability


Helping Others

Manual Ability

Math Ability



Table 3.39: Skill Gaps in Cashiering

Cashiering

Possible Source

Identified Gaps

Qualification

Pursuing Graduation/ Graduation in Commerce

- All Universities

Skills


Cashiering and Cash Reconciliations

- An understanding of Cashiering process for retail store and related operations is not provided at the Graduation level

Accounting Basics - All Universities

Banking and related Transactions

- All Universities

Computer Knowledge:

e-Mail application

- All Universities

MIS/ERP

- Knowledge of MIS/ERP systems is necessary for regularly updating sales and financial information in the organisation’s central data repository. The courses dealing with commercial studies lack an emphasis on the Information Systems

Point of Sale - Hands on experience on using a POS is not provided to students in Retail Institutes

Word Processor - All Universities


- All Universities

Financial Package

- Knowledge of Financial Package like Tally are required to perform the role of a Cashier/Accountant in a retail organisation



Table 3.39 Skill Gaps in Cashiering (cont.)

Cashiering

Possible Source

Identified Gaps

Competencies

Working with people

- Competencies are mostly learnt on the job.





Aptitude

Service Aptitude

Organizing

Math Aptitude

The identified skill gap in cashiering is the knowledge of the relevant software, i.e. knowledge of Tally, ERP and POS.




(Security)

Assistant (Level 1)

(Job includes Cashiering,

Sales and Receiving)


th Pass



Aptitude:



Language Ability

Qualification: Pursuing

Graduation/Graduate



Aptitude:

- Leadership







Aptitude:

- Artistic Aptitude and Spatial

Perception


Analysis


Handling Ability

Store Manager (Level 4)

Qualification: MBA (Retail/Any)

Work Experience:8+ Years

Area Manager (Level 5)


Graduation/Graduate



Aptitude:

- Fine Dexterity

- Math Aptitude

Cashier (Level 2)


(Commerce)

Work Experience:2-7 Years of

Cashiering Experience

Head Cashier/ Cashier

Cum Accountant/Store

Accountant (Level 3)


(Housekeeping)

Qualification: Graduation in

Specific Field



Aptitude:

- Artistic Aptitude, Spatial

Perception and Knowledge of

Fabric (For Fashion & Clothing

and Lifestyle)

Buyer (Level 2&3)

Executive: Product Range

Finalisation (Level 2&3)

3.5.4 Career Paths Available for Professionals in the Store Operations

The career paths available for entrants at the Store Operations are quite a few. They can take the linear path up till the Area Manager. They can also grow into roles like the Cashier and subsequently Store Accountant. Once they reach the Supervisor level at the Store, if they choose to acquire the appropriate qualification, they can also move into Procurement or Range Finalization roles.

Figure 3.5: Available Career Paths in Store Operations



Trainee (Service)

Stewards (Level 1)


th Pass



Aptitude:

- Clerical Ability- Manual Ability- Math Ability

Supervisor/Asst. Cafe





Aptitude:

- Eye for Detail


Handling Ability

Outlet Chef (Level 4)

Trainee (Delivery)

Delivery Taker (Level 1)

Trainee (Production)

Qualification: None/10th



Aptitude:

- Dexterity- Can work under pressure


th Pass



Aptitude:

- Navigational Skills- Manual Ability- Math Ability- Service Aptitude

Delivery Supervisor (Level

2&3)


Graduation/Graduate



Aptitude:

- Leadership



Graduation/Graduate



Aptitude:

- Leadership


Commi (Level 1)

Chief Cook/ Chef De Partie

(Level 2 &3)


Hospitality/Food Production



Aptitude:

- Leadership






Aptitude:

- Eye for Detail

- Problem Solving Ability





Aptitude:

- Commercial Aptitude

Area Chef (Level 4)

Cafe Manager (Level 4)



Area Manager (Level 5)

3.5.5 Career Paths Available for Professionals in the Store Operations- Café and Retaurant

In the Café and Restaurant sub-segment, the growth opportunities are unique, hence they need a separate mention. In the restaurant, production is inherent in the operations. Also Delivery and Service have a similar growth path till the Supervisor level, however in the former job, there are no opportunities beyond that. Hence a single path up to the Area manager is available provided the employee acquires the right qualification and exhibits the right kind of knowledge, skill and aptitude. The fig 3(f) depicts the career paths in the café and restaurant sub-segment.

Figure 3.6: Available Career Paths in Cafe and Restaurant Operations



3.6 PRODUCTION

Job Descriptions


Skill Gap Analysis

Career Paths Available to Professionals

in Production- Café & Restaurants



3.6.1 Job Descriptions for Production (café & Restaurant)

In most cases retail does not include production, however, in the café & restaurant sub-segment, cooking happens at the store/ outlet level, it is categorized as production. The following tables describe in detail the demands from the quality assurance staff and the knowledge, skills and competencies required for success on these roles. Table 3.40: Detailed Job Descriptions in Production Cluster: Entry Level

Entry Level

Job Cluster


Production Unique to Café & Restaurant segment

Operational Responsibilities: Facility Management:

Prepare "Mise en Place" for smooth running of kitchen and ensure that the section is ready for use before service starts

Food Production:

Assist seniors in preparing/ presentation of the food/beverage and provide all the required ingredients in the required quantities, as and when required

Adhere to the SOPs with regards to kitchen operations


Ensure minimum spoilage and wastage at all times

Safety, Cleanliness and Hygiene:

Maintain a tidy personal appearance and work in a hygienic manner

Use and place the various equipment in a safe manner

Maintain cleanliness/ hygienic conditions of the equipments used and the overall kitchen area


Ensure proper handling/storage of raw materials according to the process


Knowledge of kitchen operations and process of using various equipments

Knowledge of the ingredients required for various dishes

Knowledge of recipe of various dishes

Computer Knowledge:

None Physical Abilities:

Standing

Fine Dexterity

Walking

Pushing/Pulling

Lifting/Carrying

Bending/Reaching

Talking

Climbing

Vision

Well groomed self presentation

Working with people







Table 3.41: Detailed Job Descriptions in Production Cluster: Junior Management

Junior Management

Job Cluster

Uniqueness


Production

Unique to Café & Restaurant segment

Operational Responsibilities: Safety, Cleanliness and Hygiene:

Ensure the overall cleanliness and safety of the kitchen section

Food Production:

Work hands on to prepare and finalize the dish according to the standardised recipe within the stipulated time

Ensure that organizational standards of food ingredients, preparation and presentation are upheld


Create awareness about food cost and ensure minimum spoilage and wastage at all times


Control incoming goods and ensures proper storage

Ensure proper storage, labelling and usage of food ingredients based on FIFO to avoid spoilage and increase in food cost

Kitchen Operations:

Assist Outlet Chef in the day-to-day kitchen operation and ensure that the daily tasks are carried out effectively and efficiently

Oversee the cooking of food to ensure quality and hence, customer satisfaction

Ensure that the various guidelines with regards to kitchen operations are adhered to

Troubleshoot any issues that might arise in his/her own section


Manage task delegation team





Train team on-the-job Team Management:


Handle any grievance in the team





Inventory/Stock Management

Manpower Management

Cost Management

Vendor Management

Computer Knowledge:


Standing

Fine Dexterity

Walking

Pushing/Pulling

Lifting/Carrying

Bending/Reaching

Talking

Climbing

Vision



Working with people







Table 3.42: Detailed Job Descriptions in Production Cluster: Middle Management

Middle Management

Job Cluster



Operational Responsibilities: Kitchen Operations:

Ensure that the dishes are cooked in a timely and efficient manner

Ensure routine maintenance of kitchen equipment and raise indent for purchase of new equipment, if need be

Handle various food complaints and take necessary action

Vendor Management:

Manage vendor relationship for the given outlet and ensure that quality supplies are received in a timely fashion


Oversee the stock maintenance for the given outlet. This would include activities like analysing stock needs, raising of order and proper receiving and storage of raw material


Participate in preparation of food and labour budgets and keep a tab on Food Cost. This would include monitoring raw material and labour cost, control wastage etc.

Supervisory Responsibilities: Performance Management:

Monitor individual performance and appraise performance of the whole “Back-of-the-house” team


Plan on-the-job training program through job rotation, individual responsibility and effective delegation to individuals


Employee Selection:

Interview & hire team members in consultation with HR






Manpower Management

Cost Management

Vendor Management

Computer Knowledge: Computer Knowledge:

e-Mail application


Word Processer


Standing

Fine Dexterity

Walking

Talking

Vision



Working with people








Table 3.43: Detailed Job Descriptions in Production Cluster: Senior Management

Senior Management

Job Cluster



Operational Responsibilities: Operations:

Oversee the functioning of multiple kitchen on a routine basis

Develop execution plan for all units in consultation with Outlet Chefs and monitor execution vis-à-vis budget

Research industry best practices on a routine basis and inculcate the same in kitchen operations

Quality Audits:

Conduct kitchen audits on a routine basis to ensure kitchen operations, food quality, cleanliness, and health and safety process compliance.

Vendor Management:

Oversee vendor relationship for the given area and ensure optimisation by finalising vendor considering both quality of service and cost


Prepare food and labour budget for the given area and various units based on forecasted sales and control costs accordingly

Supervisory Responsibilities: Training and Development:

Develop the training program for kitchen staff. This would include process and content development



Manpower Management

Cost Management

Vendor Management

Food industry trends


Computer Knowledge:

e-Mail application


Word Processer


Standing

Walking

Talking

Vision

Travelling




Working with people



Analysing





Entrepreneurial and commercial thinking



3.6.2 Entry Level Requirements for Production

Production being unique to the café and restaurant segment has unique requirements for the aspiring candidates. While the educational qualifications here are not so critical, knowledge of kitchen operations and how each piece of equipment is used, knowledge of ingredients and basic knowledge of recipes is essential. At the entry level the employees are Commis whose job is just to set and prepare the kitchen for the chef. They are essentially helpers. To become commi 1 or the chef, it is preferred that they have a graduation in Hospitality. If we look at the professional knowledge, over and above the knowledge of recipes and ingredients, they need to understand basics of inventory, food costs and people management. At this level they start handling purchases of consumables and also handle teams. The growth of these professionals is fairly straight from Commi 3. From Chef De Partie to Area Chefs there are fewer growths and more stringent requirements. They need to gain higher levels of knowledge in recipes and exacting procedures. Additionally, as they need to start managing sections of the kitchen or the whole kitchen, they need other skills like inventory management, MIS, cost management, people management & vendor management. As far as innate talent is considered, the candidate should exhibit willingness to follow processes and instructions. The competency of learning is very critical to the job; however at the time of entering the job, the candidate is not expected to be competent on learning and research. They are checked for aptitude of learnability, which essentially means that a person should be able to apply a base knowledge to multiple scenarios. For example, a chef who knows how to make gravy for a particular vegetable, he should be able to connect new knowledge to that and learn new recipes quickly. As they grow higher, the candidates are checked for leadership, essentially the ability to teach others and stock management, over and above the higher culinary skills. They also need to be very organized. Finally, at the highest level, they need to introduce more recipes, understand trends and manage reporting and budgets. Hence, the candidates are checked for additional skills like

The following table elaborates the entry level requirement for production at Cafés and Restaurants.



Table 3.44: Entry Level Requirements for Roles in Production

Industry Segment

Role/ Level





Level 1

Unique to Café & Restaurant

Commi 3, Commi 2

None/10th




Knowledge of recipes of various dishes


Working with people



- Learnability

Level 2 & 3


Commi 1 and Chef De Partie

Graduation in Hospitality with 5-10 years of relevant experience


Higher level culinary knowledge and understanding of standardizations in recipes /Stock Management

Manpower Management

Cost Management

Vendor Management



Teaching Ability

Organising

Level 4


Outlet Chef

Graduate in Hospitality with 10-14 years of relevant experience

Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP


Math Aptitude

Level 5


Area Chef Graduate in Hospitality with 14+ years of relevant experience


Food industry trends




Analysing

Entrepreneurial and commercial thinking



3.6.3 Skill Gap Analysis for Production

The following table exhibits the skills required for the job and the gaps in available courses. Hotel Management Institutes cater to all the required professional knowledge and skills. However, the competencies are mostly learnt on job through structured training programs or informally. Table 3.45: Skill Gaps in Production

Production


Qualification

None/10th - All NSDC affiliated Hotel Management Institutes

Skills



- All NSDC affiliated Hotel Management Institutes





Competencies






Aptitude

Learnability At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.

The career paths in the Production job cluster, have been discussed in the Section for Store Operations under Café & Restaurant. Refer to Figure 3.6.



3.7 HOME DELIVERY

Job Descriptions


Skill Gap Analysis


Professionals in Home

Delivery



3.7.1 Job Descriptions in Home Delivery

Delivery is also the cluster of jobs where most of a targeted youth get placed. In this job category, the entry is easier and people with qualifications starting from class 8th have a possibility of getting absorbed. This cluster is unique to café and restaurant and CDIT, where they offer home delivery of products. The delivery staff actually travels and delivers the goods at the customer’s doorstep. In CDIT this role may or may not merge with the support services where an engineer (on third party rolls) would actually come and install the electronic item delivered. This process is managed by the service and support job cluster where mostly call centre associates are hired. As the call centre profile is significantly different from the delivery, it is described separately in the next section. The following tables describe in detail the demands from the delivery staff and knowledge, skills & competencies required for success on the job. Table 3.46: Detailed Job Descriptions in Delivery Cluster: Entry Level

Entry Level

Job Cluster


Delivery Unique to Café & Restaurant segment and CDIT

Operational Responsibilities: Packing and Delivery:

Take the packed products for delivery

Check for completeness of order and proper packing of the order before leaving the store/restaurant

Deliver the order at the customer's location in the stipulated time


Interact with the customer in a courteous manner and answer any queries, if required

Billing and Cashiering:

Provide the invoice, collect payment and provide balance


Report any customer complaints or traffic delays to the Delivery In Charge


Knowledge of the area around the store/restaurant

Knowledge of products and promotions

Delivery SOPs of the organization

Basic Arithmetic

Knowledge of driving the delivery vehicle

Computer Knowledge:


Standing

Walking

Pushing/Pulling

Lifting/Carrying

Sitting

Foot Control

Talking

Climbing

Vision

Travelling






Coping with Pressures and Setbacks

Customer Handling

Grievance Handling



Table 3.47: Detailed Job Descriptions in Delivery Cluster: Junior Management Level

Junior Management

Job Cluster


Delivery Unique to Café & Restaurant segment and CDIT

Operational Responsibilities: Documentation and Reporting:

Maintain information for all delivery requests for own unit

Analyse operational data and maintain all home delivery related reporting for own unit

Delivery Operations:

Oversee the deliveries on a daily basis

Track supplies of products and ensure that all deliveries reach in the stipulated time according to the schedule


Ensure that the delivery allocations are made in a way that optimises on the available resources


Train junior employees on-the-job





Manpower Management

Delivery Planning and Process

Basic accounting (P &L) and Budgeting


Computer Knowledge:

e-Mail application


Word Processer


Sitting

Talking

Vision



Working with People




Analysing






Operational Responsibilities: Delivery Operations:

Plan the deliveries of various order and pass instructions to the delivery drivers

Audit the operations of Home Delivery segment on a periodic basis to ensure smooth functioning

Ensure that the vehicles receive maintenance /repair on a regular basis to ensure smooth service


Ensure that the costs of operating a fleet of delivery vehicles is kept low through regular maintenance



Table 3.47: Detailed Job Descriptions in Delivery Cluster: Junior Management Level (cont.)

Junior Management

Job Cluster



Manage job roster, task delegation, shifts and overtime

Staff Management for a given shift





Inform Restaurant Manager of any critical incidents, extra working hours etc. for a given employee


Make training schedules and conduct trainings for subordinates

Team Management:

Ensure uniform and personal appearance are clean and professional for all team members


Handle any grievance in the team

Employee Selection:

Interview potential team members & forward the case to HR/Store Manager

Employee Induction: Assign buddy trainer to new joinees



Table 3.47: Detailed Job Descriptions in Delivery Cluster: Junior Management Level (cont.)

Junior Management

Job Cluster


Unique to CDIT Operational Responsibilities: Material Movement:

Ensure packing and dispatching of the material as required

Support logistic planning for dispatches to ensure timely delivery

Vendor Management:

Co-ordinate with the secondary transporters to track the dispatch and ensure timely delivery

Report any vendor issues to the Manager

Stock Management:

Maintain FIFO standard for stock movement



3.7.2 Entry Level Requirements for Home Delivery

The roles in home delivery are unique to CDIT and café and restaurant. Here the essential requirement is that of driving (two - wheeler) and basic arithmetic simply because, the employee has to drive safely and reach the customer’s place within the stipulated time and they need to be able to do quick addition and subtraction for handling payments. Knowledge of local routes is an additional advantage. The competencies here are more or less similar to those for store operations; they need to be well groomed and presentable. The following table elaborates all the entry level criteria for the job cluster of home delivery. Table 3.48: Entry Level Requirements for Roles in Home Delivery

Industry Segment

Role/ Level





Level 1

Unique to CDIT and Café & Restaurant

Trainee, Delivery Taker

10th



Basic Arithmetic


Impressive self-presentation






Customer Handling

Grievance Handling

Service Aptitude


Helping Others

Math Aptitude



Table 3.48: Entry Level Requirements for Roles in Home Delivery (Contd.)

Industry Segment

Role/ Level





Level 2 & 3

Unique to CDIT and Café & Restaurant

Delivery In Charge, Asst. Manager: Home Delivery

Pursuing Graduation/Graduate with 3-7 years of relevant experience


Manpower Management

Delivery Planning and Process

Basic accounting (P &L) and Budgeting


Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP



Working with People


Analysing


Teaching Ability

Leadership

Organising

3.7.3 Skill Gap Analysis in Home Delivery Operations

As this job cluster requires very few skills and very little knowledge of retail operations there is no separate course that qualifies people for home delivery. As long as the candidate meets the basic criteria of knowledge of driving, exhibits the required aptitudes and competencies, he is hired. Most of the essential knowledge about products and promotions are taught on the job in structured training programs or informally. Table 3.49: Skill Gaps in Home Delivery

Delivery Operations

Possible Source

Identified Gaps

Qualification 10th - All

Schools

Skills


Knowledge of the area around the store/ restaurant

- The desired knowledge is specific to the organisation and thus, is provided through internal trainings




- Driving schools for two- wheelers are not available. Mostly, the organizations take the candidate’s licence as a sufficient proof of his ability to drive safely.



Table 3.50: Skill Gaps in Home Delivery (Contd.) Delivery Operations

Possible Source

Identified Gaps

Competencies


- All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.






Customer Handling

Grievance Handling

Aptitude

Service Aptitude - At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.


Helping Others

Math Aptitude

The Career paths for Home Delivery have been illustrated in the Store Operation Section under Café and Restaurants.



3.8 QUALITY ASSURANCE

Job Descriptions


Skill Gap Analysis


Professionals in Quality

Assurance



3.8.1 Job Descriptions for Quality Assurance

Quality Assurance is the next cluster of jobs that needs special mention, especially as it has a different connotation in different sub-segments of the retail sector. Quality Assurance within the sub-segments, lifestyle and CDIT they are positioned as part of either the ware house or the CPC. Their main job is to check if the incoming material from the vendors meets the specifications on the documented requirements. Additionally, they conduct sample checks of incoming products for quality of fabric, stitching and finishing, workability of electronic goods. In the café & restaurant sub-segment, the quality assurance team is part of the corporate team who conducts periodic audits of vendor facility, café facility, food quality etc. They also conduct trainings across the various outlets on the organization’s quality standards. The following tables describe in detail the demands from the quality assurance staff and the knowledge, skills and competencies required for success on these roles. It is also important to note that in the retail sector, roles like quality assurance seem restricted to junior and middle management simply because these are specialist roles and do not need a large number of people within one organization. Table 3.50: Detailed Job Descriptions in Quality Assurance Cluster: Entry Level

Entry Level


Quality Assurance / Quality Control

Unique to Lifestyle, Café & Restaurant and CDIT

Operational Responsibilities: Quality Assurance:

Ensure quality of incoming goods by comparing the product with specifications

Vendor Management:

Prepare documentation for goods which do not meet the quality standards and send them back to the supplier with clear reasons of non-acceptance


Report the returned goods to the Logistics/Warehouse Group

Enter delivery quality related information in the MIS


Knowledge with regards to detailed specifications for all the products

Knowledge of various tests that should be conducted

Knowledge on industry specific Quality processes and standards

Computer Knowledge:

e-Mail application


Word Processer


Standing

Walking

Sitting

Bending/Reaching

Talking

Vision





Analysing




Table 3.46 Detailed Job Descriptions in Quality Assurance Cluster- Entry Level (Contd.)

Entry Level




Check Food quality and Safety as per legal and organizational standards

Conduct sampling and microbiological testing of products

Conduct sensory and chemical testing of food

Prepare Ageing Analysis Report to study the shelf life status of raw material and prevent wastage

Facility Quality Audit:

Ensure implementation of the organizational Quality Control Program by conducting regular audits at the cafes/warehouse and supplier location

Monitor quality of water available at the various cafes


Compile reports and send across to the concerned authorities in the organization

Suggest corrective actions as and when required

Maintain all the record and documentation as per HACCP & ISO standards and certification


Conduct training for quality and Food Safety procedures and parameters as per the plan across various organisational/Vendor locations



Knowledge on F&B quality processes and standards

Physical Abilities:

Travelling

Training and coaching



Table 3.51: Detailed Job Descriptions in Quality Assurance Cluster: Junior Management Level

Junior Management


Quality Assurance / Quality Control

Unique to Lifestyle, Café & Restaurant and CDIT


Ensure quality of incoming goods by comparing the product with specifications

Vendor Management:

Prepare documentation for goods which do not meet the quality standards and send them back to the supplier with clear reasons of non-acceptance


Report the returned goods to the Logistics/Warehouse Group

Enter delivery quality related information in the MIS




Knowledge on industry specific Quality processes and standards

Computer Knowledge:

e-Mail application


Word Processer


Standing

Walking

Sitting

Bending/Reaching

Talking

Vision





Analysing





Check Food quality and Safety as per legal and organizational standards

Conduct sampling and microbiological testing of products

Conduct sensory and chemical testing of food

Prepare Ageing Analysis Report to study the shelf life status of raw material and prevent wastage

Facility Quality Audit:

Ensure implementation of the organizational Quality Control Program by conducting regular audits at the cafes/warehouse and supplier location

Monitor quality of water available at the various cafes




Physical Abilities:

Travelling

Training and coaching



Table 3.51: Detailed Job Descriptions in Quality Assurance Cluster- Junior Management (Contd.)

Junior Management




Compile reports and send across to the concerned authorities in the organization

Suggest corrective actions as and when required

Maintain all the record and documentation as per HACCP & ISO standards and certification


Conduct training for quality and Food Safety procedures and parameters as per the plan across various organisational/Vendor locations

Table 3.52: Detailed Job Descriptions in Quality Assurance Cluster: Middle Management Level

Middle Management

Job Cluster

Uniqueness


Quality Assurance/Quality Control


Operational Responsibilities: Process Development/ Improvement:

Review and improve existing QC processes to enhance the effectiveness and standardisation of all the activities

Develop food safety procedures on a regular basis

Quality Control Operations:

Ensure implementation of the organizational Quality Control Program through regular audits at the cafes/warehouse and supplier location

Respond to and handle all customer complaints especially to find the root cause relating to any product safety and quality issues.


Manage task delegation to the Quality Control Team







Knowledge of various tests which need to be performed

Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP






Analysing






Table 3.52: Detailed Job Descriptions in Quality Assurance Cluster: Middle Management Level (Contd.)

Middle Management

Job Cluster

Uniqueness




Make training schedules and conduct trainings for subordinates

Train team on-the-job Team Management:


Handle any grievance in the team Employee Selection:

Interview potential team members as and when asked and forward the case to HR

Physical Abilities:

Standing

Walking

Sitting

Bending / Reaching

Talking

Vision

Travelling

3.8.2 Entry Level Requirements for Quality Assurance

Quality Assurance is an essential job cluster in the café & restaurant and CDIT sub-segments of the retail industry. The following table exhibits the entry level requirements for the job cluster of Quality Assurance. The role requires knowledge of all the quality tests and audits that need to be conducted. For documentations and reporting it requires extensive use of the MIS systems and processes. Hence computer literacy is essential. Finally, the role demands from the employees to be able to take clear decision whether the restaurant or the vendor site is complying with the standards or not. Similarly, the QA engineer needs to test samples of technology products and take a decision on the batch quality. Hence the competency deciding and initiating action become essential. The other competencies that form the entry criteria are: following instructions and procedures, writing and reporting, applying expertise and technology and learning and researching. As they grow higher, leadership and planning & organizing become critical to enter the role. Table 3.53: Entry Level Requirements for Roles in Quality Assurance

Industry Segment





Level 1

Unique to Café & Restaurant and CDIT

Executive: QA Graduate in Specific Category



Deciding and Initiating action


Scientific Aptitude



Table 3.53: Entry Level Requirements for Roles in Quality Assurance (Contd.)

Industry Segment





Level 1


Executive: QA

Graduate in Specific Category


Knowledge on industry specific quality processes and standards

Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP


Analysing


Level 2 & 3


Sr. Executive: QA

Graduate in specific category with 1-5 years of relevant experience


Teaching Ability

Leadership

Organising

Level 4


Quality Manager

Graduate in specific category with 4-8 years of relevant experience




3.8.3 Skill Gap Analysis in Quality Assurance

In CDIT, B.Techs are hired for the role of QA Engineers. Similarly, QA for café and restaurants for come from graduation degrees in Food Technology. While Institutes for Food Technology teach quality standards, industry practices and tests to be conducted, the engineering institutes do not cater to these aspects. Mostly, people joining organizations, learn about the quality standards along with the product knowledge. Additionally, MIS or ERP software knowledge is not available as part of the engineering courses, however, the food technology courses do have modules on ERP.



Table 3.54: Skill Gaps in Quality Assurance/ Control

Quality Assurance


Qualification Graduation/ Post Graduation


For CDIT Graduation in Technology


For Café & Restaurant

Post Graduation in Food Technology


Skills


Knowledge with regards to detailed specifications for all the products in the category


- A generic perspective towards various product categories is developed by the Universities while the detailed understanding of specifications is provided by the organisation themselves.


- All Technical Universities (For Food Technology)

- Technical courses in Electronics do not cater to knowledge of Quality Standards, Industry Practices and Tests

Knowledge on Standard Quality Assurance practices Like HACCP etc


Knowledge on industry specific quality processes and standards


Computer Knowledge:

e-Mail application - All Technical Universities

MIS/ERP - All Technical Universities (For Food Technology)

- Technology courses in Electronics do not cater to the requirement of “MIS/ERP understanding and usage experience” which forms the backbone of every retail organisation.

Word Processor - All Technical Universities

Aptitude

Scientific Aptitude - At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.



3.8.4 Career Paths Available to the Professionals In Quality

Assurance

Quality Assurance is unique to CDIT and Café & Restaurant sub- segments, and need specializations in these fields. These role grow through linear paths upwards from Executive to Senior Executive to Manager. As this job does not handle volumes, it is a lean structure. As a QA Manager, the employee looks at quality of multiple locations or vendor sites. The fig 3.7 depicts the growth path in QA.

Figure 3.7: Available Career Paths in Quality Assurance

Sr. Executive (Level 2 & 3))

Qualification:

- For all segments: Graduation in

Specific Field

- For Café & Restaurant: Post

Graduation in Food Technology


Aptitude:

- Product Category Knowledge

- Industry specific quality

processes/standards


Analysis

Quality Manager (Level 5)

Executive: QA (Level 1)

Qualification: Qualification:

For Café & Restaurant: Post




Aptitude:

- Leadership


Qualification: Qualification:

For Café & Restaurant: Post





3.9 SERVICE SUPPORT

Job Descriptions


Skill Gap Analysis


Professionals in Service

Support



3.9.1 Job Descriptions for Service Support

The Service Support cluster is a call centre support unique to CDIT. Here the customers can place their complaints on the phone and the call centre associate manages the internal process of reaching out to the local technical support agency to send the engineer at the customer’s place. These roles in CDIT again are not required in great numbers. Hence, there is almost no growth for them within the organization. However, as this segment is still nascent, and there is a possibility of growth of CDIT as organized retail, the service support cluster has the possibility of growth like any other BPO in the country. For now, the current scenario is presented where just the entry level positions have been described in the table below. Table 3.55: Detailed Job Descriptions in Service Support Cluster: Entry Level

Entry Level

Job Cluster


Service Support

Unique to CDIT

Operational Responsibilities: Customer Handling:

Greet customers in a courteous, friendly and professional manner using agreed upon procedures

Provide personalized customer service of the highest level

Grievance Handling:

Assist customers who have specific concerns

Liaison with other departments for resolving customer complaints

Selling:

Listen to customer's concern and respond to their queries

Build customer's interest in the services and products offered by the company


Document and Report every call according to the SOPs


Product Knowledge

Knowledge of Customer Handling and issue escalation process

Computer Knowledge:

e-Mail application


Word Processer


Sitting

Talking

Vision






Customer Handling

Grievance Handling

3.9.2 Entry Level Requirements For Service Support

The candidates for service support ( unique to CDIT) need to be pursuing graduation, as she would need to handle customer complaints on phone and would need the maturity to handle a variety of issues. Accordingly, the competencies at the entry level to be able to do the job well are customer handling, persuading and grievance handling, writing and reporting. Mostly at the entry level, the professional knowledge and aptitude is assessed. The following table exhibits the entry level criteria for the job cluster of support service.



Table 3.56: Entry Level Requirements for Roles in Service Support

Service Support

Industry Segment

Role/ Level





Level 1

Unique to CDIT


Pursuing Graduation/Graduate with 1 year of relevant work experience



Product Knowledge


Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP





Customer Handling

Grievance Handling

Language & Communication

Service Aptitude

Helping Others

3.9.3 Skill Gap Analysis for Service Support Operation

Amongst the essential skills, knowledge of functional English or regional language is a gap. Basics of software including ERP and MIS are taught at the Private and the Public Private Partnership Institutes. Basic Customer Handling skills are also a part of these courses.

Table 3.57: Skill Gaps in Service Support

Service Support Operations


Qualification Pursuing Graduation/Graduate

- All Universities / Institutes

Skills



- Functional English or regional language is not taught before graduation.

Product Knowledge - - The knowledge is specific to the organisation’s products and thus, is trained In-house



Table 3.58 Skill Gaps in Service Support (cont.)

Service Support Operations




- Various Universities / Institutes like IGNOU, NIRM, Dr Reddy’s Foundation, Centum, Future Innoversity

- Basic customer handling and grievance resolution skills are developed by various institutes, however, the new employees are taught extensively on organisation specific cases and the escalation process to follow

Computer Knowledge

e-Mail application

- Various Private Institutions like Centum, Future Innoversity

Word Processor




MIS/ERP


Competencies


- Competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.





Customer Handling - Various Private Institutions like Centum, Future Innoversity

Grievance Handling - Various Private Institutions like Centum, Future Innoversity

Aptitude

Language and Communication

- At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.

Service Aptitude

Helping Others



3.9.4 Career Paths Available for Professionals in the Service Support

As seen in the fig 3.8 the role within service support grows up to the supervisor level. As this service grows for multiple products, this growth path has the possibility for growth.

Figure 3.8: Available Career Paths in Support Services


Graduation/ Graduate

Work Experience:1-2 years


Aptitude:



Language Ability

- Dexterity

Associate (Level 1)


Graduation/Graduate



Aptitude:

- Leadership



Handling Ability

Supervisor (Level 2)



4 RECOMMENDATIONS

Identity Cards

During the data collection, the researchers found out that the young boys and girls who are eligible for getting hired in the retail sector actually lack any kind of identity cards. They cannot open bank accounts and hence can’t get hired in organizations where salary is paid only through cheque or bank transfers. Further, roles like Cashier and Delivery Driver require Identity cum Address Proof for credibility and Driving License for driving the vehicle, respectively.

Clear Assessment of Abilities

Currently, at any level of the academic cycle, there is no systematic aptitude testing. Aptitude testing at the 8th or 10th class level would help people identify certificate courses they could take up.

Relaxed qualification criteria and higher stress on knowledge, skills,

physical abilities and behavioural competencies.

Currently, for want of a better mechanism of identifying the right fit for the job, more hiring managers use qualifications and physical appearance as the measure to predict success on the job. Most of the knowledge, skills & competencies are then taught to these new hires on the job through structured trainings or informally. However, in India, with the number of students dropping out of school and looking for employment, these criteria might actually, ignore a lot of high potential youths. We recommend short certificate courses for specific fields in the retail sector. These are listed in the next point.

Recommended courses for the entry level in the retail sector

While there are a few jobs within the retail sector that need a higher qualifications, there are also many jobs that do not need a qualification higher than 8th or 10th class. These jobs need particular knowledge and skills. Listed below are the jobs that become accessible with short certificate courses. These courses are further elaborated in tables 4.1 to 4.6.

a. Entry Level Jobs in Warehouse Operations

b. Entry Level Jobs in Store (shops/ retail outlets)Operations

c. Entry Level Jobs in Café & Restaurant Operations

d. Entry Level Jobs in Production (Cooking) in Café & Restaurant Operations

e. Entry Level Jobs in Home Delivery Operations

f. Entry Level Jobs in Service Support (Call Centre) Operations



Table 4.1: Entry Level Course for Warehouse Operations

Qualification 8th / 10th Class

Aptitude to be assessed

Clerical Ability

Organising

Manual Ability

Math Ability

Professional Knowledge and Skills


Stock Management 1. Handling material 2. Proper storage 3. Shelf life of various products



Document and reporting for warehouse function Computer Knowledge: MIS/ERP

Behavioural Competencies

Working with people



Table 4.2: Entry Level Course for Store Operations



Service aptitude

Sales Ability

Language Ability


Helping Others

Manual Ability

Math Ability





Knowledge of various scheme/promotions available at a given time

Basic understanding of retail operations Computer Knowledge:


e-mail application




Working with people






Customer Handling

Grievance Handling



Table 4.3: Entry Level Course for Restaurant Operations



Service aptitude

Sales Ability

Language Ability


Helping Others

Manual Ability

Math Ability







Knowledge of how schemes/promotions work

Basic understanding of retail operations Computer Knowledge:


e-mail application




Working with people






Customer Handling

Grievance Handling

Table 4.4: Entry Level Course for Production at Cafe and Restaurants

Qualification 8th / 10th class


Learnability





Knowledge of recipes of various dishes



Working with people





Table 4.5: Entry Level Course for Home Delivery Operations

Qualification 10th class


Service Aptitude


Helping Others

Math Aptitude



Basic Arithmetic



Impressive self-presentation






Customer Handling

Grievance Handling

Table 4.6: Entry Level Course for Service Support (Call Centre)

Qualification 12th class


Language & Communication

Service Aptitude

Helping Others




Product Knowledge

Knowledge of Customer Handling and issue escalation process Computer Knowledge:

e-Mail application


Word Processer

MIS/ERP






Customer Handling

Grievance Handling



5 SELECTED REFERENCE

“India Retail Report”, Business Monitor International, Q1 2012,

http://store.businessmonitor.com/retail/india_retail_report ,

“Retail Sector in India”, Research and Markets , 2011

http://www.businesswire.com/news/home/20110510007182/en/Research-Markets-Retail-

Sector-India-2011--,

“Building a New India : The Role of Organized Retail in Driving Inclusive Growth”, CII – BCG

Report, Feb 02, 2011

Agarwal, V, “ India Retreats on Retail”, The Wall Street Journal Asia Business, December 8, 2011,

http://online.wsj.com/article/SB10001424052970204903804577083343062468240.html

Sharma, A. Sahu, P. “India Lifts Some Limits on Foreign Retailers”, The Wall Street Journal|

Business, January, 11, 2012.

Czrinindia, “Retailing in India”, 26 November 2007,

http://en.wikipedia.org/wiki/Retailing_in_India

“Retail Industry in India”, Corporate Catalyst India, Surveys and Reports, June 2011,


“Presentation on Retail”, ibef.org, November 2011,


“Draft report on options for designing and implementing an nvqf for India”, ILO & World Bank

Report, April 2011, http://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/---sro

new_delhi/documents/genericdocument/wcms_155751.pdf)

http://store.businessmonitor.com/retail/india_retail_report

http://www.businesswire.com/news/home/20110510007182/en/Research-Markets-Retail-Sector-India-2011--

http://www.businesswire.com/news/home/20110510007182/en/Research-Markets-Retail-Sector-India-2011--

http://online.wsj.com/article/SB10001424052970204903804577083343062468240.html

http://en.wikipedia.org/wiki/Retailing_in_India



http://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/---sro%20new_delhi/documents/genericdocument/wcms_155751.pdf

http://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/---sro%20new_delhi/documents/genericdocument/wcms_155751.pdf



ANNEXURES



ANNEXURE I: OCCUPATIONAL AND QUALIFICATION MAPPING IN THE INDIAN RETAIL SECTOR (DEMAND-SIDE QUESTIONNAIRE)



Brief Description

The purpose of this questionnaire is to collect information about the different roles across functions

in the retail organizations. The following set of questions is designed for understanding the various

roles available, the various activities that the role is accountable for and the qualifications, skills and

competencies that are desired. An understanding of the role is followed by questions on hiring

decision, skill gap in the available workforce, development opportunities available to the employees

and growth path within the organization.

Instructions for filling the Questionnaire

Section 1:

In sub-section 1.1, please elaborate the roles (up to the Functional Head) for the defined

functions in your organization. The function names are given based on a generic framework;

please feel free to add to the list, if required.

In sub-section 1.2, please provide a functional Hierarchy chart based on level and reporting

structure. Please provide a hierarchy chart for all functions described in Section 1.1

Section 2:

Sub-section 2.1 to 2.9 have been designed for gathering information with regard to a specific

role and would be required to be repeated for all the roles defined in Section 1.

Section 3:

This section caters to the various trainings provided by the organization for employee

growth and the various different roles that an employee can take on to further his/her

career

Section 4:

This section gathers information about the hiring decision(Institutes from where employees

are hired, skills looked for and skills not available in the market)

Thank you for your input and cooperation!



Section 1: Organizational Information

1.1 General Information

Details of all roles for Organizational Functional Groups:

Instructions: Please describe the various roles (Up to the Functional Head role) for each function in

your organization

Fun

ctio

n

Pro

cure

men

t

Logi

stic

s

War

eho

usi

ng

Sto

res

Cu

sto

mer

C

are

Po

st S

ales

Serv

ice

An

y O

ther

(P

leas

e

Spec

ify)

Level 1

Level 2

Level 3

Level 4

Level 5

Level 6

Level 7

Level 8



1.2 Organizational Chart (Function-Wise)

Instructions: Please fill in all the roles for the each Functional Group, described in the previous sub-

section, according to level and reporting structure



Section 2- Job-Related Information

2.1 General Information

Instructions: Please fill-in the basic details and preferred profile for this job.

Job Title

Supervisor’s Title

Department

Total Experience Required

Minimum Educational Qualification

Any other certification/training required

Preferred Gender F M

Preferred Age Group 18-24 Years 24-35 Years 36-49 Years 50 + Years

2.2 Job Summary

Role Summary:

Instructions: Please provide a two-line summary of why the role exists

The purpose of this job is to



Principal Accountabilities:

Instructions: Please put a check mark (√) against the tasks that are required to perform well on the

given accountability

Accountability Related Tasks

Procurement and Inventory Management

Source the desired product from the new/present vendors

Maintain required level of stock in storage Raise a request and track for new stock from vendors Audit stock level and inventory on a regular basis Maintain, discount or discard age restricted items

based on the expiry date Stock rotation

Logistics

Smooth loading and unloading of goods Tracking goods in transit Maintaining communication with Vendor/Warehouse Ensuring on time delivery Ensuring complet documentation of goods

Warehousing

Coordinate for smooth delivery/dispatch of material Check the delivery related documentation for completeness

Check the quality of delivery and refuse any units that do not meet the quality standards

Arrange for storage of goods received Process perishable products like green grocery, milk

products etc. Update stock control system

Visual Merchandising

Plan and conceptualise displays according to the Visual merchandising guidelines

Choose the merchandise to feature in the display Develop drawings according to the plan Ensure that the visual merchandising project is

completed within the stipulated time and budget Arrange and display merchandise in attractive ways to

promote sales Dismantle and store displays Monitor and report the impact of a display/layout on

sales




Customer Service

Greet Customers Find out the customer’s needs Recommend, select and help locate the right

merchandise Answer customer queries regarding the store and the

merchandise Process customer’s orders Finalize the eatable products for consumption Maintain a Take-away counter Incorporate customer feedback to ease and continually

improve the shopping experience

Product Sales and Marketing

Describe a product's features and benefits Demonstrate use and operation of the product Provide information about warranties, manufacturing

specifications, care and maintenance of merchandise and delivery options

Provide information about financing available Help customer with purchase on credit/financing Maximize the product sales through various sales

promotion activities Provide sample of product to help customer in a

buying decision

Handling Payments

Quickly and efficiently receive and process cash, check and charge/credit payments

Provide change and receipts Count money, sort charge slips and balance monies Maintain sales records Submit a report of closing balance and daily cash to the

Store Manager Update details for units sold for each product in Stock

Control System or to the Store Manager at end of day Process part-exchange sales transactions Arrange for exchange of a product which has crossed

expiry date with a fresh unit at the Point of Sale




Package and Delivery

Bag, wrap or package purchases Deliver purchases to the customer’s address in the

stipulated time Post-sales order tracking Assemble product according to company guidelines and

customer’s needs at her home/workplace

Post – Sales Service

Resolve customer issues Organize and process merchandise exchanges Process repair or alteration of merchandise Understand the problem faced by the customer and

provide technical support Monitor and evaluate the service provided by external

suppliers to your customers

Security

Check the purchase payment receipt and ensure that no unpaid goods pass the security checkpoint

Ensure that no undesired objects can be taken to the shopping area

Maintain and continually improve overall security of the store

Keep an eye on all activities through video surveillance

Other

Other Accountabilities:

Instructions: Please specify any other accountability that is performed by a person in this position but

does not form a part of the core accountabilities



2.3 Responsibilities as a Supervisor

Instructions:

This section is required to be filled only for the supervisory roles

Please put a check mark (√) according to the responsibility level for the given task

Function Authority to

Participant to

Forecasting and plan staffing needs for your team

Monitor and adjust staffing according to footfall for shifts

Interview Applicants

Recommend hiring of new employees

Coach and mentor team members

Set goals and objectives for positions

Assign and review work of team members

Monitor team’s performance and take corrective action

Conduct performance appraisals

Identify training needs and recommend for external training

Finalizing promotion as well as increment for the team

Responsible for managing Functional Group’s budget for Unit/Region

Responsible for overall performance of his/her Functional Group for Unit/Region

Work with other Functional Group Leads for developing Unit/Region level strategy

Managing overall operations for Unit/Region

Information processing, searching for trends (Operational as well as overall retail) and reporting to higher authority for strategy formulation



2.4 Information Processing and Decision Making

Instruction:

Please explain the various planning and decision making activities that are an

integral part of this job.

Please describe the activities that the position holder is responsible for in the first

column and the one that the position holder participates to in the second column.

Decision making, planning and information processing activities that are involved in performing the job

Various decisions this position refers to a supervisor/others

2.5 People Contacts/Interactions

Instructions: Please elaborate the purpose and frequency of the various types of people

contacts/interactions which form an integral part of the job.

Contact with Frequency Purpose

Employees in own department

Daily Weekly Monthly Few times a year Never

Employees in other department

Daily Weekly Monthly Few times a year Never

Customer Daily Weekly Monthly Few times a year Never



Contact with Frequency Purpose

Vendors/Manufacturers Daily Weekly Monthly Few times a year Never

Others (Please Specify)

2.6 Physical Requirements

Instructions:

Please rate the physical requirements for the job by putting a check mark (√) against their frequency while performing the job

Please mark (√) the various activities that require these physical strengths

Please feel free to provide input with regards to any other activity at the end of the Activity/Purpose cell for each physical strength, if required

Please add any other strength that is required at the end of table

Rating Scale:

Never Rarely Occasionally Frequently Constantly

Is not required Approximately an hour a week

Few hours a week

Most days Almost every day

Physical Requirements

Frequency Activity/Purpose

Standing Never Rarely Occasionally Frequently Constantly

Observing Work Area Communicating with co-workers Presenting products to customers

Fine Dexterity Never Rarely Occasionally Frequently Constantly

Computer Keyboard Telephone Keypad Working with Calculator





Walking Never Rarely Occasionally Frequently Constantly

To other departments/offices/equipments Around Work Area

Pushing/Pulling Never Rarely Occasionally Frequently Constantly

File Drawers Equipments Office Furniture Merchandise

Lifting/Carrying Never Rarely Occasionally Frequently Constantly

Supplies Equipments Books and Files

Sitting Never Rarely Occasionally Frequently Constantly

Desk Work Meeting Driving

Bending/Reaching Never Rarely Occasionally Frequently Constantly

Under Equipment Setting supplies

Foot Control Never Rarely Occasionally Frequently Constantly

Driving Operating Heavy Equipment

Talking Never Rarely Occasionally Frequently Constantly

Communicating with co-workers (Face to face and over telephone) Communicating with Customers (Face to face and over telephone)





Climbing Never Rarely Occasionally Frequently Constantly

Stairs Ladders Step Stool

Vision Never Rarely Occasionally Frequently Constantly

Reading documents Reading from computer screen Driving Observing work area

Other

(Explain)

2.7 Professional Knowledge

Instructions: Please put a check mark (√) against the knowledge which is required to perform well on

the job.

Professional Skills

Knowledge of customer service principles and processes

Knowledge of sales principles

Knowledge of merchandise supply chain and vendor management

Knowledge of ecommerce (B2B)

Financial and commercial acumen

Knowledge of Product Management

Knowledge of retail industry trends for the particular industry segment

Basic business administration knowledge

Knowledge of creative designing

Relevant product knowledge and training (Please provide details)

Other (Please Specify)



2.8 Behavioral Strengths

Instructions:

This section provides an exhaustive list of various behavioral strengths that can be required to fulfill job responsibilities properly

Please rate these requirements by putting a check mark (√) against their required frequency while performing the job

Please mark (√) the various activities that require these behavioral strengths

Please feel free to provide input at the end of each cell, if required

Rating Scale


Is not required Approximately an hour a week

Few hours a week

Most days Almost every day

S. No.

Behavioral Strength Frequency Activity

1 Leading and Deciding





2 Supporting and Cooperating

Working with People




S. No.


3 Interacting and Presenting









4 Analyzing and Interpreting







S. No.


Analyzing


5 Creating and Conceptualizing



Creating and Innovating




6 Organizing and Executing

Planning and Organizing






S. No.




7 Adapting and Coping

Adapting and Responding to Change




8 Enterprising and Performing

Achieving Personal Work Goals and Objectives






2.9 Working Environment

Machine, Tools, Equipment and Work Aids used on the job (This does not include Computer,

related equipment and software):

Instructions: Please put a check mark (√) against the option which is required to perform well on the

job.

Equipment Equipment Equipment

Telephone Heavy Vehicle Copier

Fax Machine Calculator Light Vehicle

Power Jacks Pricing Guns Cardboard Bailers

Hoists Cranes Fork Lifts

Barcode Reader Debit/Credit Card Reader

Weight Scale

Any Other (Please Specify)

Computer and related equipment:

Instructions:

Please put a check mark (√) to the space provided on the right side of the listed

equipment.

Please feel free to list any other equipment that is required to perform well on the

job.

Equipment Equipment

Personal Computer Printer

Scanner Laptop Computers

Any other (Please Specify)

POS System



Software Tool:

Instructions:

Please put a check mark (√) to the space provided on the right side of the listed

software tools.

Please feel free to list any other tool that is required to perform well on the job.

Software Tool Software Tool

Word Processor Point of Sale Software

Presentation Editor email Applications


Any other (Please Specify)

Primary Work Location:

Instructions:

Primary work location would mean the place where most of the working hours would

be spent

Please put a check mark (√) at the space provided below the suitable work location.

Office Environment

Warehouse Vehicle Shop Floor Outdoors (Please Specify)



Section 3-Training and Growth

3.1 Growth within the Organization

Next role in the same function/skill set:

Instructions: Please provide the additional skills/competencies/qualification required for next level

job in the same function

Next role (Vertical-Growth)

Years of experience required

Mandatory Training (Required to be attended for any such movement to next level)

Additional Qualification required

Additional Professional Knowledge

Additional Behavioral Strengths

Changed role in another function/skill set:

Instructions:

Please provide a list of all possible roles that a person in the given role can take up for

growth within the organization

Please provide the additional skills/competencies/qualification required for next level

job in a changed skill set/function

Changed role (Horizontal-Growth)

Years of experience required

Mandatory Training (Required to be attended for any such movement to next level)

Additional Qualification required

Additional Professional Knowledge

Additional Behavioral Strengths



3.2 Available Trainings

Professional training (In-House):

Instructions:

Please provide a list of various professional skills trainings provided by the

organization in-house

Please provide details of knowledge and competencies covered in the training

program

Professional Skills Knowledge and competencies covered

Behavioral Training (In-House):

Instructions:

Please provide a list of various behavioral skills trainings provided by the organization

in-house


program

Behavioral Skills Knowledge and competencies covered



Professional Training (Outside Consultant):

Instructions:

Please provide a list of various professional skills trainings provided by an outside

consultant for your organization


program

Professional Skills Knowledge and competencies covered

Behavioral Training (Outside Consultant):

Instructions:

Please provide a list of various behavioral skills trainings provided by an outside

consultant for your organization


program

Behavioral Skills Knowledge and competencies covered



Section 4- Recruitment Decision

4.1 Sources of Recruitment

Which all sources are used for recruitment of new employees (Consultants, Institutional Hiring, Walk-ins etc.)? Please describe.

4.2 Skills looked for in the recruitment process

Please describe the various skills that are looked for in the new hires (Both Professional and behavioral)

4.3 Training Gaps

Please specify the various skills which are not available in the market and thus, new hires have to be internally trained on.



ANNEXURE II: OCCUPATIONAL AND QUALIFICATION MAPPING IN THE INDIAN RETAIL SECTOR (SUPPLY-SIDE QUESTIONNAIRE)



Brief Description

The purpose of this questionnaire is to gain better understanding of the various retail industry

specific courses offered by various educational/training institutes. The following set of questions has

been designed with a view to understand which all industry specific knowledge and skills are taught

to the students/trainees which make them industry ready at course completion.

Instructions for filling the questionnaire

Section 1:

This section gathers general information about the institute and the various retail

specific courses provided.

Section 2:

This section has been designed to gather component details about each course

described in Section 1.

Please note that this section would be required to be repeated for each course

defined in Section 1.

Section 3:

This section gathers information about the assessment method for the course

Please note that this section would be required to be repeated for each course

defined in Section 1.

Section 4

This section gathers information about the companies where the students get placed and

the skills/competencies desired by the organizations.

Thank you for your input and cooperation!



Section 1: General Information

Instructions:

Specify the name of your institution

Specify the university and/or national or regional accreditation body from which it

derives affiliation

1.1 Name of the Institution

1.2 Affiliation/Accreditation

Government

Private

Public-Private Participation

1.3 Name of the courses

Instructions:

Please describe the various retail specific courses available at your institute

Please write the course name under the specific retail function(In case of

specialization)

Fun

ctio

n

Ge

ne

ral R

etai

l

Pro

cure

men

t

Logi

stic

s

War

eho

usi

ng

Sto

res

Cu

sto

mer

Car

e

Po

st S

ales

Serv

ice

Course 1

Course 2

Course 3

Course 4



Section 2: Details for Retail Specific Courses

2.1 Name of the Course

2.2 Duration of the course

Instructions: Please specify your answer by putting a check mark (√) mark in the adjacent column

Less than six months

Six months One year Two years Three years More than Three Years

2.3 Type of course

Instructions: Please specify your answer by putting a check mark (√) mark on it

S. No. Type of Course

1.

Certificate

Pre-secondary Post Secondary Post Senior Secondary

Post Graduation

2.

Diploma

Post Secondary Post Senior Secondary

Post Graduation Post Master’s

Degree

3. Degree

Graduation Post Graduation

4. Others

Refresher course Training program Internship



2.4 Pre-requisites for admission

Instructions:

Please specify the minimum age criteria for eligibility to the course

For all other details, please specify your answer by putting a check mark (√) on it

Minimum Age

Educational Qualification

Primary Secondary Senior Secondary

Graduation Post Graduation

Entrance Examination Yes No

Previous Experience Required Not required

2.5 Mode of learning

Instructions: Please specify your answer by putting a check mark (√) mark on it

Class-room learning

Online learning Correspondence Part-time Any other (please specify)

2.6 Instruction and training process

Instructions: Please specify your answer by putting a check mark (√) in the adjacent cell

Face to face / lecture method

Personal contact programs

Self-instructional print material

Practical training programs

Audiovisual programs

Assignments/projects

Traineeship



2.7 Curriculum

Instructions:

The course components for various courses are listed below in the form of

statements of learning outcomes for retail industry segments.

Please specify what your institution offers in terms of curriculum and skills by putting

a check mark (√) mark against the listed component.

Please feel free to specify course component not mentioned already

General Management (Retail): Knowledge Provided

General Management

Leadership Skills.

Organizational Behavior

Strategic Management and Decision Making

Project Management

Basic Sales and Marketing

Basics of Marketing

Brand Management

Sales Process- Pre-sales, sales and post sales, up-selling and cross-selling

Consumer Behavior and Selling Skills

Marketing Research & Analytics.

Retail Management

Retail History, Current Environment and Modern Retail Formats

Retail Management (General)

Retail Terminology

Statutory Requirement

Governance in the Retail Business

Retail Strategy.

Retail Selling Management

Applied Retail Research.

Retail advertising & sales promotion

Services Marketing and role of service provider

Non-Store Retailing

Retail Rural Marketing

Information Gathering and Data Analysis

Quantitative Analysis





Supply Chain Strategy

Distribution & Logistics

Customer Service

Customer Facilitations

Complaint Handling

Consumer Relationship Management

Customer Handlin and Management Skills

Customer Service and Selling Skills

Basic and Advanced English/Hindi

Retail Technologies

Retail IT and Operational Automation

Point of Sale System

Retail Information systems and CRM

Store Management

Retail Store Operations and store administration

Housekeeping and Store Maintenance

Mall & Shopping Centre Management.

Store location, Site selection & Positioning

Warehousing/Inventory Management

Stock Management

Materials Management

Finance and Accountancy

Financial Management ad Costing

Accounting & Transaction Processing

Tax & Statutory Compliance

Till Management

Visual Merchandising Visual Merchandising & Space Planning.

e-Tailing

e-Commerce

e-Tailing strategy development and management.

Franchising & Virtual Retailing.

Digital Marketing,

Merchandising

Category Management – Planning, Buying and Defining Merchandising

Categorization of Products

Retail Buying & Merchandising.

Franchise Operations Franchise Operations & Management



General Management (Retail) : Skills Developed

Personal Goal-Setting and Time Management

Adapting to the Work Place

Team Skills

Communication Skills and Body Language

Grooming, Hygiene & Personality Development

Positive Attitude

Interview and Presentation Skills

Conflict Management

Leadership Skills

Listening Acumen

Clothing & Fashion, Lifestyle and Luxury Specific Courses: Knowledge Provided

Fashion Retailing

Fashion Design process

Fashion illustration

Business of Design

Apparel Production Management

Apparel Quality Management

Luxury Retailing.

Café/ Restaurant and Wellness/ beauty and drugs Specific Courses: Knowledge Provided

Wellness Specific Courses: Knowledge Provided

Fundamental knowledge necessary for building sustainable cultures of health

Prevention theory

Health risk targeting

Evaluation, reporting and return on investment principles

Establishing exercise programs/prescriptions

Developing exercise-related goals and objectives

Training modifications and program evaluation strategies

Key terminology in medicine, health promotion, and fitness

Holistic wellness solutions through personal grooming, panch karma, ayurveda and yoga



Service Value Chain for Guest Delight

Courtesy Techniques in Guest Management

Guest Engagement Techniques

Wellness Specific Courses: Skills and Competencies

Ability to implement self-care programs

Designing and managing program calendars

Integrating wellness management programs

Evaluating and providing reports to program stakeholders.

Beauty Specifc Courses: Knowledge provided

Cosmetology

Hair designing

Make-up

Beauty culture

Spa therapy

Hair science and styling

Skin and Eye Treatment: Anatomy and Physiology; Contraindication to facial / eye treatment that restrict treatment

Understand various appropriate facial cleansing, toning and mask products usage

Skin Analysis and consultation

Eyelash / Eyebrow Tinting; Shaping of Eyebrow

Identify various techniques on Facial Massage

Cosmetic Science of Skin Care Products

Make Up: Assess client skin condition

Contraindication to makeup

Identify different types of makeup products and their usage

Recognizing facial, eye, nose, lip shapes and corrective techniques

Day, Evening, Special occasion makeup technique

Manicure and Pedicure: Contraindication to nails; Techniques of Filing and Shaping of Nails; Techniques of Cuticle Trimming; Techniques of Buffing; Techniques of Perfect Nail Polish Application

Massage techniques on Hand, Forearm, Foot and Lower Leg; Anatomy and Physiology

Waxing: Identify various waxing and their usage; Contraindication to waxing; Client Aftercare; Anatomy and Physiology



Café/Restaurant Specific Courses: Knowledge Provided

Human Nutrition - Major food groups and their importance in a nutritional diet; factors in nutrition from compatibility and range of ingredients through to healthy cooking and eating methods.

Cooking - Includes various cooking methods for a variety of different foods, covering both palatability and digestibility through to the nutritional value in processing foods.

Kitchen & Food Management - Learn to maximise efficiency and service through proper management of kitchen facilities, including the handling of food storage and preparation, hygiene and ethics.

Planning A Menu - Covering menu planning for the needs of special groups in different situations, including children; adolescents; elderly people; expectant and nursing mothers; immigrants; vegetarians and other health related diets. Menu creation and yield management

Alcoholic Beverages - Learn how to provide adequate variety and product knowledge in order to manage the provisions of alcoholic beverages appropriately for different situations.

Tea, Coffee and Non-Alcoholic Beverages - Provides an understanding of non-alcoholic beverages available in the catering industry and how they should be made and served.

Scope & Nature Of Catering Services - Learn to understand the differences in appropriate management and catering for a variety of situations from pubs to a-la-carte

Personnel Management -(waiting skills, staffing a restaurant, kitchen etc) This lesson covers the management of people in the food and restaurant industry, including training programs, job specifications, recruitment etc.

Management Of Catering Services - By consolidating the skills developed throughout this course you are given a comprehensive understanding of marketing through to food purchasing in order to effectively manage in the food and beverage industry.

Learn use of vending machines for: •Cigarettes •Confectionary and snack foods • Milk • Soft Drinks • Tea and Coffee

Preparing and cooking food centrally –packing it into units, or plating it individually. Freezing food and reheating it in the ward kitchen can then be done as required

Table service, counter service, cafeteria service, free flow, Fast Food Operations & Take-aways

Purchasing-Describe the key aspects of purchasing principles and their impact on a business



Describe the role of schedules, plans and controls in managing the operation

Describe stages of marketing a fast food business

Assess physical plant and equipment needs for a typical fast food business

Kitchen design and equipment

Dining and scullery skills

Linen maintenance

Kitchen and Restaurant organization

Personal attitudes, uniform, personal hygiene and appearance

Restaurant economics

Restaurant marketing

Control System: necessity for restaurant control system, functions and forms

KOTS and bills

Restaurant sales summary

Safety Guidelines to follow

Café/Resturant Specific Courses: Skills and Competencies

Ability to explain the role of different food types in human health.

Managing provision of kitchen facilities, and handling of foodstuffs (including food storage and preparation), in order to maximise efficiency, hygiene and service with the restrictions of facilities available

Planning menus or list of food products for sale, appropriate to different situations.

Managing the provision of alcoholic beverages appropriately, in different situations

Cleaning and polishing of various restaurant equipments

Setting up the side station

Laying and relaying table cloths

Laying different types of covers.

Service: a) Welcoming and seating a guest

b) Presentation of menu

c) Order taking and service of the order

Napkin folding

Investigate sources of recipes and assess ways of adapting recipes

Demonstrate use of specifications to control and manage the operation

Designing a kitchen, storage and servery based on established principles



SECTION 3: Course Assessment and Evaluation Components

Instructions:

This section deals with the when and how of the evaluation or assessment process conducted by institutes for each course.

Please indicate your choice of answer by putting a Check mark (√) in the adjacent column

3.1 Assessment is done

Instructions: Specify the time-period when evaluation or assessment is done for the course

Monthly Quarterly Bi-annually

Annually At the completion of course (please specify time- period

3.2 Medium of evaluation

Instructions: Specify the written or oral mode of evaluation (or language used in assessment of

subjects)

English Hindi Regional Language

Other Skills Developed

Instructions: Other than the generic skills mentioned above, there are some specific skills which play

pivotal role in retail sector. Kindly specify the skills and competencies imparted by your institution by

ticking them. Any others, please specify

Driving Experience and Maintenance Ability

Entrepreneurship Training Experience

On-the-Job Training/Industrial Experience

Secretarial/Typing Experience

Computer literacy

Accounting/Bookkeeping Skills

Administrative Management Skills

Foreign Language Ability



3.3 Components of evaluation

Instructions: For each component, kindly specify the weightage given to it in the final assessment or

evaluation

Components Weightage

Theory examination

Practical Examination

Internal Assessment (Periodical Tests, Viva-Voce, Assignments, Projects, etc.)

On- Job Training

Any other (please specify)

Section 4: Placement Process

4.1 Placements

Instructions:

Kindly specify the type of placements occurring for the afore mentioned course as part of your institution.

Please indicate the percentage for each type of placements

Type Percentage

Organized placements

Unorganized placements

Any other (please specify)

4.2 Percentage of placement

Instructions:

Kindly indicate the approximate percentage of placement taking place from your institution for the past five years for this particular course.

Kindly indicate your choice by putting a check mark on the option provided

≤25% ≤ 50% ≤75% ≤100%



4.3 Hiring Criteria

Instructions: Kindly specify the weightage given to the following components of selection criteria by the organizations which visit your campus

Criterion Weightage

Academic Scores

Skills

Training/ internship

Projects/ Assignments

Any other (Please specify)

4.4 Hiring Process

Instructions: Specify the components of hiring process that help in assessment and evaluation of prospective candidates as per the hiring companies and their respective weightage in final selection

Hiring Component Weightage

Written examination

Group Discussion

Interview

Any other (please specify )



4.5 Industry

Instructions:

Please specify the percentage (approximate) of students passing out from your institution who get placed in these industry segments respectively.

Any other industry, please specify

Industry Percentage

Food & Grocery

Clothing & Fashion

Wellness/ Beauty & Drugs

Lifestyle

Café/ Restaurant

Luxury

Any Other (Please Specify)

4.6 Job Profiles

Instructions: Please specify the percentage of students getting into each of these job roles. Any other, please specify

Managerial

Sales executive

Supervisory

Merchandiser

Floor/Store Executive

Any other, please specify



4.7 Name of the Hiring Companies

Instructions: List at least three major hiring companies of the last five years:

1. __________________________________

2. __________________________________

3. __________________________________

4. __________________________________

5. __________________________________

4.8 Training period at the company

Instructions: Indicate the tentative period of training a candidate has to undergo in the industry in the initial stages of his job. Indicate your answer by putting a tick (√) mark in the adjacent column of your choice

Less than or equal to three months

Less than or equal to six months

Less than or equal to one year

More than one year

4.9 Skill Gaps

Instructions: Lastly, specify the skills which according to you are demanded by retail industry and which the institute does not cater to. This can be in the form of suggestions and will help the researcher to formulate the future requirements and trends in this industry

1. ____________________________________

2. ____________________________________

3. ____________________________________



ANNEXURE III: THE COMPETENCY FRAMEWORK



The Competency Framework

The Competencies that form the part of the Job Descriptions have been taken from SHL’s Universal

Competency framework. Though the framework is exhaustive and includes all work related

competencies, we’ve added two more competencies in the list; Customer Handling and Grievance

Handling. These two specifically address the client handling situations in the retail sector.

Deciding and Initiating

Making things happen

Expressing confidence in own ability to select the appropriate course of action

Acting on own initiative without being prompted

Standing by own decisions and taking responsibility for them

Taking risks rather than missing opportunities

Making decisions despite uncertainties or pressures

Leading and Supervising

Delegating work to others on the basis of their abilities and resources available to them

Providing others with a clear direction

Identifying and recruiting high-calibre individuals

Identifying development needs and providing resources to support learning

Providing others with constructive feedback and guidance on how they may best apply

their talents

Monitoring others' behaviour to ensure appropriate standards are met

Inspiring enthusiasm and a positive work attitude in others

Working with People

Showing tolerance and consideration for others

Showing an interest in the attitudes, views and motives of others

Inviting suggestions from others when making decisions

Expressing appreciation of others when they produce good work

Taking time to find out what others have tosay

Creating a sense of team spirit by encouraging harmony, co-operation and

communication

Supporting others, facilitating their work and defending them when appropriate


Adhering to ethical values consistent with those of the organisation

Maintaining confidentiality

Showing responsibility towards the community and the environment

Acting consistently in accordance with clear ethics and values

Treating all individuals in a fair and consistent manner

Enforcing equal opportunities practices


Establishing an effective network of links with individuals inside and outside the

organisation

Quickly building rapport and making people feel at ease

Using people networks to the advantage of the organisation

Managing disagreements with tact and diplomacy

Maintaining good relationships across various organisational levels

Relating well to people at all levels


Influencing the course of conversations and guiding them to a desired endpoint



Making use of political processes to influence and persuade others

Creating an immediate, positive and credible impression on others

Negotiating well using a variety of approaches

Closing deals, sales or discussions with firm agreement on both sides

Promoting and defending own ideas or ideas on behalf of the organisation

Writing and reporting

Writing in a way that captures the reader's interest and attention

Preparing written documents at a level appropriate to the intended audience

Writing clearly, succinctly, avoiding unnecessarily complicated language

Producing written documents that are free of errors, accurate and logically structured

Applying Expertise and Knowledge

Capably answering technical questions from clients or colleagues

Demonstrating detailed job knowledge and expertise in own area

Having a good working knowledge and experience across a range of functions

Knowing the technical requirements of the job

Maintaining up-to-date job knowledge

Analysing

Demonstrating an understanding of complex inter-relationships in an overall system or

process

Identifying the underlying relationships, patterns and causes and effects

Producing workable solutions that meet the demands of the situation

Probing and questioning information

Drawing accurate inferences from available information

Making logical, rational and well-reasoned judgements


Gathering comprehensive information from a range of sources

Devising initiatives for sharing knowledge usefully across the organisation

Responding rapidly to new information with useful insights

Absorbing new information quickly

Contributing to systems that allow individuals to share information

Creating and Innovating

Producing imaginative solutions

Producing new ideas, approaches and insights

Improving work performance and systems by introducing new ideas

Constantly seeking opportunities for innovation

Formulating Strategies and Concepts

Having a clear vision of long-term goals that people can aspire to achieve

Working to realise long-term organisational goals

Considering the impact of current work on future possibilities

Taking account of a wide range of issues across, and related to, the organisation

Developing strategic plans to achieve long term organisational goals

Demonstrating awareness of a very broad range of issues related to own work

Planning and Organizing

Managing and organising time effectively, allocating realistic timescales for activities

Monitoring own and others' progress against deadlines and milestones

Developing comprehensive project plans that take account of potential problems

Setting clearly defined objectives

Optimising use of available people, equipment



and financial resources to accomplish tasks

Identifying priorities and action steps for achieving objectives

Delivering Results and meeting Customer Expectations

Approaching work in an orderly and systematic manner

Working hard to anticipate, identify and meet customer needs

Challenging self and others to achieve high productivity

Setting high quality standards against which to compare own and other's work

Driving projects to results

Maintaining professional, high quality work even at a very detailed level


Meeting personal and legal obligations of the position held

Arriving on time for work, meetings and appointments

Accepting direction without unnecessarily challenging others' authority

Following safety rules and regulations

Showing commitment to the organisation

Following recommended working procedures, organisational policies and regulations

Adapting and Responding to Change

Adjusting to change positively Being open to new ideas

Effectively relating to and communicating with people of different cultures

Adapting to changing circumstances

Adopting the most appropriate interpersonal style for each situation

Working comfortably in ambiguous situations


Maintaining a positive outlook in the face of difficulties

Approaching criticism as suggestions for development rather than personal attacks

Remaining objective and focused on work when under pressure

Remaining positive despite difficulties

Keeping emotions under control during difficult situations

Achieving Personal Work Goals & Objectives

Accepting and tackling demanding goals

Aiming to improve on own performance

Seeking progression to roles of increased responsibility

Working through challenges to achieve success

Investing a lot of time and energy in work

Working longer hours when necessary

Entrepreneurial & Commercial Thinking

Using financial information to monitor organisational performance and guide decisions

Seizing and acting on opportunities for new business

Using every opportunity to reduce costs

Monitoring competitor activity and market environment

Thinking in terms of profit, loss and added value

Customer Handling

Mature understanding of the customer’s need for space and for support

Understanding the customer’s profile and both the stated and unstated requirements

Judging the customer’s tastes and making intelligent recommendations

Building a rapport with the customer in order to up-sell and cross-sell



Grievance Handling

Expressing empathy with the customer

Owning and taking charge of the situation

Understanding the gravity of the situation and escalating to the right persons on time

Following up with the customer to ensure complete satisfaction



ANNEXURE IV: LIST OF APTITUDES AND ABILITIES



List of Aptitude and Abilities

Artistic Ability The ability to create something new and beautiful out of ordinary things without any instructions/guidance to support .

Clerical Ability The ability to structure and maintain information in such a fashion that it can instantly be retrieved as and when required.

Helping Others The bent towards guiding/helping another person to get out of a troubling or unwanted situation.

Language and Communication

Ability to communicate effectively in oral and written form. This includes forming logical sentences and providing information effectively.

Learnability Ability to pick up new concepts or skills and apply the learning to similar new skills.

Manual Ability Physical strength and ability to bear physical stress for performing the desired job.

Math Aptitude Being good with basic calculations and tendency to use basic mathematical concepts to work with data for solving problems.

Organizing Ability to work in a systematic fashion.

Reading Ability Tendency towards reading thoroughly and then applying that information to real life situations.

Scientific Aptitude Basic judgment ability for deriving cause and effect relationship between various events and an analytical bent of mind.

Service Aptitude The aptitude of taking instruction and working for another person

Spatial Perception The ability to comprehend spatial arrangement of various things/places. This would include the ability to imagine the look of drawings/concepts as they would look in reality.

Teaching Ability The ability to provide knowledge and guidance to other people.


Ability to comprehend both verbal and unsaid information provided by another person. This includes basic comprehension of oral and written information as well as a basic understanding of various gestures.



ANNEXURE V: PROFILES OF PARTICIPANT ORGANIZATIONS



This annexure contains the profiles of the participating organizations. The list is given below.

Sl. No

Retail Industry Sub-Segments

Organization/ Group Brand

1 Value Retail Future Group Reliance Group

1. Big Bazaar 2. Reliance Fresh

2 Cash & Carry Bharti- Walmart Metro Cash & Carry International


4. Metro

3 Clothing and Fashion Benetton ITC Future Group

5. Benetton 6. Wills Lifestyle 7. Pantaloon

4 Wellness / Beauty and Drugs

Religare 8. Religare Wellness

5 Lifestyle Fab India Overseas Future Group

9. Fab India 10. Home Town

6 Café /Restaurant Devyani International Amalgamated Bean Coffee Trading Co. Moods Hospitality Pvt. Ltd.

11. Pizza Hut 12. KFC 13. Costa Coffee 14. Café Coffee Day 15. Yo! China

7 CDIT Tata Group Reliance Group Future Group

16. Croma 17. Reliance Digital 18. E-Zone



I Value Retail & Cash & Carry

1. Big Bazaar Overview

Big Bazaar is a subsidiary of Future Group which is an organization with diverse stakes in financial,

service and retail market segments. The stores were started in 2001 with the intention of replicating

the feel of Indian Bazaar accompanied by the choice, convenience and hygiene of a modern retail

store and soon Big Bazaar grew into a household name by standing true to its tagline “Isse sasta aur

acha kahin nahi”.

Products

The merchandise includes a wide range of products starting from food & grocery to toys, furniture,

utensils, crockery, electronics and Clothing & accessories for men, women and children

Locations

The organization has more than 150 stores in 90 cities across India

Future Plans

The organization had seen a tough time in 2008-2009 with many retail formats of Future Group

failing or receiving a major dip in sales. This has led to a strategic shift in the way business is

conducted and Future Group is now focusing on its major retail formats, particularly Big Bazaar. Big

Bazaar now has changed its tagline to “Naye India ka bazaar” and aims to enhance customer

experience further by adding various popular brands to the Big Bazaar portfolio. The organization

has left the past behind and intends to continue with the expansion into tier 2 and 3 cities. The

organization has clear plans to increase combined operating retail space from 15.0 million square

feet to 25.0 million square feet in the next three to four years.

Further, with an estimated revenue of Rs 18,000 to Rs. 20,000 crore (For year 2012) and Rs. 1,500 to

Rs. 2,000 crore in cash flows, Future Group, is keeping itself open to mergers and acquisitions in its

retail business.

Similar other companies

Star Bazaar

Vishal Megamart

More

Spencer’s Hypermarket

Reliance Fresh

External Links

“Big Bazaar completes 10 years”, Nov 17, 2011 (http://www.pantaloonretail.in/media/big-bazaar-completes-10-years.html)

Pantaloon Retail (India) Ltd. Annual Report 2010-11 (http://www.pantaloonretail.in/pdf/PRIL_Annual_Report_2010-11.pdf)

Samar Srivastava, “Kishore Biyani is Back from the Brink”, September 10th, 2010, Forbes India (http://forbesindia.com/article/big-bet/kishore-biyani-is-back-from-the-brink/16992/0)

http://www.pantaloonretail.in/media/big-bazaar-completes-10-years.html


http://www.pantaloonretail.in/pdf/PRIL_Annual_Report_2010-11.pdf

http://forbesindia.com/article/big-bet/kishore-biyani-is-back-from-the-brink/16992/0



2. Reliance Fresh

Overview

Reliance Fresh is the brand of Reliance Industries which was Reliance’s foray into the retail industry.

The retailing in food segment was a very calculated choice as food accounts for 55 percent of the

Indian retail market and this segment had not received funding from many retailers. Reliance

developed an extensive retail supply cold chain wherein the company bought directly from the

farmers (a “Farm to Fork” model) and thus, reduce spoilage and encash better margins by removing

middle men.

Reliance Fresh opened its first store at Hyderabad in November, 2006 and since then; Reliance Fresh

has grown into an organization that caters to millions of customers, thousands of farmers and

vendors.

Products

The products available at Reliance Fresh stores include fresh vegetables and fruits; grocery; general

and convenience merchandise. The product range includes both outside and own brand “Reliance

Select”.

Locations

The organization has a pan-India network of stores in various cities like Hyderabad, Chennai, Delhi,

Bangalore, Vishakhapatnam etc.

Future Plans

The organization is constantly developing its supply chain infrastructure and implementing a pan-

India organized retail network.

Similar Other Companies

ITC Choupal Fresh

Spencer’s

External Links

Samar Srivastava, “Kishore Biyani is Back from the Brink”, September 10th, 2010, Forbes India (http://forbesindia.com/article/big-bet/kishore-biyani-is-back-from-the-brink/16992/0)

Reliance Fresh Limited Annual Report 2009-2010 (http://ril.com/rportal1/DownloadLibUploads/9%20Reliance%20Fresh%20Limited.pdf)

www.ril.com

http://forbesindia.com/article/big-bet/kishore-biyani-is-back-from-the-brink/16992/0

http://ril.com/rportal1/DownloadLibUploads/9%20Reliance%20Fresh%20Limited.pdf




Overview Best Price Modern Wholesale is a brand owned by Bharti -Walmart Pvt. Ltd., a 50:50 joint venture

between Bharti Enterprises (India’s leading business group with interests in telecom, agri-business

and retail) and Walmart Stores Inc (World’s leading retailer). The joint venture caters to wholesale

business-to-business, cash-and-carry and back-end supply chain management operations. The target

clientele of the organization consists of restaurant owners, hoteliers, caterers, fruit and vegetable

resellers, kiranas, other retail store owners, offices and institutions.

Products Best Price Modern Wholesale store stock over 6000 items, including a wide range of fresh, frozen

and chilled foods; fruits and vegetables; dry groceries; personal and home care items; hotel and

restaurant supplies; apparels; office supplies; and other general merchandise items.

Locations The organization had established the first Best Price Modern Wholesale at Amritsar in May 2009 and

since then, has added 15 more wholesale stores to its portfolio. The organization now has stores at

Amritsar, Zirakpur, Jalandhar, Kota, Bhopal, Ludhiana, Raipur, Indore, Vijaywada, Meerut, Agra,

Lucknow, Jammu, Guntur, Aurangabad and Bathinda.

Future Plans Bharti Walmart Pvt Ltd expects to open 12-15 new Best Price Modern Wholesale stores and employ

approximately 5,000-6,000 people in 2012. Bharti Walmart is also working towards expanding its

presence in South and Central India.

Similar Other Companies Tesco

Carrefour

External Links www.bharti-walmart.in

www.bharti.com

www.walmart.com

Business Standard, January 9thm 2012, (http://business-standard.com/india/news/walmart-upbeatindian-market/461216/)

http://www.bharti-walmart.in/

http://www.bharti.com/

http://www.walmart.com/



4. Metro Cash ‘n’ Carry

Overview

METRO Cash & Carry (German wholesale giant) started operations in India in 2003 with two

Distribution Centers in Bangalore. With this METRO introduced the concept of Cash & Carry to India,

and the initial success has fueled METRO’s expansion through its concept of Business to Business

(B2B) Wholesale to other cities in the country. The store is a one-stop business-to-business store

that meets the day-to-day needs of restaurant owners, hoteliers, caterers, fruit and vegetable

resellers, kirana stores, offices and institutions.

Products

METRO offers assortment of over 18000 articles across food and non food at the best wholesale

prices to business customers such as Hotels, Restaurants, Caterers, Food and Non-food Traders,

Institutional buyers and professionals.

The products available are:

The food category contains over 8,000 food items including Dairy, frozen and bakery; fresh fish and sea foods; meat; general grocery; confectionary; beverages, wines and spirits; detergents and cleaning materials; health and beauty; dried fruit and nuts; and tobacco

The non-food category contains over 10,000 non-food items including office equipment, media/accessories, home electrics/improvement, household, home decoration/seasonal, home textiles/ladies wear/menswear/children wear and sports/toys/luggage/shoes/leather goods

Locations

The organization has stores at Bangalore, Hyderabad, Kolkata, Mumbai and Ludhiana

Future Plans

METRO Cash and Carry intends to expand its wholesale store network by investing Rs. 2,400 crore

for opening 8-10 stores in India annually for the next four years


Tesco

Carrefour

External Links

www.metro.co.in

PTI, “METRO Cash and Carry to invest Rs. 2,400 Crore to open new stores”, November 17, 2011 (http://www.livemint.com/2011/11/17174300/Metro-Cash-amp-Carry-to-inve.html)

http://www.metro.co.in/

http://www.livemint.com/2011/11/17174300/Metro-Cash-amp-Carry-to-inve.html



II Clothing and Fashion

5. Benetton India Private Limited

Overview

The Italian fashion apparel firm Benetton, established in 1965 by the Benetton family in Ponzano

Veneto (North-East Italy), had entered the Indian market in 1991-92 as a 50:50 joint venture partner

with the DCM Group. The growth opportunity provided by the Indian market lead to the decision of

taking up 100 percent holding for Benetton India and making it a subsidiary concern of the Benetton

Group. With a manufacturing unit in Gurgaon and a network of other suppliers, the organization

sources most of products for the Indian and other South-East Asian markets from India itself.

The organization operates in the Fashion retail segment through company owned and franchised

stores across the country, many of which are megastores.

Products

The products include clothing and accessories collection for men, women and children

Locations

The organization has around 425 stores in over 100 towns and cities across India.

Future Plans

The organization is considering to rapidly expanding its store network by entering smaller markets in

India, considering the profitability of the India operations in recent years. The organization intends

to double the total number of stores from 425 to 850 in the next five years.

Similar Companies

Espirit

Forever 21

Tommy Hilfiger

FCUK

GAP

External Links

PTI, “Benetton to double store count in India in five years”, November24th, 2011, livemint.com (http://www.livemint.com/2011/11/24165856/Benetton-to-double-store-count.html)

www.benettongroup.com

http://www.livemint.com/2011/11/24165856/Benetton-to-double-store-count.html

http://www.livemint.com/2011/11/24165856/Benetton-to-double-store-count.html

http://www.benettongroup.com/



6. Will Lifestyle

Overview

ITC’s retailing business division Wills Lifestyle has been established as a vibrant and fashionable

brand for the premium consumer. The organization entered the apparel retail business in the year

2000 with casual wear apparel range and slowly grew its range over the years to include apparel for

every occasion, designer wear, fragrances and beauty products. The organization conducts business

through own stores as well as franchised stores across India.

Product

The product range consists of casual and formal apparel, accessories, fragrances, bath and body care

products. The product range also constitutes Wills Signature that is designer wear created by the

leading fashion designers of India.

Locations

The organization has around 80 stores across India.

Future Plans

The organization has been seeing substantial growth in recent times and now intends to expand in

tier 2 and tire 3 cities by opening 20 stores in the year 2012. However, Wills Lifestyle would be taking

the franchisee route for this rapid expansion. The organization has also started experimenting with

various formats of specialty and boutique stores which offer premium range of designs to better suit

ITC’s customer base.


Shopper’s Stop

Lifestyle

External Links

Vivek Sinha, “Wills Lifestyle now eyes smaller cities”, October 27th, 2011, Hindustan Times (http://www.hindustantimes.com/business-news/CorporateNews/Wills-Lifestyle-now-eyes-smaller-cities/Article1-761903.aspx)

www.willslifestyle.com

http://www.hindustantimes.com/business-news/CorporateNews/Wills-Lifestyle-now-eyes-smaller-cities/Article1-761903.aspx

http://www.hindustantimes.com/business-news/CorporateNews/Wills-Lifestyle-now-eyes-smaller-cities/Article1-761903.aspx



7. Pantaloons

Overview

Started in 1997, the first Pantaloon outlet in Kolkata was the start of Future Group’s retail business.

The lifestyle store, at first, sold only external brands to a loyal customer base consisting of middle

class and upper middle class individuals across age and gender. The retail chain has gradually added

private labels to the product range keeping close to the basics of successful lifestyle retailing,

maintaining the convenience factor and yet fueling the aspiration in the mind of the customer.

Products

The products of this fashion retail chain include a wide range of clothing for men, women and

children for all occasions. The lifestyle products include both private labels and third party brands.

Locations

The lifestyle brand has more than 60 outlets across India including bothe metros, tier 2 and tier 3

cities.

Future Plans

The organization would continue with the expansion into tier 2 and 3 cities with clear plans to

increase combined operating retail space from 15.0 million square feet to 25.0 million square feet in

the next three to four years. 10 new pantaloon stores would be added to the present network in the

year 2012.


Wills Lifestyle

Westside

Lifestyle

Shopper’s Stop

Globus

External Links

“Big Bazaar completes 10 years”, Nov 17, 2011 (http://www.pantaloonretail.in/media/big-bazaar-completes-10-years.html)


“Pantaloons launches concept store in Vizag”, December 30, 2011 (http://www.thehindubusinessline.com/industry-and-economy/marketing/article2760961.ece)




http://www.thehindubusinessline.com/industry-and-economy/marketing/article2760961.ece

http://www.thehindubusinessline.com/industry-and-economy/marketing/article2760961.ece



III Health & Wellness

8. Religare Wellness

Overview

Religare Wellness (formerly Fortis Healthworld) is a leading pharmacy chain which has pioneerd the

concept of putting health solutions on the retail map. As a part of the vision of Fortis Healthcare and

Religare Enterprises, Religare Wellness is setting up a Pan India World Class Retail Network of health

stores that provide comprehensive solutions under one roof.

The organization operates under two models: company operated neighborhood and hospital

pharmacies, and Franchisee owned outlets.

Products

The stores offer a bouquet of health/wellness products including a full range pharmacy with a wide

assortment of ayurvedic and homeopathic remedies; health and food supplements; and personal

care products. The stores also provide value-added services like free home delivery of healthcare

products and pathological sample collection.

Locations

It currently operates a pan India network of 130 stores spread across cities like Delhi, Mumbai,

Bangalore, Chennai, Pune, Gurgaon, Noida, Faridabad, Jaipur, Lucknow and Amritsar.

Future Plans

Religare Wellness, operating in a retail space which provides margins as high as 40-50%, is focusing

on extending operations at 26 cities in India in the near future. The long term strategy is to

developing an over 1000 outlet pan-India network comprising metropolitan, tier 2 and 3 cities.


Apollo Pharmacy

MedPlus Health Services

Guardian Lifecare Private Limited

Rx Pharmacy (Alankit Life Care Ltd.)

Health and Glow

Himalaya Healthcare

Zydus Wellness

External Links

www. religarewellness.com

Rajarshi Bhattacharjee, “A new prescription for growth”, December 12, 2011 (http://business-standard.com/india/news/a-new-prescription-for-growth/458181/)

http://business-standard.com/india/news/a-new-prescription-for-growth/458181/



IV Life Style

9. Fab India Overseas Pvt. Ltd.

Overview

Started by John Bissell in 1960 with the aim of bringing the vast and diverse Indian craft tradition to

the centre stage of the global market, Fabindia has gradually carved out a place for itself in the niche

market for Indian Traditional Crafts. At a time when most organizations aim at gaining as much

attention by growing in breadth and marketing extensively, this organization has tiptoed its way to

success by limiting its marketing to the word of mouth and adding only those segments which align

with its core strength, “The Indian Feel”.

A privately held company run by the Bissell family and close friends, Fabindia has earned accolades

for almost singlehandedly creating a network of 40,000 rural craftsmen skilled in dying crafts. The

organization has also stayed true to its social goal by establishing a unique model of inclusive

capitalism wherein companies owned by the artisan communities themselves provide all the

supplies for Fabindia stores.

Products

The organization brings forth a product range consisting of garments for all ages; garment

accessories; home accessories, home linen, furnishings, stationery, organic foods and Personal care

products.

Locations

Fab India has a presence in 63 cities of 5 countries: India, UAE, Nepal, Italy and Mauritius; with its

146 stores.

Future Plans

The organization intends to scale up its network of stores by opening around 30 new stores in tier 2

and 3 cities by the end of this year. These stores will fall under a new store format called Micro

Stores with shopping area of around 600-800 feet and doing a monthly business of around Rs. 50

Lakhs. Moreover, Fabindia is moving on to adding concepts stores for its Furniture segment which

has been sold through the a common store for all Fabindia merchandise till now


Khadi Gram Udyog

Cottage Industries

Khaddar

Wishful

Good Things

Cottons

External Links

www.fabindia.com

Mitu Jayashankar, Nilofer D’ Souza, Udit Misra, “Fabindia’s Tightrope Walk”, Forbes India, Nov 2, 2011 (http://forbesindia.com/article/big-bet/fabindias-tightrope-walk/29762/1?id=29762&pg=1)

http://www.fabindia.com/

http://forbesindia.com/article/big-bet/fabindias-tightrope-walk/29762/1?id=29762&pg=1

http://forbesindia.com/article/big-bet/fabindias-tightrope-walk/29762/1?id=29762&pg=1



10. Home Town

Overview

HomeTown is a complete home making solutions brand promoted by Home Solutions Retail (India)

Limited. Incorporated in October 2004, Home solutions marked Future Group’s foray into the

specialized Home retail business. The company establishes large format stores which are divided

into three sections- exhibitions (live displays to help customers imagine the look of their room if they

purchased from HomeTown), markets (features various home furnishing and home décor products)

and services (all the services required for home making/improvement are made available).

Products

The organization presents a whole variety of products related to home making/home improvement

and the range includes paints, tiles and flooring, electrical fittings, hardware, electronic appliances,

home décor and furniture

Locations

The organization has 10 stores located at Ahemdabad, Bangalore, Hyderabad, Indore, Kolkota,

Lucknow, Mumbai, Noida and Pune.

Future Plans

The organization would continue with the expansion into tier 2 and 3 cities with clear plans to

increase combined operating retail space from 15.0 million square feet to 25.0 million square feet in

the next three to four years.


Westside (Trent Limited)

External Links


Pantaloon Letter of Offer (http://www.sebi.gov.in/dp/pantaloon.pdf)


http://www.sebi.gov.in/dp/pantaloon.pdf



V Café & Restaurant

11– 13 Pizza Hut, KFC, Costa Coffee

Overview

Devyani International is the food arm of RJ Corp which has strong and diversified portfolio with

interests in Pepsi Bottling, Beer, Cream Bell ice cream, Milk, Stem Cell Banking, Real Estate and

Education. Devyani International, as the food business, is the master franchisee of quick service

restaurants like Pizza Hut, KFC (Brands owned by Yum Restaurants) and Costa Coffee for India

operations and operates more than 200 food and beverage outlets across India. Moreover, 2011 saw

the starting of Devyani venturing into South Indian Food segment with its own brand “Vango” which

capitalizes on all the experience gained through working as a franchisee for world famous QSR

names.

Products

The organization provides a full range of food and beverages including Pizzas, Chicken dishes, Pastas,

Mock tails, Coffee, Ice Cream and South Indian dishes.

Locations

Devyani International owns and operates 120 plus Pizza Hut and KFC restaurants (India, Nepal and

Nigeria), 90 plus Costa Coffee stores (India), “Food Street” food courts at the Domestic and

international Airport (Delhi & Mumbai) and “Vango” South Indian cuisine restaurants (Noida and

Gurgaon).

Future Plans

Devyani International has recently sold a 10% stake to ICICI Venture and raised Rs. 750-200 Crore to

fuel its expansion plans. The organization intends to use this funding to double the number of stores

for KFC, Pizza Hut, Costa Coffee and Vango stores by adding 250 stores in 2012. Moving forward, it

intends to open a store every day in the year 2013 with every store costing Rs. 2-3 Crores.

The company also plans to float an IPO by the year 2013 and the funds raised are expected to

support expansion of KFC stores run by RJ Corp in Africa apart from the investment in India

operations.


Jubilant Foodworks (Master franchisee for Domino’s Pizza chain in India)

Hardcastle Restaurants Pvt. Ltd. (Owns and Operates Mc Donald’s in South and West India)

Connaught Plaza Restaurants Pvt. Ltd.(Owns and Operates Mc Donald’s in North and East India)

Pizza Corner India (Pvt.) Ltd.

Subway Systems India Pvt. Ltd.



External Links:

Ratna Bhushan, “Won’t Experiment with Working Formats: Joshi”, The Economic Times, May 20th, 2011 (http://lite.epaper.timesofindia.com/getpage.aspx?articles=yes&pageid=4&max=true&articleid=Ar00401&sectid=2edid=&edlabel=ETBG&mydateHid=20-05-2011&pubname=Economic+Times+-+Bangalore+-+Business+Of+Brands&title=Won%E2%80%99t+Experiment+with+Working+Formats%3A+Joshi&edname=&publabel=ET)

Ratna Bhushan and Chaitali Chakravarty, “Growth in food sector is unrealistic; look to double

our business at Devyani International: Ravi Jaipuria”, The Economic Times, Dec 16, 2011

(http://articles.economictimes.indiatimes.com/2011-12-16/news/30525166_1_rj-

corp-devyani-international-vaango)

www.dil-rjcorp.com

http://lite.epaper.timesofindia.com/getpage.aspx?articles=yes&pageid=4&max=true&articleid=Ar00401&sectid=2edid=&edlabel=ETBG&mydateHid=20-05-2011&pubname=Economic+Times+-+Bangalore+-+Business+Of+Brands&title=Won%E2%80%99t+Experiment+with+Working+Formats%3A+Joshi&edname=&publabel=ET






http://articles.economictimes.indiatimes.com/2011-12-16/news/30525166_1_rj-corp-devyani-international-vaango

http://articles.economictimes.indiatimes.com/2011-12-16/news/30525166_1_rj-corp-devyani-international-vaango



14 Café Coffee Day

Overview

Café Coffee day is a divison of India’s largest coffee conglomerate, Amalgamated Bean Coffee

Trading Company Limited. A Café chain started a decade back in 1996; CCD has grown into India’s

biggest café chain and is all poised to rub shoulder with the best in the world. The company is

renowned for the total vertical integration wherein the company owns the whole process of “Bean

to Cup”. From planting the coffee to making the coffee vending machine and even the furniture for

the cafes, everything is done in-house to cut costs.

Products

Cafe Coffee Day's menu ranges from a range of coffees, food, desserts and pastries. The organization

also merchandises products like tea/ coffee powders, cookies, mugs, coffee filters, etc.

Locations

The organization has around 1200 CCD outlets across India. The network is spread through the

length and breadth of the country from Katra in J&K to Krishnagiri in TN and various places in

between.

The organization also has retail outlets at Vienna, Prague and Karachi

Future Plans

CCD has a vision of growing into top three retail coffee brands in the world and the short term goal is

to have 2000 stores in India and 200 overseas, mostly in Eastern Europe, by December 2014.

Similar Companies

Starbucks

Dunkin Donuts

Tim Hortons

Mc Café

Costa Coffee

External Links

K.R. Balasubramanyam,“Café Coffee Day – Coffee Raj”, October 2, 2011, Business Today (http://businesstoday.intoday.in/story/cafe-coffee-day-in-promising-companies-list/1/18661.html)

www.cafecoffeeday.com

Nandini Sivakumar and Hemamalini Venkatraman, “Drug retailers eye ‘in-house’ space”, October 22, 2009, The Economic Times (http://epaper.timesofindia.com/Repository/getFiles.asp?Style=OliveXLib:LowLevelEntityToPrint_ETNEW&Type=text/html&Locale=english-skin-custom&Path=ETM/2009/10/22&ID=Ar01100)

Interview Excerpts from CNBC-TV18, “Fortis looks at more acquisitions; zeroes in on targets”, January 4th, 2010, www.moneycontrol.com (http://www.moneycontrol.com/news/business/fortis-looks-at-more-acquisitions-zeroeson-targets_431937-3.html)

http://businesstoday.intoday.in/story/cafe-coffee-day-in-promising-companies-list/1/18661.html

http://businesstoday.intoday.in/story/cafe-coffee-day-in-promising-companies-list/1/18661.html

http://www.cafecoffeeday.com/

http://epaper.timesofindia.com/Repository/getFiles.asp?Style=OliveXLib:LowLevelEntityToPrint_ETNEW&Type=text/html&Locale=english-skin-custom&Path=ETM/2009/10/22&ID=Ar01100



http://www.moneycontrol.com/

http://www.moneycontrol.com/news/business/fortis-looks-at-more-acquisitions-zeroeson-targets_431937-3.html

http://www.moneycontrol.com/news/business/fortis-looks-at-more-acquisitions-zeroeson-targets_431937-3.html



15 Yo! China

Overview

Yo! China is a specialty food chain concentrating on the Chinese fast-food segment which is 2nd most

popular cuisine in the Indian market. The organization was the first organized Chinese food chain

and has been profitable from the first day. The organization with a Rs. 50 Crore plus turnover has

both self-owned and franchised outlets catering to its customers through three different formats:

Find-Dining, Carts (Kiosks) and Take Away/Home Delivery.

Products

The organization serves various Chinese delicacies and the menu includes a variety of soups,

noddles, dimsums, claypots, rice etc.

Locations

The organization owns 43 outlets in 15 cities ( Amritsar, Delhi, Bangalore, Mohali, Chandigarh,

Ghaziabad, Gurgaon, Guwahati, Jammu, Jaipur, Noida, Patna, Pune, Zirakpur, Lucknow) across India

Future Plans

The organization, after facing a downturn in 2008, has emphasized on making its cuisine more

authentic and is following a clustered approach (growing in the same cities where Yo! China is

already successful) for further expansion. Further, the organization intends to grow international

with the talks going on with franchisees for Middle East, Mauritius and South Africa


Noodle Bar

Purple Rice

Red Dragon

External Links

T.V. Mahalingam, Nupur Amarnath and Malini Goyal, “The Eatopians: The food entrepreneurs who are betting big on India”, Nov 13th, 2011, The Economic Times (http://economictimes.indiatimes.com/news/news-by-company/corporate-trends/the-eatopians-the-food-entrepreneurs-who-are-betting-big-on-india/articleshow/10708721.cms?curpg=5)

Amit Sharma, “Yo! spices up business with Chinese flavor”, May 26th, 2010, The Economic Times (http://epaper.timesofindia.com/Repository/getFiles.asp?Style=OliveXLib:LowLevelEntityToPrint_ETNEW&Type=text/html&Locale=english-skin-custom&Path=ETM/2010/05/26&ID=Ar00400)

www.yo-china.com

http://economictimes.indiatimes.com/news/news-by-company/corporate-trends/the-eatopians-the-food-entrepreneurs-who-are-betting-big-on-india/articleshow/10708721.cms?curpg=5







http://www.yo-china.com/



VI CDIT

16 Croma

Overview

Croma is a consumer durable and electronics brand which is promoted by Infiniti Retail Limited, a

100% subsidiary of Tata Sons. The organization has entered into an agreement with Woolsworth, an

Australian retail major, to solicit advice and guidance for Infiniti’s retail operation on an ongoing

basis. The organization conducts its retail operations through two different retail formats: 1) Regular

large-format stores (Shopping area of 8,000-20,000 sq. ft.) and 2) zip stores (Small stores with size

ranging from 1,000 sq. ft. – 6,000 sq. ft.), a satellite outlet

Product

The organization has a portfolio of 6000 products of 180 brands across eight categories

accompanied by private labels which are gaining recognition with the passage of time.

Locations

Croma’s first store was inaugurated on October 9, 2006 at Mumbai and since then the organization

has grown manifolds and reached a total number of 70 outlets at various cities like Mumbai, Surat,

Rajkot, Vadodara etc.

Future Plans

The organization intends to expand and reach the 100 outlet mark by the end of financial year 2011-

2012. The company also intends to add the counter sales retail format wherein counters sized 150-

300 sq. ft.in. mall aisles will be stocked with personal and entertainment electronic goods like

mobiles & accessories, digital cameras and laptops.


Next

Jumbo Electronics

External Links

www.tata.com

Sapna Agarwal, “Croma looks at small stores for expansion”, Nov 28, 2011, Livemint (http://www.livemint.com/2011/11/27204905/Croma-looks-at-small-stores-fo.html?atype=tp)

Suraj Ramnath, “Croma aims for Rs. 2,000- crore plus business this year”, Nov 23, 2011 (http://www.exchange4media.com/news/story.aspx?Section_id=3&News_id=44280)

http://www.tata.com/

http://www.livemint.com/2011/11/27204905/Croma-looks-at-small-stores-fo.html?atype=tp

http://www.livemint.com/2011/11/27204905/Croma-looks-at-small-stores-fo.html?atype=tp

http://www.exchange4media.com/news/story.aspx?Section_id=3&News_id=44280



17 Reliance Digital

Overview

The organization is the consumer durable and electronics subsidiary of Reliance Retail and offers a

wide range of consumer electronics, home appliances, telecom and gaming products. The

organization is also a premium seller of Apple products and sells the merchandise through retail

outlets named iStore by Reliance Digital

The organization claims to differentiate itself from other similar organization on the basis of the

customer handling and customer support services provided. All Reliance Digital stores have an

experience zone wherein the customers can see the working of the electronics product and then

finalizing the decision. Further, the organization has a subsidiary organization which provides

installation, maintenance and repair services, thus, ensuring customer satisfaction .

Products

The organization offers more than 4,000 products under more than 150 national and international

brands.

Locations

50 Reliance Digital stores have been established at various cities across India. Apart from these, 17

iStore by Reliance Digital are operational at various locations in India.

Future Plans

The organization intends to expand in a continuous fashion. Apart from this the organization intends

to increase its offering by adding private labels.


Next

The Mobile Store

External Links

http://www.ril.com

http://www.reliancedigital.in

http://www.ril.com/



18 Ezone

Overview

Ezone is the consumer durable and electronics business brand of Home Solutions Retail (India)

Limited. The brand is a part of Future Group’s effort to provide complete home-making/home

improvement solutions through its subsidiary: Home Solutions. The brand retail outlets are generally

large ( 12,000-20,000 square feet) and the retail formats followed by the organization include stand

alone retail outlets and shop in shop outlets (with other Future Group retail brands).

Products

The company offers over 6,000 SKUs of consumer electronics in both external and private labels with

a product range which caters to both value and lifestyle retail formats. The range available at Ezone

stores has been divided into three zones: 1) Liberation Zone caters to the personal electronics

products like iPad, Laptops etc.; 2) Experience Zone stands for products which satisfy all entire

entertainment needs and 3) Home Zone is the segment for home appliances like A.Cs, refrigerators

etc.

Locations

The organization operates around 45 Ezones in 60 cities across India

Future Plans

The organization had recently seen a downturn in the consumer durable business which has fueled a

revamping with extensive rationalizing, relocating and remodeling. Going forward, the organization

intends to ride the retail bandwagon to smaller cities and encash on the 8.4% year on year growth

seen by the consumer durable and electronics business. Ezone would form a part of Future Group’s

intention of rapid expansion into tier 2 and 3 cities with clear plans to increase combined operating

retail space from 15.0 million square feet to 25.0 million square feet in the next three to four years.


Next

External Links


http://www. pantaloon.in




ANNEXURE VI: PROFILES OF SAMPLED INSTITUTES



This Annexure contains profiles for the sampled institutes. The list is given below:

Universities 26. Guru Nanak Dev University

(GNDU)

Graduation Courses in Pharma,

Agriculture, Electronics and Food

Technology

27. Indira Gandhi National Open

University (IGNOU)

Certification Course in Soft Skills

Graduation Courses in Retailing

Post- Graduate Certification Courses in

Retail Sales and Operations

Public Institutes 28. Institute of Hotel Management,

Pusa (IHM, Pusa)

Certification/Graduation/Post Graduate

Diploma/Post Graduation Courses in

various hospitality operations

29. National Institute of Open

Schooling (NIOS)

Various Certificate Courses in Hardware

Maintenance

Various Certificate Courses in Computer

Applications and Maintenance

Various industry specific Certification

Courses related to beauty, hospitality etc.

Public Private

Partnership Institutes

30. iSTAR

31. Indian Institute of Skill

Development (IISD)

32. Edubridge

33. Empower

34. Gras Academy

35. Laqsh

36. Indian Institute of Job Training

(IIJT)

37. Managerial Excellence

Resource Centre (MERC)

Certification Courses in Sales Skills and

Customer Handling, Retail Operations,

Hospitality Operations, Soft Skills, English

language, Computer Skills,

Certificate Course on Tally ERP (Unique to

Istar)

Post Graduation in Marketing

Management (Unique to MERC)

Post Graduate Certification in Materials

Logistics Management (Unique to MERC)

Private Institutes 38. Pearl Academy of Fashion (PAF) Graduation Courses in Fashion Designing/

Production and Merchandising/ Retailing

Post Graduate Certification Courses in

Fashion/Textile Designing, Fashion

Merchandising/ Retailing

Post Graduation Course in Fashion

Marketing

Advanced Certification Courses in

Apparel/ Visual Merchandising, Public

Relations, Fashion Retail

39. CII Institute of Logistics

Certification Courses in Logistics

Management, Supply Chain Management

Advanced Certificate course in Supply

Chain Management

Post Graduate Diploma Courses in Supply

Chain Management

Diploma/ Advanced Diploma in Supply



Chain Management

40. Livelihood Advancement

Business School (LABS)

Certificate/Diploma Course in

Housekeeping, Shop Demonstration,

Customer Handling and Sales, Hospitality,

Computer Application

41. Indian Retail School (IRS) Graduate Course in Retail

Post Graduate Certification/Diploma in

Retail, Visual Merchandising

42. National Institute of Retail

Management (NIRM)

Diploma in Business Administration

Advanced Diploma/ Post Graduation in

Fashion Designing, Apparel Production/

Quality/ Merchandising, Retail, Retail

Supply Chain/ Category Management,

Business Administration

43. Future Innoversity Graduation/ Post Graduation of Business

Administration in Retail, Supply Chain

44. Centum Learning Certification Course in Personal

Improvement, Sales and Service, Retail

Sales and Marketing/ Visual

Merchandising and Space Planning/

Buying and Merchandising/ Supply Chain/

Management and Store Operations/

Customer Relationship

Diploma Course in Sales, Retail



Graduation of Business Administration in

Retail, Marketing and Human Resource

Post Graduation of Business

Administration in Retail,

45. Retail Association of India (RAI) Certification Courses in Retail

Graduation of Business Administration in

Retail

ITI s 46. Industrial Training Institute,

Chandigarh


Bhuj


Gandhidham


Dharampur


Nangal

Computer Operator and Programming

Assistant



1 Guru Nanak Dev University Overview Guru Nanak Dev University, an affiliating university with more than 100 colleges functioning under its guidance, was established at Amritsar on November 24,1969 to mark the 500th birth anniversary of Sri Guru Nanak Dev Ji. In consonance with objectives of Guru Nanak Dev University Act, 1969, the University has continuously been working on spreading the message of the Guru and promoting education in various fields like science, arts, management, information technology, industrial technology, environment, planning and architecture. Making its humble beginning in an annexe of the adjoining Khalsa College, the University today boasts of 37 academic departments, two regional centres, two colleges and a score of support service departments besides several administrative offices. In recent years, the University has diversified in a big way its programmes into applied sciences making it one of the distinguished centres of industry related job-oriented courses. The university also directs and monitors the academic programmes of more than 100 colleges located in the five districts of Amritsar, Jalandhar, Kapurthala, Nawanshehar and Gurdaspur. General Information

Membership, Accreditation & Affiliation

“A” Grade accreditated by NAAC

Autonomous

Campus Locations Guru Nanak Dev University, GT Road, Amritsar – 143005, India

Contacts and website URL Tel:0183-2258802-09

Fax:0183-2258819

www.gndu.ac.in

Management (Key Members) Professor Ajaib Singh Brar, Vice Chancellor

Programmes at a Glance

Programme Duration Campus

1. Master Level Courses:

M.Sc. (Hons.)( Chemistry, Fermentation & Microbial Technology)

M.Sc. (Food Technology)

2 years Amritsar Campus and affiliated Colleges

2. Bachelor Level Courses:

B.Tech (Computer Science & Engineering, Electronics & Communication Engineering, Food Technology, Sugar & Alcohol Technology)

Bachelor (Pharmacy)

3 years Amritsar Campus and affiliated Colleges



2 Indira Gandhi National Open University Overview The Indira Gandhi National Open University (IGNOU), established by an Act of Parliament in 1985, offers high-quality teaching through the Open and Distance Learning (ODL) mode. It serves the educational aspirations of over 4 million students in India and 36 other countries through 21 Schools of Studies and a network of 67 regional centres, around 3,000 learner support centres and 67 overseas centres. The University offers about 490 certificate, diploma, degree and doctoral programmes, with a strength of nearly 420 faculty members and academic staff at the headquarters and regional centres and about 36,000 academic counsellors from conventional institutions of higher learning, professional organisations, and industry among others. IGNOU provides considerable flexibility in entry qualification, place, pace and duration of study to students. It follows a credit system that is based on the time factor involved in studying. Students have the right to collect credits at their own pace, convenience and according to their own capability. The School of Vocational Education and Training (SOVET), established in August 2007, through vocational education, provides knowledge enhancement, skills development and helps in preparing an individual for job placements in the market. On the other hand, School of Management Studies offers courses in retail management among others. General Information


All India Council of Technical Education

Campus Locations The Director, School of Vocational Education & Training , Indira Gandhi National Open University, Maidan Garhi,

New Delhi – 110068, India

Contacts and website URL +91-364-2503164,3642503175,2503165 +91-364-2503175

www.ignou.ac.in

Management (Key Members) Professor M Aslam, Vice Chancellor

Ms Vibha Puri Das, Secretary



1. Post Graduate Diploma in Pharmaceutical Sales Management

1-3 years Correspondence

2. Post Graduate Diploma in Operations Management

1 year Correspondence

3. Certificate in Jewellery Designing 6 months-2 years

Correspondence

4. Certificate in Communication & IT Skills 6 months-2 years

Correspondence

5. BBA in Retail 3-6 years Correspondence



3 Institute of Hotel Management, Catering & Nutrition

Overview Institute of Hotel Management, Catering and Nutrition, Pusa, a premium Hotel Management Institue, is an autonomous registered society registered under Society Registration Act, 1860. The institute was set up in 1962 and functions under the control of Ministry of Tourism, Government of India with its academic affairs being governed by National Council for Hotel Management and Catering Technology. A centre of excellence for hotel and hospitality education, the institute makes its students industry –ready by training them on simulated industry conditions through a well established infrastructure with best in the world equipments. The students from IHM, Pusa are placed in best hotels of the world with the help its extensive alumni network, PIHMAA. General Information


Autonomous Society under the administrative control of Ministry of Tourism, Government of India

Campus Locations Institute of Hotel Management, Catering & Nutrition, Pusa New Delhi – 110012

Contacts and website URL Tel:011-25841411, 25840147, 25842429

Fax: 011-25843177

Website: www.ihmpusa.net

Management (Key Members) Mr. Virender S. Dutta (President, Mr. Alok Shivapuri (Secretary General) and Mr. K.B. Kachru (Vice President)



1. B. Sc. (Hospitality and Hotel Administration) 3 Years Institute

2. Diploma (Food and Beverage Service, Bakery and Confectionary

1 Year Institute

3. Craftsmanship Course (Food Production and Patisserie, Food and Beverage Service)

6 Months – 1 Year

Institute

4. Certification (Hospitality Trainer) 8 Weeks Institute

5. Hunar se Rozgar Programme (Food Production, Food and Beverage Service)

6-8 Weeks Institute

6. Certification (Food Production, Food and Beverage Service)

6 Days Institute

Recognitions and Awards

Won The Best Institute of Hotel Management Award, given by Ministry of Tourism, third time in a row

The Best Institute of Hotel Management in Academics Performance (Special Award) given by Ministry of Tourism, Government of India in National Award for Excellence 2009–10 (Hospitality Education) Function.

The Best Institute of Hotel Management for Implementing Central Schemes award given by Ministry of Tourism, Government of India in National Award for Excellence 2008–09 (Hospitality Education) Function.



4 National Institute of Open Schooling Overview The National Institute of Open Schooling (NIOS) was set up by the Ministry of Human Resource Development, Government of India as an autonomous organization in 1989 by amalgamating Open School project of CBSE started in 1979. It was known as National Open School till 2002. NIOS provides educational opportunities using distance and open learning methods to persons who wish to study and qualify at any age. The Mission of NIOS is to provide ‘education for all’. NIOS operates through a network of 15 Regional Centres, 2 Regional Sub Centres, five departments at Headquarter and more than 3,000 Accredited Institutions (AIs), 1,425 Accredited Vocational Institutes (AVIs) in India, Nepal and Middle East. NIOS offers 80 vocational education courses at school level in the areas of Agriculture, Engineering and Technology, Health and Paramedical, Home Science and Hospitality Management, Computer and Information Technology, Business and Commerce and Teacher Training etc. Admission in vocational education courses is open round the year and self learning package is provided to the learners which include printed material, audio and video programmes. Also Practical Training Programmes (PTPs) is conducted by the AVIs/SAIEDs.

General Information


Ministry of Human Resource Development

Campus Locations A 24-25, Institutional Area,Sector – 62, Gautam Buddh Nagar, NOIDA- 201309 (UP).

Contacts and website URL Tel: 0120-2409414-15

Fax: 0120-2404916

www.nios.ac.in

Management (Key Members) Dr S S Jena, Chairman, NIOS



1. Electrician Technician 1 year Correspondence

2. Radio & TV Technician 1 year Correspondence

3. Refrigeration & Air-conditioning 1 year Correspondence

4. Certificate in Computer Applications 1 year Correspondence

5. Certificate in Footwear Design & Production 1 year Correspondence

6. Add-on vocational course in o Furniture and cabinet making o House keeping o Catering management o Hotel front office management

1 year Correspondence

7. Radio & Tape Recorder Repair 6 months Correspondence

8. TV Repairing 6 months Correspondence

9. Basic Computing 6 months Correspondence

10. Beauty Culture 6 months Correspondence

11. Computer Hardware Assembly & Maintenance 6 months Correspondence

12. Computer & Office Applications 6 months Correspondence

13. IT essentials: PC Hardware & Software 6 months Correspondence

14. Business Communication 6 month Correspondence



5 iSTAR Skill Development Private Limited Overview iSTAR Skill Development, an NSDC partner, was started by two batch mates from Indian Institute of Management, Ahemdabad. The institute based out of Bangalore is focussed on the Financial Service and Retail Sector. The institute has 10

th and 12

th pass students as the target population and aims to

train 1.3 lakh rural youth through 50 centres across 10 states over the next decade with the help of NSDC.

General Information


Affiliated to National Skills Development Council

Locations 1st Floor, Akshaya Complex 63/2 18th Cross, [next to HDFC Bank, opp. Malleswaram Bus Stop] Malleswaram Bangalore - 560055

Contacts and website URL Mob: 09663583580

www.istarindia.com

Management (Key Members) Sreeraman Vaidyanathan and Surga Thilakan (Co-Founders)


Programme Campus

1 Certification Programme in Marketing and Sales Campus

2 Certificate Program in Spoken English ( Basic, Intermediate and Advanced)

Campus

3 Certificate program in Computer (Basic and Advanced) Campus

4 Certificate program in Accounting with Tally ERP (Basic and Advanced)

Campus

References:

Writankar Mukherjee and Sreeradha D Basu, “Social Sector Draws GenY”, The Times of India

(http://epaper.timesofindia.com/Default/Layout/Includes/ETNEW/ArtWin.asp?From=Search&Sourc

e=Find&CollName=ET_DELHI_DAILY_2007&DOCID=458718&Key=ETD%2F2010%2F11%2F26%2F8%2

FAr00800.xml&PageLabel=8+&Keyword=(%3Cmany%3E%3Cstem%3ENSDC)&skin=ETNEW&AppNam

e=1&ViewMode=HTML&GZ=T)

http://epaper.timesofindia.com/Default/Layout/Includes/ETNEW/ArtWin.asp?From=Search&Source=Find&CollName=ET_DELHI_DAILY_2007&DOCID=458718&Key=ETD%2F2010%2F11%2F26%2F8%2FAr00800.xml&PageLabel=8+&Keyword=(%3Cmany%3E%3Cstem%3ENSDC)&skin=ETNEW&AppName=1&ViewMode=HTML&GZ=T







6 Indian Institute of Skill Development Overview Indian Institute of Skill Development is a Gurgaon-based institute which provides skill trainings in Light Engineering, Construction, Real Estate and Retail. The institute provides various short vocational courses with a timeframe of 2-6 months and works closely with CII for placement, certification and identification of faculty. The institute intends to train 2.4 lakh youngsters in various vocational skills over a period of ten years in seven states through 50 centres and 18 it is with a funding of Rs 12 Crore from NSDC.

General Information



Locations 422, 4th floor, Tower - B, Spazedge Building, Sohna Road, Sector-47, Gurgaon, Haryana, Pin Code: 122002

Contacts and website URL Tel: 0124-4245645-47

Website: www.iisd.co.in



1 Certification Programme in Retail 200 Hours Campus

2 Certificate Program in Restaurant Service 100 Hours Campus

Reference:

PTI, “NSDC to provide funding to IISD for training 2.4 lakh youth” January 4th, 2011

(http://articles.economictimes.indiatimes.com/2011-01-04/news/28431808_1_nsdc-centum-

learning-profit-and-not-for-profit-organisations)

http://articles.economictimes.indiatimes.com/2011-01-04/news/28431808_1_nsdc-centum-learning-profit-and-not-for-profit-organisations

http://articles.economictimes.indiatimes.com/2011-01-04/news/28431808_1_nsdc-centum-learning-profit-and-not-for-profit-organisations



7 Edubridge Learning Private Limited Overview Edubridge Learning Private Limited is an institute started by a group of alumni and professors from IIM Bangalore and Lucknow in 2009. The institute has 10

th and 12

th pass students as its target

population and focuses on providing vocational trainings in IT-BPO, Micro-Finance, Banking and Insurance, Retail and Sales and Marketing, At present the Mumbai-based institute has a presence in Tamil Nadu and Maharashtra, but aims at reaching to 0.70 million people in rural areas through establishing 240 centres in 16 states with a Rs. 5.40 Crore funding from NSDC.

General Information



Locations Unit no 118, National Storage Building, Senapati Bapat Marg, Mahim (W) Mumbai - 400016

Contacts and website URL Tel: 022-32229774/5

Website: www.edubridgeindia.com

Management (Key Members) Girish Singhania (Founder and CEO)



1 Edubridge Certified Industry Professional 90 Hours Campus



8 Empower Pragati Vocational and Staffing Overview Empower Pragati is a vocational certification institute established in 2010 by Empower and R3 Resources. The institute is focussed on vocational skill development programs for entry and mid-level jobs in BPO, Hospitality and Retail sectors. The organization aims to train 2.1 million students in 10 years by establishing 588 centres across 58 Towns/Cities with a funding of Rs. 25.97 Crore from NSDC.

General Information



Locations B-87A, Kalkaji, New Delhi, 110019

Contacts and website URL Tel: 011-49556000, 40584181/82/84

Website: www.empowerpragati.in

Management (Key Members) Rajiv Sharma, Rajendra Joshi, Jagannath Rao Dasigi, Paul S. Lalvani, Ram Kumar and Rick Desai (Co-Founders)


Programme Campus

1 Certificate in Sales and Marketing Campus

2 Certificate in Hospitality Management Campus

3 Life Skills Campus

4 Basic Communication Campus

5 Basic Computer Skills Campus



9 Gras Academy Overview Gras Academy was established by a alumni group of Indian Institute of Management, Kolkata in the year 2006. The institute was started with an aim of providing vocational trainings focused on hospitality and retail sectors. The experience gained through working in the skill development domain lead to the decision of expanding the program portfolio to include various other industries. Gras Academy intends to reach out to 1.3 million students through around 325 centres in 21 states across India through a funding of Rs. 80 Crore by NSDC.

General Information



Locations GRAS ACADEMY Corporate Office & Research Centre C-56A/28, 4th Floor, Above Union Bank of India Sector 62, Noida – 201 301 Uttar Pradesh, INDIA

Contacts and website URL Tel: 0120-4230794

Fax: 0120-4230794

Website: www.grasacademy.in

Management (Key Members) Ajay Kumar Swarup, Gautam Sen Gupta (Co-Founders and Directors)



1 Certification in Food and Beverage 3 Months Campus

2 Certification in Sales 2 Months Campus

3 Certification in English Language (Primary and Advanced)

2- 4 Months Campus



10 Laqsh Job Skills Academy Private Limited

Overview LAQSH, a National Skills Development Council and NASSCOM partner, provides various courses to help an individual enhance his employability skills. The institute has also partnered with IIITB, KSOU, KVTSDC and EGMM to develop/offer various skill development courses and train students. The organization with an aim to “bridge the talent” has more than 30 courses which have been designed with the industry needs in mind and is all set to skill 1.27 million youth over a period of 10 years. General Information



Campus Locations Laqsh Job Skills Academy No. 510, 7th Cross, 10th Main,HAL III Stage, Jeevan Bima Nagar, Bangalore - 560075.

Contacts and website URL Tel: 080-25216650/52, 09742522641

Website: www.laqsh.com

Management (Key Members) Revathi Kasturi (Founder and CEO)



15. Domain Course (BPO Skills, Financial Service Skills, Hospitality General, Insurance Program, Retail Salesperson Skills, Sales Skills, Tally 9.0 Skills)

24-180 Hours

LAQSH Campus

16. Employability Courses (Analytical Skills, Business Communication – Basic/Intermediate, Campus to Corporate Transition, Computer Literacy – Basic/Intermediate/Advanced, Customer Service, Finishing School, Life Skills, Personal Productivity, Spoken English – Basic/ Advanced

24-150 hours

LAQSH Campus



11 Indian Institute of Job Training

Overview Indian Institute of Job Training was established in the year 2006 with the aim of filling skill gap between the formal education and industry demand. The organization grew at a fast pace over a few years and then became a part of TeamLease (India’s biggest staffing company) in the year 2010. The coming together of the two organizations was only logical as IIJT would get industry input through TeamLease and TeamLease can get a supply of ready to deploy industry professionals. The institute provides various vocational courses to cater to the needs of IT, Retail, Banking, Hospitality, Management and Construction and with a loan of Rs 62 Crore from NSDC, the institute will fuel its growth plans of reaching 1.8 million students through 1349 centres across the country. General Information



Campus Locations TQM Business Centre, 4th Floor, SCO 55, Sector 29, Gurgaon – 122001

Contacts and website URL Tel: 0124-4251413

Website: www.iijt.net Management (Key Members) Neeti Sharma (Vice President)

Ashok Reddy (Managing Director)



1 Certification in Retail Services (Level I, II and III) 3 Months – 1 Year

Campus

2 Certification in Sales Management (Basics) 90 Hours Campus

3 Job Edge 120 Hours

Campus



12 Managerial Excellence Resource Centre

Overview Managerial Excellence Resource Centre is a Pune based Management Institute which focuses on management skill development in marketing, logistics and Finance domain. The institute has recently inked a joint venture with NSDC to establish various vocational courses for 10th/12th pass outs with a focus on Finance, Retail and Gems and Jewellery sectors. The institute aims to establish 10 new centres in the states of Maharashtra, Gujarat and Rajasthan and train 97,000 students over a period of 10 years General Information


Affiliated to National Skills Development Council, AICTE, Pune University

Campus Locations Gate No. 167, Bhukum, Paud Road, Opposite Shell Petrol Pump, Pune - 412115

Contacts and website URL Mob: 09623445635/36

Website: www.merc.edu.in

Management (Key Members) Professor M.N. Navale (Founder President)



1 Masters in Marketing Management 2 years Campus

2 Post Graduate Diploma in Material Logistics Management

1 Year Campus



13 Pearl Academy of Fashion Overview Promoted by House of Pearl Fashions Ltd., Pearl Academy of Fashion (PAF) is a pioneering Institute of Fashion and Design functioning under the aegis of Creative Arts Education Society, a Society registered under the Society's Registration Act 1860. It is the first fashion institute in India to be certified under ISO-9001:2000. All three campuses of PAF (Delhi, Chennai and Jaipur) are certified under the latest Quality Management System ISO 9001:2008. Pearl Academy of Fashion has, in all its campuses, full fledged labs, Design Studios, Drawing Studios, Art Rooms, Pattern-making Studios, Sewing and Cutting Labs, Weaving, Knitting, Printing and Embroidery Labs, Computer Labs, Visual Merchandising Labs, Photography Labs, Testing Labs, Make-up Labs, Silversmithy, Forging, Casting & General machinery workshops, jewellery Labs and a Gemology Lab. Its principal partners include Nottingham Trent University,UK; LDT Nagold, Germany; The Textile Institute, Manchester, UK and IGNOU, India. Other important associates include India Trade Promotion Organisation (ITPO); Fashion Design Council of India (FDCI); National Retail Federation (NRF), USA; Netherlands Senior Experts (PUM); German Development Corporation (GTZ); Export Promotion Council for Handicrafts (EPCH), New Delhi; National Institute of Design, Ahmedabad; National Centre for Design and Product Development (NCDPD), Governemt of India; Indian Retail School, New Delhi; National Entrepreneurship Network (NEN) and Dutch Design Fashion Architecture (DDFA)

General Information


Indira Gandhi National Open University

Nottingham Trent University, UK

The Textile Institute, Manchester, UK

LDT Nagold University, Germany

Campus Locations A 21/13, Naraina Industrial Area, Phase II, New Delhi- 110028

SP-38 A,RIICO Industrial Area, Kukas, Delhi Road, Jaipur, 302028

82, Streling Road, Nungambakkam, Chennai - 600034

Contacts and website URL Tel: 011-49807100/1011,49807417/418; 01426-247515/616, 247617; 044-42664450,43447900

Fax: 011-25705451.

www.pearlacademy.com Management (Key Members) Deepak Seth, Chairman, PAF

Dr A K G Nair, Group Drector, PAF, Delhi

Arindam Das, Director, PAF, Jaipur

S Ramalingam,Director, PAF Chennai



1. MA Fashion Marketing 2 years PAF

2. BA Fashion Design 3 years PAF

3. BA Fashion Merchandising & Production 3 years PAF

4. BA (Hons) Fashion Retail Management 4 years PAF

5. Post Graduate Diploma in Fashion Design 2 years PAF



6. Post Graduate Diploma in Textile Design 2 years PAF

7. Post Graduate Diploma in Fashion Merchandising

2 years PAF

8. Post Graduate Diploma in Fashion Retail 2 years PAF

9. Post Graduate Diploma in Fashion Marketing 2 years PAF

10. Advance Certificate in Apparel Merchandising & Marketing

1 year PAF

11. Advance Certificate in Visual Merchandising 1 year PAF

12. Advance Certificate in Fashion & Lifestyle PR 1 year PAF

13. Certificate Programme in Fashion Retail Management

1 year 6 months

PAF



14 CII Institute of Logistics Overview The CII Institute of Logistics is a centre of excellence in Logistics and Supply Chain established by Confederation of Indian Industry in the year 2004.The institute has been started with a view to fill the skill gap faced by the SCM and Logistics industry. The diploma courses provided in a distance education format have been designed according to the current industry knowledge and worldwide industry best practices to make the students industry ready. General Information


Confederation of Indian Industry

Campus Locations CII Institute of Logistics 33, Velacherry Main Road, Chennai-600 042

Contacts and website URL Tel: 044-22551343/44/45

Website: www.ciilogistics.com

Management (Key Members) Mr. Cyrus Guzdar (Chairman) and Mr. R. Dinesh (Vice Chairman)



17. Post Graduate Diploma ( Supply Chain Management, Supply Chain Management ( Lateral Entry)

1-3Years Correspondence

18. Advanced Diploma (Supply Chain Management) 2 Years Correspondence

19. Diploma (Supply Chain Management) 1 Year Correspondence

20. Advanced Certification ( Supply Chain Management, General Management)

6 Months Correspondence

21. Certifications (General Management, Logistics Management, Supply Chain Management)

6 Months Correspondence



15 Livelihood Advancement Business School Overview Dr Reddy’s Foundation started LABS (Livelihood Advancement Business School) in the year 1996 with the motive to provide sustainable livelihoods to underprivileged children and youth through bridge schools. It works as a corporate non-profit NGO and has 132 centres across 22 states in India. LABS addresses the needs of youth (18-35 years) by imparting livelihood and soft skills training in an environment of interactive learning and mentoring. LABS has partnered with various organizations (Nasscom Foundation and Accenture, Youth Reach, Kshatriya Rajput Trust, Kayuru Foundation, World Vision India, BPCL, etc) and state governments (West Bengal, Andhra Pradesh, Madhya Pradesh, Ministry of Rural Development, Government of India) to launch and run diverse skills training programs pan India. On the other hand, national level MoUs have been signed with Michael & Susan Dell Foundation, Aditya Birla Retail, Barista, BPCL, Dominos, Pizza Hut, Hindustan Unilever Ltd., TATA Trent among others to address the issue of employee absorption into these companies. General Information


LABS runs autonomous programs in collaboration with various Government and Corporate organizations.

Campus Locations Livelihoods, 6-3-655/12,Somajiguda, Hyderabad – 500082

Contacts and website URL Tel: 91-40-6534424, 23304199/1868

Fax: +91-40-23301085

[email protected]

www.drreddysfoundation.org

Management (Key Members) Dr K Anji Reddy, Founder – Chairman

Anuradha Prasad, Managing Trustee

Jitendra Kalra, CEO



1. Housekeeping 60 days Campus

2. In Shop Demonstrator 60 days Campus

3. Retail Sales 60 days Campus

4. Refrigeration & Air conditioning 60 days Campus

5. Pharma Retail 60 days Campus

6. Direct Sales 60 days Campus

7. White Goods Services 60 days Campus

8. Customer Relations & Sales/ Retail 60 days Campus

9. Hospitality 60 days Campus

10. IT enabled services 60 days Campus

mailto:[email protected]

http://www.drreddysfoundation.org/



16 Indian Retail School Overview The Indian Retail School (IRS) is an academic institute of retail, under the aegis of House of Pearl, catering to fashion and retail sectors in India, since 2005-2006. It is presently spread over more than 11,000 square feet area located in central Delhi with other campuses in Hyderabad and Bangalore. Well equipped with resource centres, labs and other facilities, it provides retail education through direct as well as online medium. General Information


Distance Learning UGC recognized University.

University of Central Lancashire (UCLan) is a UK university.

Campus Locations Pearl Retail Solutions Pvt. Ltd. A-21/12, Naraina Industrial Area-II New Delhi - 110 028 E-mail :- [email protected]

Contacts and website URL Tel: 91-11-46769999,46769918,46769919.

Website: www.indianretailschool.com

Management (Key Members) Deepak Seth, Chairman

A K G Nair, Director

Dr Tarun Panwar, CEO



1. Graduate Programme in Retail Business Studies +BBA

3 yrs IRS

2. B.A.(Hons) in Retail Management with marketing

3 yrs 1st and 2nd yrs (IRS); 3rd yr (UCLan)

3. PGD in Retail Management 1 yr IRS

4. PGD in Retail Management + MBA 2 yrs IRS

5. PGD in Visual Merchandising + Store Design 1 yr IRS

mailto:%[email protected]

http://www.indianretailschool.com/



17 National Institute of Retail Management Overview The National Institute of Retail Management, headquartered at Bangalore, aims to create a primary resource center for all retail manpower specialization with a key focus on Apparel and Retail Industry through its regular and Distance education courses. It is a part of Pragati Education Society affiliated to Government of Maharashtra. General Information


ISO 9001:2008 Certified Institute for distance learning education

Accredited to Global Certification India (GCI).

Affiliated to

DLCI (Distance Learning Council of India)

IADL (International Association for Distance Learning)

Planning Commission (Government of India)

NHRD (National HRD Network)

NIRM is a member of

IAF (International Apparel Federation, Netherlands)

NRF (National Retail Federation, USA)

HKRITA (Hong Kong Research Institute of Textiles and Apparel)

Campus Locations 404,Sapphire Building, Opp. Ratnam, Nr. Cargo Moters, C.G.Road Ahmedabad 380009

2nd Floor, No 509,3rd Block, H.R.B.R. Layout, Opposite Adishwar Showroom Kammanahalli Main Road, Bangalore – 560043

A-614, Crystal Plaza, New Link Road, Opp. Infiniti Mall, Andheri(W), Mumbai - 400053.

Contacts and website URL 91-9376254490, 91 9342447824, 91-080- 32219551 / 32215120 / 32219552 / 65637688, 91-022 - 31922467 / 68 / 31921974 / 75

www.nirm.co.in

Management (Key Members) Vishal Tiwari (Director)

http://www.nirm.co.in/





6. Masters in

Retail Category Management

Fashion Designing

Retail Supply Chain Management

Retail Management

Apparel Merchandising I & II


2 yrs NIRM

7. MBA in Retail Management 2 yrs NIRM

8. Diploma in.

Retail Management

Fashion Designing

Retail Supply Chain Management

Retail Category Management


Apparel Merchandising

Apparel Quality Management

1 yr NIRM/Correspondence



18 Future Innoversity Overview Future Innoversity is the academic initiative of Future Learning, a Future Group organisation. It was established in 2009 as a specialized institute for students who want to make a career in sector specific management roles. It's flagship programme in retail, is well established and equips students with all facets of the retail industry. It has campus at Ahmedabad, Bengaluru, Kolkata, Delhi and Mumbai. General Information


Future Innoversity has entered into a strategic arrangement with Indira Gandhi National Open University (IGNOU) to offer Retail MBA, BBA Retail Services and MBA SCM . All post graduate and under-graduate programmes offered by IGNOU are approved by the Association of Indian Universities (AIU) and the University Grants Commission (UGC). The MBA is approved by AICTE.

Centre for Corporate Education, Training and Consultancy (CCETC) by IGNOU

Campus Locations 10 Acres, Ahmedabad City Mall, Opp Arya Samaj Mandir, Kankaria Road, Rajpur, Ahmedabad - 380022

721, Above Big Bazaar, Near Brigade Milleniun, Puttenahalli main road, RBI Layout, JP Nagar, 7th phase, Bengaluru – 5600781

03-097, 3rd floor, Block by Block shopping mall, Hometown Building, 3rd floor, Block BG, Plot 5, Action Area-1B, Rajarhat, PO New Town, Kolkata- 700156

A 27, Mohan Co-operative Industrial Estate, New Delhi – 110044

247 Park, Tower C, LBS Marg, Vikhroi West, Mumbai - 400083

Contacts and website URL 079-30046302/03; 080-40948801; 033-30255700; 011- 40033333; 022-61191000

www.futureinnoversity.edu.in

Management (Key Members) Muralidhar Rao, CEO

Jehangir Mehta: COO

Kurien C.K: Dean Academics & Placements

Dr. Rajinder S Aurora, Senior Lead - Academics

Punitha Gibson, Head - Student Services

Piyali Seth - Campus Head, Kolkata

Freddy Thomas - Manager - Academic Operations, Bengaluru

Atul Gautam - Manager - Academic Operations, Delhi





1. BBA Retail Services 3 yrs Future Innoversity

2. BBA Retail Services DLP 3 yrs Correspondence

3. MBA Retail 2 yr Future Innoversity

4. MBA Retail Supply Chain Management 2 yrs Future Innoversity



19 Centum Learning Ltd. Overview Centum Learning Ltd. is a Bharti Associate Company which provides end-to-end learning to youth to provide higher order employability skills and bridge the existing talent gap in the service sector. In the higher education domain, Centum Learning Limited has set up more than 150 Centum Learning Centres in 90 cities spread across India, it has also launched Centum U - Institute of Management & Creative Studies. In the skill-building domain, Centum Learning in association with National Skill Development Corporation has established Centum Workskills India Limited to skill 1.2 crore people by 2022 across 11 states, 383 districts and make them employable by providing livelihood opportunities. It has partnered with Ministry of Panchayati Raj, Govt. of Orissa to train the representatives of Panchayati Raj institutions, and to enhance employability of Tribal Youth in partnership with DECT, Govt. of Assam, it is also providing vocational skills to youth in the Indo-Bhutan border of Assam, in association with Sashastra Seema Bal and is actively engaged with the State Governments to empower unskilled youth. It should be note that Centum Learning Limited is not a University under UGC and does not award degree/ diploma. Degree/Diploma is awarded directly by respective Universities. It offers various undergraduate and postgraduate programmes in association with world renowned universities and institutes. In retail sector, Centum learning provides courses in collaboration with Annamalai University, Global Retail School and also autonomously. General Information


Annamalai Unniversity (Directorate of Distance Education)

Global Retail School

Campus Locations

Centum Learning Limited Neelagagan, Mandi Road, Sultanpur, Mehrauli, New Delhi - 110 030.

Centum Learning Limited 5th Floor, Bascon IT Park, 56/L Venkatanarayana Road, T. Nagar,

Chennai - 600 017.

Centum Learning Limited 3rd floor, Spectrum Towers New Link Road, Malad (W) Mumbai - 400064

Centum Learning Limited Divyashree Towers, 55, Bannerghatta Main Road, Bangalore - 560029

Contacts and website URL

Tel: 91-11-46001100-01

Fax: 91-11-46001111.

[email protected] www.centumlearning.com www.annamalaiuniversity.ac.in.

Management (Key Members)

Sanjeev Duggal, CEO & Executive Director, Centum Learning Limited and Co-Chairman, FICCI Skill Development Forum

Kamini Prasad, Senior Vive President

mailto:[email protected]

http://www.centumlearning.com/





1. MBA Retail Management 2 years Correspondence

2. Diploma in Sales Management 1 year Correspondence

3. Personal Improvement Programme 6 months Centum

4. Sales & Services Programme 1 year Centum

5. BBA in Retail Management 3 years Correspondence

6. BBA in Marketing & Human Resource Management

3 years Correspondence

7. Diploma in Retail Management 1 year Correspondence

8. Professional Certificate in Retail Sales & Marketing

6 months Centum

9. Certificate in Customer Relationship Management

3 months Centum

10. Professional Certificate in Retail Visual Merchandising & Space Planning

6 months Centum

11. Professional Certificate in Retail Buying & Merchandising

6 months Centum

12. Professional Certificate in Retail Supply Chain Management

6 months Centum

13. Professional Certificate in Retail Management & Store Operations

6 months Centum



20 Retailers Association of India Overview Retailers Association of India (RAI) is the united body of Indian retailers and works with all the

stakeholders for creating the right environment for the growth of the modern retail industry in

India. A member of the Forum for International Retail Association Executives (FIRAE) of NRF,

United States of America, RAI has a three charter aim of Retail Development, Facilitation and

Propagation. It offers courses in retail with University-Industry collaboration and autonomous

bridge courses in retail management to enable students who have high levels of managerial skills,

but lack some of the background knowledge that a retail career aspirant should have. Delhi being

the head office, its other offices are located in Mumbai, Bangalore and Chennai.

General Information


IGNOU (All India Council Of Technical Education)

Campus Locations Retailers Association of India (RAI) 111/112, Ascot Centre, Near Hotel ITC Maratha,Sahar Road, Sahar, Andheri (E), Mumbai - 400099.

Southern Regional Office: 107, Usman Road, T Nagar, Chennai-600017

Contacts and website URL Tel : +91 22 28269527 - 29

Fax : +91 22 28269536

www.rai.net.in

Management (Key Members) Kumar Rajagopalan, CEO

Lawrence Fernandes, Director - Retail Learning (Mumbai)

D. Joice Smiling, Regional Director-Southern Region (Chennai)

Kapil Mishra, Head - Northern Region



1. BBA Retail 3-6 years IGNOU +RAI

2. Bridge Course in Retail 30 hours RAI

3. Professional Retail Skills Programme 150 hours RAI



21-25 Industrial Training Institutes Overview: The Industrial Training Institutes are vocational institutes established under the Directorate General of Employment and Training (DGET). These are government run institutes which were established with a view to provide skilled craftsmen for various industries and are specifically designed for 8th/10th pass students who can take a vocational certification and join the workforce. There are more than 9000 ITIs operational across various Indian states at present. The ITIs have courses related to technical skills which cater primarily to the manufacturing industry and the only relevant course was a basic computer skills course which would need to be clubbed with other retail-specific courses for a job in retail sector. Other than that, no relevant courses were seen.

Documents

Occupation and Qualification Mapping in Retail Sector