Retail Book

Trainee Associate Version 2.0.
Participant’s Guide/Workbook for
Trainee Associate
(Retail)
Version 2.0.0
1|P age
Trainee Associate Version 2.0.0
Table of Contents
Name Page Number
Foreword 03
Purpose / Objectives 04
Course Details 05
Key Competencies 05
1. Introduction 12
2. How to promote sales 21
3. Visual Merchandising & Principles 29
4. Visual Merchandising Planning 37
5. Sales Plan 52
6. Organization Loyalty Scheme 64
7. Health & Safety 70
8. How to provide information 77
& advice to customer
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Foreword
DOMAIN COMPUTER SYSTEM has been started by alumni of RGPV and

Rajasthan Technical University. DOMAIN COMPUTER SYSTEM started
its operations in early 2008 to provide Computer Education, Data Entry
Services, Man power Services with RSBCL & High Court. Later, DOMAIN
COMPUTER SYSTEM supplied computer hardware and services to
RSBCL, Excise department etc.
DOMAIN COMPUTER SYSTEM has also supplied technical supervisor
and operators in UIDAI’s Aadhaar project and in Gujarat, Rajasthan,
Uttar Pradesh, Madhya Pradesh and Delhi.
One of major field project is Socio Economic and Caste Census (SECC) in
Rajasthan where we have deployed more than 800 operators who collect
household data on Tablet PCs. In its current capacity, DOMAIN
COMPUTER SYSTEM is offering best in class services in Data Entry,
digitization and data collection space and has capabilities to take
over projects relating to field surveys, data processing, data cleaning,
database management and Data mining services.
The present course book will empower a trainee to meet all the
requirement, knowledge, skills as specified in Qualification package for
Trainee Associate as specified in reference code RAS/Q0103 published
by NSDC. The course book will impart knowledge through class lectures
as well as practical work for fixed duration every day. The course content
is designed according to need of industrial work environment so
emphasis has been paid in developing and making a trainee well aware of
his duties, functions towards other colleagues and Industry. Regular
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Assessment will fuse the remaining confidence into mind of trainee and
thus preparing him for the industrial work.
PURPOSE / OBJECTIVES:
Individuals in this position interact with customers to understand customer

needs and service them by effecting sales of relevant products.
The individual needs to be physically fit to withstand working in a retail

environment whilst being customer responsive. They would need good
interpersonal and listening skills.
• To display stock to promote sales

• To plan and prepare visual merchandising displays
• To dress visual merchandising displays
• To dismantle and store visual merchandising displays
• To prepare products for sale
• To promote loyalty schemes to customers
• To keep the store secure
• To maintain health and safety
• To keep the store clean and hygienic
• To provide information and advice to customers
• To create a positive image of self & organization in the customers mind
• To work effectively in your team
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Course Details
Course Name- Trainee Associate
Brief Job Description: Individuals in this position display merchandise and

interact with customers to understand their needs to service them with sales of
relevant product offerings whilst working cordially within the team and retail
organization.
1. Key Competencies
Key Competencies are derived from the QP.
Upon Successful completion, the learner will be able to-
• Prepare display areas and goods in a retail store

• Set up and dismantle displays in a retail store
• Label displays of stock in a retail store
• Interpret design briefs for retail displays
• Get hold of merchandise and props to be featured in retail displays
• Evaluate and improve retail displays
• Store equipment, props and graphics for retail displays
• Identify and report security risks
• Identify and report accidents and emergencies
• Protect health and safety as you work
• Work effectively within and with teams across a Retail environment.
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Course Duration
No. of Days: 30
No. of hours per day: 4
Total number of hrs: 120
Total Theory hrs: 40
Total Practical hrs: 72
Total no of hrs for assessment: 8
Eligibility Criteria
NSQF level: 3
Min. Education qualification: 10th
Max. Education qualification: N.A.
2. Module Wise Duration
S. Topic/ Module Duration (hrs) Key Learning Corresponding

No Outcomes NOS Code
Theory Practical
1 To display stock 4 12 This unit applies RAS / N0105
to promote sales to individuals who
display stock to
promote sales in
retail operations
as Prepare display
areas and goods in
a retail store; Set
up and dismantle
displays in a retail
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store; Label
displays of stock in
a retail store
2 To plan and 4 8 This unit applies RAS / N0106
prepare visual to individuals to
merchandising plan and prepare
displays visual
merchandising
displays in retail
operations as
Interpret design
briefs for retail
displays; Get hold
of merchandise
and props to be
featured in retail
displays
3 To dress visual 4 8 This unit applies RAS / N0107
merchandising to individuals to
displays dress visual
merchandising
displays in retail
operations. It
include dress in-
store displays
based on
guidelines; Dress
window displays
based on
guidelines;
Evaluate and
improve retail
displays
4 To dismantle and 4 8 This unit applies RAS / N0108
store visual to individuals who
merchandising dismantle and
displays store visual
merchandising
displays in retail
operations as
Dismantle retail
displays; Store
equipment, props
and graphics for
retail displays
5 To prepare 4 8 This OS describes RAS / N0109
products for sale the skills and
knowledge
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required to
effectively
prepare products
for sale.
6 To promote 4 4 This unit applies RAS / N0118
loyalty schemes to individuals to
to customers promote loyalty
schemes to
customers in retail
operations as
Explain to
customers the
features and
benefits of the
loyalty scheme;
Gain customer
commitment to
the loyalty
scheme
7 To keep the store 4 4 This unit applies RAS / N0119
secure to individuals to
keep the store
secure in retail
operationsi.e.
Identify and
report security
risks
8 To maintain 4 4 This unit applies RAS / N0121
health and safety to individuals to
maintain health
and safety in retail
operations as
Identify and
report accidents
and emergencies;
Protect health and
safety as you
work; Lift and
handle goods
safely
9 To keep the store 4 4 This unit applies RAS / N0123
clean and to individuals to
hygienic keep the store
clean and hygienic
in retail
operations as
Keep work
surfaces clean;
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Get rid of waste

and litter;
Maintain personal
hygiene
10 To provide 4 4 This unit applies RAS / N0124
information and to individuals to
advice to provide
customers information and
advice to
customers in retail
operations as
Provide
information and
advice to meet the
needs of
customers; Help
customers sort
out complaints
11 To create a 4 4 This unit applies RAS / N0130
positive image of to individuals to
self & create a positive
organization in image of self &
the customers organization in the
mind customers mind in
retail operations
as Establish
effective rapport
with customers;
Respond
appropriately to
customers;
Communicate
information to
customers
12 To work 4 4 This unit applies RAS / N0137
effectively in your to individuals in a
team Retail
environment who
are required
within their job
role to work as
part of a team or
to work
cooperatively with
other teams
where no
reporting
relationship is in
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place.
3. General instructions for Trainers
Pre Training:
• Trainer is provided with the training content for reference. For e. g. the
topics you have to train in this program.
• Before leaving for the training site Trainer should make sure that the
trainees have been informed about the training.
• Trainers should make sure they have route map to reach the training site
without any difficulties
• By any chance if Trainer is getting delayed make sure that he/she
should inform the site supervisor that you are getting delayed.
• As soon as the Trainer reaches the training site he/she should meet
training coordinator/ supervisor (to make sure of the training facilities
are available-onsite, offsite).
• Please make sure you have all the required training tools and materials
for conducting the training session (learning cards, sketch pens, raw
materials etc.).
• Check your training equipments such as laptop, projector and camera,
relevant tools (depending on the training site).
• Reach 15 minutes before to arrange for the training session
During the Training
• Start the session with an icebreaker to settle the participants for the
session.
• Welcome and Recap the previous days learning s and clarify the doubts if
any.
• Mark attendance for the trainees at the beginning and the end of the
training
• Follow the session plan strictly.
• Encourage the trainees to ask questions, explore ideas etc.
Close the session with positive strokes
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Specific instructions for Trainers - Course

• Use case stories (live examples) pertaining to the respective course
training.
• Stop and check in between the sessions whether the learners are
learning!!
• Ask the participants to draw a simple action plan with respect to the
course to implement the learning's from the days training programme.
• Use current version of the curriculum/training package linked from the
Course training manual of AITS course page.
• Ensure the delivery and assessment strategies are consistent with those
outlined in the Course Training and Assessment Strategy.
• Discover how to Anchor positive states to gestures, words and pictures
pertaining to course trade during the onsite training.
• Appropriate paper based document repository with respect to course
should be used.
• Assess group and individual needs verbally (actively listening) and/or in
writing.
• Establish trust worthiness with the group
• Establish ground rules and/or reiterate them as needed, modeling and
protection of confidentiality, demonstrating consideration for others
feelings, and acknowledging occasions when trainees may have
unintentionally broken a ground rule or offended someone.
• Acknowledge in advance possible feelings or differences of opinion that a
session may generate.
• Trainer should get away from unclear thinking and unclear structure
before they start the presentation.
• Trainers must communicate effectively with any audience, energy, voice
and presence, reputation and power.
• Become less dependent upon content and script, freeing up your
creativity and passion.
Post training:
• Share/Report the observations found in the training site with the concerned
person (coordinator/supervisor)
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• Record on-going formative assessment results.
Chapter – 1
Introduction
1.1 Retail Sales Trainee Associate:
Retail Sales Trainee Associates work in stores for generating sales and bringing
in revenue for the establishment. This job requires a blend of skill, competency
and immense dedication. Retail sales associates mostly report into a sales
manager and work on their directions for meeting the organization’s objective.
Candidates in the field of retail sales are also often required to attend training
and appraisal programs.
Duties and Responsibilities:

• Interacting with buyers, giving them product presentations and
convincing them to make purchases.
• Strategizing to meet assigned sales targets in the given period of time.
• Completing all the assigned tasks by the retail sales manager.
• Keeping a track of the stock and inventory in the store and placing
orders for replenishing the stock.
• Maintaining the proper display of goods in the store and ensuring that
they comply with the quality standards.
• Evaluating market trends and keeping track of new products and prices
in the market.
• Attending sales training activities.
• Must possess good written as well as oral communication skills.
• Must have good interpersonal skills for interacting with buyers and as
well as convincing abilities.
• Must be a team player and have the ability of meeting assigned targets
Profile description:
The five categories of the retail sales associate profile description are:
•Managing inventory
•Sales
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•Customer Service
•Cashier
•Administrative Duties
1. Managing Inventory:
There are two aspects to this category of a sales associate’s responsibilities:

stock and store floor. In the behind-the-scenes operation of the store, a sales
associate may perform duties such as unloading trucks and keeping overflow
stock organized in the back room or warehouse area. For products that will be
featured on the store floor, a sales associate will be involved in tagging
merchandise with tags (price tags, size tags, sales stickers, etc.). Prices often
change, and sales associates are expected to complete price changes by re-
tagging and/or moving merchandise. Once this is done, they will arrange the
merchandise on the store floor. This means placing the products in an
organized fashion on shelves, racks, counters, and sales displays.
Trainee Associate Duties - Managing Inventory
Aside from merchandise, sales associates are also involved in setting up

promotional displays, such as posters, mannequins, window displays, display
cases, and general seasonal presentation materials. You know the kind: “On
sale!”; “50% off!”; “New arrivals!” etc. Every once in a while, the store layout
may change and the sales associates will assist in shuffling tables around.
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Once all of the merchandise is ready to go, the promotional displays are up,
and the store opens, the sales associate is in charge of maintaining the quality
of the store’s presentation. This means monitoring and maintaining the
inventory stock on the store floor by replenishing any emptying shelves with
new merchandise. Customers will often move items around as they browse the
store, and a sales associate must rectify this by reorganizing things so that
customers aren’t hindered in finding what they’re seeking, or just to have a
more pleasant shopping experience in general. Refolding clothes is a common
example of this type of task for a retail sales associate. Maintaining a neat and
tidy store front is a basic task that you will find in many a sales associate job
description.
To summarize Managing Inventory, a sales associate’s duties in this area

include:
•Maintaining inventory in the back
•Arranging inventory on the store floor
•Tagging merchandise
•Setting up promotional material and displays
•Replenishing inventory
•Reorganizing items
•Maintaining a neat and tidy store
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2. Sales:
Selling products ranks pretty high in the retail sales associate job description.
Depending on which store you’re applying to work for, the interview process
may involve “selling” something simple like a pen to the interviewer.
As a sales associate, you should know your product inside and out. Know the
product’s specifications, price, function, and how it compares to similar
competing products. For example, a sales associate at a card dealership would
have to be able to explain to the customer what the car’s features are as well as
financing and warranty details. An associate selling big screen TVs would need
to know the differences between plasma TVs and LCD TVs.
At the end of the day, a sales associate is trying to sell the product by closing
the deal. Identify what the customer is looking for and help him or her solve
their problem with a product. Use suggestive selling and recommend items that
will appeal to their budget and needs. Answer any questions they may have, or
if you don’t know the answer, direct them to someone who does.
If you can sell things efficiently and quickly, and with minimal supervision, you
are sure to stand out among other sales associates.
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Trainee Associate Duties – Sales
To summarize Sales, sales associate responsibilities in this area include:
•Persuading customers to buy a product
•Be informed of the products’ specifications and information
•Identifying customer needs and directing them to an appropriate product
3. Customer Service:
The customer service part of the retail sales associate job description is closely
related to the previous one we covered, sales. Other than trying to sell
customers products, a sales associate’s responsibility is to provide them
courteous, professional, and prompt service in whatever they need. From a
bright smile when they walk in the door to a polite “thank you” as they leave,
you are expected to make them feel welcome for doing business with you.
Because of this, the best sales associates are outgoing, happy, and like to work
with other people.
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Helping customers finding merchandise is a common example of this type of

service. A sales associate should approach customers who look confused or lost
and ask them if they need assistance locating something. Once you lead them
to the proper location, a good sales associate might point out similar,
complementary, or related items that might be of interest to them. Also,
suggest tips for how to set up or care for the product. If the associate does not
have the answer to a customer’s question, he or she is expected to direct them
to someone who does.
Sales associates are also in charge of providing customers with excellent

service after the sale has been made. Customers may want to return or
exchange an item. Sales associates working the customer service counter must
ensure that the return is processed smoothly, a return receipt or
acknowledgement is provided, and the customer leaves satisfied.
All in all, a sales associate’s job is to help customers solve their problems. You
want to have them leave the store satisfied with the feeling that they
accomplished their goal, and want to return to shop at your store in the future.
Client and customer satisfaction is key to a sales associate’s job description.
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To summarize Customer Service, sales associate duties in this area include:
•Provide courteous and prompt service
•Welcome customers as they enter and thank them as they leave
•Assist customers in locating what they’re looking for
•Provide excellent after-sales service
•Smile
4. Cashier:
Ringing up sales at the cash register is a common responsibility in the retail

sales associate job description. At the cash register, a sales associate is
expected to be able to process transactions such as sales and returns through
a variety of payment types, such as cash, credit cards, debit cards, checks,
store credit, gift certificates. Credit cards may require a signature, while debit
cards require a PIN.
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Sales associates are also expected to know how to enter discounts, rebates,
and promotions on the computer as well as handle taxes and any shipping
charges. Ensure that all of the information is accurate and the customer is
given a receipt of the transaction. After all of the payment stuff is taken care of,
the sales associate must bag, package, or wrap the merchandise.
Towards the end of a shift operating a cash register, or at some other

predetermined scheduled time, the sales associate may be required to balance
the register to make sure that the receipts match the amount of cash within,
and reconcile any differences. Operating the cash register efficiently and
accurately is a mark of a good sales associate. To summarize Cashier,
responsibilities of a sales associate in this area include:
•Operating the cash register
•Processing various payment types
•Process discounts
•Bag the merchandise
•Balance the cash register
5. Administrative Duties:
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Aside from sales, customer service, inventory management, and operating the
cash register, the retail sales associate job description involves a number of
miscellaneous administrative duties. For example, depending on the shift
schedule, an associate may be required to open the store which involves
arriving before the store opens before anyone else and preparing everything for
the big day. On the other hand, he or she may be the last employee to stay and
close the store by cleaning everything and then locking up for the day. An
associate may be expected to perform basic housecleaning such as cleaning
shelves, bathrooms, tables, windows, etc. to accomplish these duties.
Another administrative duty is to answer phone calls to the store in a

courteous manner and relay any inquiries or requests to the right person. A
customer may call in advance to have the store hold something for them, or
ask if the store carries a certain product or has it in stock. Sales associates
may also be asked to work security or loss prevention, to make sure
merchandise theft and damage is kept to a minimum. And lastly, associates
may also be required to hold and attend staff meetings and schedule shifts.
To summarize Administrative Duties, the sales associate job description in this

area include:
•Opening or closing the store
•Basic housecleaning
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•Answer phone calls
•Security and loss prevention
• Attend staff meetings and schedule shifts
Chapter – 2
How to promote sales
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This OS describes the skills and knowledge required to effectively display stock
to promote sales.
1 This unit applies to individuals who display stock to promote sales in retail
operations:
•Prepare display areas and goods in a retail store

•Set up and dismantle displays in a retail store
•Label displays of stock in a retail store
The role may be performed in a range of Retail Operations:
•Department Store
•Supermarket
•Specialty Store
•Fresh Food stores
•Quick Service Food Stores
2. Element:
Prepare display areas & goods in a retail store having the right merchandise at
the right time, at the right place helps to increase business efficiency. Thus by
having a merchandising plan in place ahead stores try to make sure that every
customer walking into the store gets what he/she wants at any given point of
time.
3. General Planning
• Annual Business Plan (ABP) is made in values for the entire financial year.
• ABP is divided into formats/Chains/Categories and later mapped to brands
floor wise or vice-versa.
4. Business plan- Consider all elements

• When a merchandise plan is made we should consider the layout and the
fixture plan allotted for the category/Brand.
• Based on the fixture plan the number of options is counted physically and
agreed upon (until or unless some fixture is added or removed).
5. An example:
Shirts Ideal size mix Based upon the profile of the brand the ideal size mix for
an option is arrived. For example Men's shirts and Men's Trousers size ratio
S:M:L:XL and 30:32:34:36:38:40 will be 1:2:2:1 for shirts and 1:2:2:2:2:1 for
trousers, ideally making it 6 pcs per option for shirts and 10 pcs for trousers.
6. Rules for display:

• Don’t overload
• Floor supervisor to ensure that merchandise density doesn't exceed the
plan and is in line with the defined racking capacity.
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• Do not leave racks empty

• Indenting should happen thrice a week to ensure there is no clutter of
excess merchandise on the floor as well as avoiding potential sales loss
due to unavailability.
7. All sections in Browsers must be filled
8. Use Innovative displays
9. Use themes on Mannequins
10. Color Dock displays
11. Preparing display area Clear and Clean Glass
12. Cleaning Windows Display Click to see video
13. Get rid of waste safely correctly & promptly for returns initiated from the
floor and meant to be sent back directly to the vendor, a prior return approval
has to be there
14. Label displays of stock in retail store
15. In-store indicators Check requirements for labeling Rail Product Shelf
talker Price Qty Item number Indicators are used to show customers some
information.
How to promote sales in retail operations:

1. How to prepare display areas and materials in a retail store:
1.1 show that they know why they need to be clear about display requirements
for stock, space, position of the display and dates, and where to get this
information
1.2 show that they know who to ask for advice and help in solving problems
with display plans
1.3 show that they know how to identify what they need for a display from
plans and sketches
1.4 show that they know why they must check for possible dangers to health
and safety before setting up displays
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1.5 show that they know how to check whether displays will cause an
obstruction
2. Know how to set up and dismantle displays in a retail store:
2.1 show that they know the value of displays and promoting new products
2.2 show that they know how placing products in specific places attracts
attention and promotes sales
2.3 show that they know how to use space effectively when displaying products
2.4 show that they know why they must check for possible dangers to health
and safety when setting up and dismantling displays
2.5 show that they know how to check that the equipment they need to use is
in working order
2.6 show that they know why they should clean and store the materials and
equipment they use in displays and get rid of waste safely
2.7 show that they know how to identify and correct unsafe displays
3. Know how to label displays of stock in a retail store:
3.1 show that they know how proper labeling promotes sales
3.2 show that they know the legal requirements for labeling and what can
happen if the learner does not meet these.
3.3 show that they know the importance of checking that labels are clear and
accurate
3.4 show that they know who to tell about information that may need changing
on labels
3.5 show that they know how to use labelling materials and equipment
efficiently and effectively
4. Prepare display areas and materials in a retail store:
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4.1 identify what they need for the display in relation to stock, space,position of
the display and dates
4.2 ask for clarification promptly when they are not sure what they need for the
display
4.3 check that the display will not cause an obstruction, and report any
problems promptly to the right person
4.4 check that the display area is the right size and report any problems
promptly to the right person
4.5 gather the materials, equipment and stock they need for the display and
check that these are clean, safe and in good working order
4.6 follow company procedures for clearing, cleaning and preparing the display
area before use
5. Set up and dismantle displays in a retail store:
5.1 set up and dismantle the display safely, in line with plans and within the
time allowed
5.2 check that the display is clean, tidy and safe for use once they have set it
up
5.3 check that the display has the levels of stock needed
5.4 clean and store equipment and excess materials and get rid of waste safely,
correctly and promptly
5.5 disturb other people as little as possible while setting up and dismantling
displays
6. Label displays of stock in a retail store:
6.1 check the requirements for labelling stock
6.2 check that the information on the label is clear, accurate and legal before
starting to label stock
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6.3 report promptly and to the right person any information on labels that may
need changing
6.4 attach the right labels to the right products
6.5 fasten labels securely and in positions where customers can see the labels
clearly
6.6 complete labelling within the time allowed
Exercise
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1. ABP stands For:

a). Annual Business Plan
b). Amount of Business Planning
c). Annual Business Process
2. Do not leave racks_____________

a). Empty
b). Full
c). Managed
3. What are the basic operations to be performed in Retail Opartions?
______________________________________________________________________________
______________________________________________________________________________
4. What are the basic elements of Retail?
______________________________________________________________________________
______________________________________________________________________________
NOTES
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__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
Feedback Sheet
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Job Role: - Date:-
Trainer Name: - Candidate Name:-
(5- Excellent, 4- Very Good, 3- Good, 2- Poor, 1- Very Poor)
Dear Candidate, We request you to provide us with open feedback to make this
training process more effective. We shall really appreciate your time in filling up
this form.
Parameters
About Trainer:-
1. How well the trainer interact with the trainees? 5 4 3 2 1
2. How well did the trainer clarify the doubts? 5 4 3 2 1
3. Was language used by the trainer simple and clear? 5 4 3 2 1
4. Did you find the trainer knowledgeable? 5 4 3 2 1
5. How friendly was the trainer? 5 4 3 2 1
6. How successful was he in making session lively? 5 4 3 2 1
Content
7. How good was the learning material? 5 4 3 2 1
8. How well is it related to application at work? 5 4 3 2 1
9. Was it easy and clear to understand? 5 4 3 2 1
Facility
10. Was the place of learning comfortable and safe? 5 4 3 2 1
11. Did the place of learning has clean and hygienic? 5 4 3 2 1
12. Did the basic amenities has qualities? 5 4 3 2 1
Program
13. How useful did the training and do you think it has increased your skills and
knowledge? 5 4 3 2 1
14. How well did it help to improve your attitude towards learning and eagerness to
learn more? 5 4 3 2 1
15. How was the overall effectiveness of the training? 5 4 3 2 1
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Chapter – 3
Visual Merchandising& Principles
2.1 Visual Merchandisers:
Display designers and visual merchandisers use their design skills to promote
the image, products and services of businesses and other organisations.
Display designers focus on designing displays, stands and panels for

exhibitions, conferences and other events. They also produce point-of-sale
displays, which are installed in hundreds of retail outlets.
Visual merchandisers create window and in-store displays of goods for retail
shops and department stores.
The work involves:

• Researching to get an understanding of what is needed, and coming up
with design ideas
• For visual merchandisers, sourcing elements such as lighting, props and
accessories
• For some jobs, installing and dismantling displays, making the most of
the space available, working within a budget and meeting deadlines.
Display designers and visual merchandisers usually work a standard number

of hours each week. This may include evenings to set up displays when stores
are closed. Extra hours may be required as deadlines approach. Part-time work
is possible. Freelance work is common.
They could be based in design studios, at company head offices or design

departments, or in retail stores.
A display designer or visual merchandiser should:

• have a flair for design and colour
• be creative and imaginative
• have practical skills
• understand a company's target markets and know how to appeal to them
• be aware of current trends and activities in design, fashion and culture
• be interested in art and design
• enjoy working creatively in a fast-moving environment.
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Visual merchandising is about presenting your retail space in a way that

maximizes your sales. Strategically presenting your products in your retail
space helps you to create a unique identity for your business. You can set
yourself apart from your competition by making your retail space warm,
friendly and approachable. It includes:
• Display stock to promote sales to customers in a retail environment

• Follow guidelines for planning and preparing visual merchandising
displays
• Order graphic materials for visual merchandising displays
• Dismantle and store visual merchandising displays
• Make props for visual merchandising displays
• Put visual merchandising displays together
Retail displays can help your business to achieve sales because these visual
elements make a good first impression on your potential customers. Retail
displays are an element of your branding. If customers like the way your store
looks and your products are made to look appealing through window, shelf and
stock displays, they are likely to spend more time and money at your business.
Window displays:
Create themes for window displays that reflect your store's style and
personality. Use your window display to make a statement about your business
- for example, to say you are elegant, sophisticated, edgy or contemporary.
31 | P a g e
You should:
• Be topical and seasonal
• Use props, images, signage and products to convey an idea and message
that will help your customers connect with your products
• Change your window displays regularly - make sure products in your
display are easy to find inside the Store but not necessarily at the front,
where your customers will need to look no further
• When you change your window display theme, remember to change your
store's interior theme to match.
Shelf displays:
Plan how you will use your shelf displays to feature your products, and how
much shelf space each product will get.
You should:
• Be careful not to clutter your products

• Place a striking or appealing product in plain view of your entrance
• Capitalize on spaces at the end of shelves
• Place your popular or targeted products between eye level and knee level
• Place your most profitable items at eye level
• Place products for children at children's eye levels.
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Stock displays:
Group related stock items together, and use your premium spaces - for
example the ends of your aisles - to feature profitable products. You should:
• Group similar products together to encourage add-on sales - for example, place
crockery with cutlery
• Group different but related products together to help make companion sales -
for example, include all Components of a bathroom in a bathroom display
• Change your product displays regularly and keep them clean and well ordered
• Feature a few product items, including product blurb and fliers, at your point-
of-sale space.
Creating Attractive Displays:

Creating an attractive product display can draw the customer in, promote a
slow-moving item, announce a sale, or welcome a season. If your store front is
fortunate enough to feature one or more windows, then you have one of the
most proven (and least expensive) forms of advertising at your disposal.
Some stores located in a mall or other structure may lack windows, but don't
despair. There are many places throughout the store to build beautiful
displays.
Visual Display Tool Box:
Before designing a product display, put together a visual display tool box to
keep on hand. By having all of these items in one location it will save time in
actually preparing the display.
•Scissors, Stapler, Two-Sided Tape, Pins
•Hot glue sticks and glue gun
•Monofilament Fishing Line
•Tape Measure
•Razor Blade/Utility Knife
•Hammer, Nails, Screwdriver, Screws
•Notepad, Pencil, Marker
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•Signage, Sign Holders
•Glass Cleaner/Paper Towels
•Props (Non-merchandise Items)
Take time to plan the display. Consider what you want to accomplish, develop
a budget and determine a central theme. You may even want to sketch your
display on paper. Gather your visual display tool box, the merchandise and any
props.
Make sure all materials and location (tables, windows, racks) are clean. Choose
a slow time of the day or build the display after hours.
Elements of Effective Visual Merchandising:
•Balance: Asymmetrical rather than symmetrical balance with the display.
•Size of Objects: Place the largest object into display first.
•Color: Helps set mood and feelings.
•Focal Point: Where product and props/signage and background come

together.
•Lighting: Should accent focal point, if possible.
•Simplicity: Less is more so know when to stop and don't add too many items.
Once the display is finished, add appropriate signage. Take photos of the
display and keep record of the product sales during the display's existence.
Save your information in a file folder for easy reference. By documenting its
success, you can re-create the display next year or if it flops, you can make
sure you don't repeat the same mistakes.
Like any other aspect of retailing, creating an attractive display takes a little
skill and lots of trial and error. As your store changes, so will your
opportunities for visual displays. Keep working at designing eye-catching and
innovative ways to make your retail store profitable through visual
merchandising.
34 | P a g e
Dress Code & Employee Conduct
Employee dress code is business casual attire. No miniskirts, jeans, see-

through clothing, rubber flipflops, ripped pants, spandex, sweats, shorts,
slippers, baseball caps, t-shirts or strapless blouses are allowed. T-shirt/logo
apparel allowed only if it represents a uniform of the company. It is important
that all personnel project a professional image.
• All personal belongings are to be placed in the RMU storage drawers.

• Retailer must conduct business in an ethical and professional manner
at all times.
• Employees should remain at their location during business hours.
Visiting between sales people and time away from the RMU should be
kept short and to a minimum.
• Employees may not bring their children, pets, musical instruments,
radios, stereos, iPads, mobile or standard televisions to work; nor should
friends/family be allowed to loiter at or near the RMU.
• Reading, eating or drinking by RMU employees at the RMU unit during
operating hours is not permitted at any time.
• Breaks must be covered by another individual; employees may not
close forbusiness or shut down RMU doors during the shopping center
hours.
• The retailer is responsible for its employee’s conduct and actions and
will beheld accountable for employee violation of any Shopping Center
policies andprocedures.
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Exercise
1. Visual merchandising is about presenting your retail space in a way that

________________your sales
a). Minimize
b). Maximize
c). Manage
2. Retail displays are an element of your _____________.

a). Business
b). Brand
c). All of above
3 The retailer is responsible for its employee’s ____________
a). conduct
b) actions
c) Both of these
4 . What do you mean by different types of displays include in Retail?

______________________________________________________________________________
______________________________________________________________________________
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NOTES
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
37 | P a g e
Feedback Sheet
Job Role: - Date:-
this form.
Parameters
About Trainer:-
Content
Facility
Program
38 | P a g e
Chapter – 4
Visual Merchandising Planning
4.1 Seven layout tips:
1. Make windows shine:
Many small retailers don't do window displays, letting customers simply look
straight into the shop. That's a mistake, someone says "Just like your eyes are
the windows of your soul, store windows are the eyes of the store," she says.
"Each window should tell a story."
To create an appealing display, use a single color theme to grab attention and
communicate your store's image. It's also important to avoid clutter because in
retailing, space equals luxury, Cahan says. If you cram items together in a
window, they'll look cheap. Think of how Tiffany displays just a few items in
the window, communicating that they are special.
2. Make an arresting first impression:
When customers enter your store, an eye-catching display up front should

make them slow down. Otherwise, they may hurry on through the store and
buy little. Notice how Costco sets up large seasonal displays at its entrances,
often with a product pulled out of its box -- a kitchen appliance or fresh plants
-- that shoppers can stop to touch, smell or try.
3. Steer customers to the right:
Retailers should design their stores to draw shoppers to the right side of the
entryway. Studies have shown that most people naturally look first left, then
right as they enter a store.
4. Lead them somewhere:
Often, small retailers fail to put a compelling display at the end of an aisle,
says store designer Cahan. "They create an aisle that ends at nothing, either a
back wall or a stockroom or the bathroom."
Instead, someone says, retailers might use a long aisle to lead customers to a
new department laid out perpendicular to other racks
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5. Have an angle:
While it's most efficient to lay out aisles parallel to the store's exterior walls,
retailers can create more visual interest by placing them at an angle, Cahan
says. Ideally, aisles could angle in from both sides to a central aisle, forming an
arrow layout that ends in a back-wall display. But only take an angular
approach if you can keep aisles wide enough for customers to navigate easily.
6. Create breaks:
In studying shopping patterns with his clients, Dyches says he finds that up to
20 percent of the store's merchandise is skipped over. That's because long,
uninterrupted aisles don't get people's attention.
7. Offer 'hugs':
People are attracted to round and U-shapes, Dyches says. To get shoppers to
stop at a display, try hanging a circular sign from the ceiling or placing a U-
shaped background, such as a low wall with small sides extending forward,
behind it. These make people want to stop and enter the space, which
resembles a person extending their arms for a hug.
4.2 Planning visual merchandising – retail displays:

Visual Merchandising Plan
Before you embark on a new display or store layout, have a plan in mind.
Below is a 4 step plan, we also have a more thorough plan, with links to
support materials. Planning will ensure your displays have a purpose and
consideration, maximising selling opportunities.
The "PLAN"
P – Purpose, central to any display is “What do you want the customer to do?”
This may sound obvious – “Buy something” but it isn’t. Buy what? The bulk
offer, the three for two, the meal deal.
L – Location. A space 10cm to the left can have double digit impact on sales
and profit. Supermarkets use Planogram software to maximise this. We have
primary, secondary and discovery aspects to a display – primary being the most
40 | P a g e
visible. Band your display area, and ensure you focus your headline in the
primary area.
A – Attention. Your display will compete with 2-3,000 other promotional

campaigns we get exposed to on a daily basis. Why will this grab my attention
more than the others? Movement, light, space, scale – all make your display
catch my eye.
N – Numbers. You must do the numbers to understand what constitutes

success. You don’t have to be an accountant to understand what works and
what doesn’t. As busy people we need to make sure we focus only on what
works.
The checklist:
1.Do you know what you are focusing on with your display?
2.What are you trying to achieve?
3.Is the product a high margin or high profit product?
4.Do you have a theme in mind?
5.Will you use consistent colours?
6.Will you use double facing or pyramids to draw focus to a particular product?
Common Mistakes:
• Too much or too little merchandise
• Lack of theme
• Too many props
• Poorly selected props
• Displays change too seldom
• Too limited display budget
• Lack of attention to detail
• Not applying rules and principles of display
41 | P a g e
4.3 8 steps of visual merchandising planning:

1.Evaluate Space
2.Determine Message
3.Evaluate Merchandise
4.Establish required props, fixtures & tools
5.Consider signage requirements
6.Estimate time to create
7.Create and evaluate
8.Maintain
1. Evaluate Space :
A VM display should be carefully located, to maximise footfall and visibility,

and draw customers to particular areas of your business.
• Where will display be located?

• Why have you chosen this location?
Consider:
◦Mains power
◦Light levels
◦Accessibility & visibility
◦Closeness to merchandise
◦Suspension opportunities
2. Determine Message:
Thinking carefully about what and why you are saying something can ensure it
hits the mark. How many marketing messages do you remember form
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yesterday? Very few I'd imagine. Most messages wash over us – make your
stick!
• What do you want to say?

• What do you want the customer to do?
• How will it fit in with style of store?
3. Evaluate Merchandise:
A display is designed principally to sell product, so think very carefully which

products you intend to focus on.
Which merchandise will you highlight & why?
Base on:
◦Changes
◦Trends
◦Seasonality
◦Price promotions
4. Establish required props, fixtures & tools:
There is a practical element to building displays, here are some things you
should be thinking about.
Secure prior to commencing:
◦Stock
◦Fixings
◦Point of sale
◦Tools
◦Lighting
◦Backdrops – consider leads times for design and print
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5. Consider signage requirements:
If you have a message to say, will it require printed words. This may be in the
form of signage or large POS.
• Estimate time to create

• Is signage a feature of the display?
• Will you use large scale graphics
• Who will design?
◦Consider styling
• Who will print?

• Timing and lead times.
• Plan time to complete
• Double estimates (if inexperienced)
• Consider disruption during trading hours
• Consider theft duringcreation
6. Create and evaluate:
Even the best prepared visual merchandisers rely on their eyes on the day.
Creating, looking and tweaking are essential actions when making something
'just right!'
• Create & tweak, create & tweak

• View from all visible angles
• Consider lighting and how display looks at different times of day.
7. Maintain :
If a display works, it will attract large numbers of customers and engage them.
This can have the effect of ruining your delightful display.
• People will touch, move, remove throughout the displays duration – how
will you manage this?
• Ensure inventory is adequate, neat and orderly
• Ensure you have enough stock – if the display works you will be selling
lots more.
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4.4 Visual Merchandising Planning Involved:

Evaluate Overall Color Schemes
Create a color plan that visually paints the retail space by accenting focal
points that draw customers to specific areas. Coordinate featured items to
provide a core structure for a visual merchandising plan. Match store color
schemes to products. Use dominant store product colors in strategic areas,
such as the entryway and exit. Find and use flattering colors that could evoke
emotion. Include bright colors in aisles as well as in product displays.
Develop Merchandising Themes

Consider the themes of the products, incorporating holidays and special
occasions into item groupings. Send visual messages through seasonal activity
communication. For example, for spring, use floral arrangements with products
as appropriate. Offer information for activities like outdoor parties for summer
and fall, displaying product use. Floral shops and hardware stores could
feature flower bulbs, seeds, pots, gardening tools and information on how to
use them. Use themes to give customers incentives for projects and activities
that relate to the products in the store.
Feature Sale Products Creatively

Build product displays that showcase sale products with accents. Use vibrant
colors that flow naturally with the color scheme of the store. Use product add-
ons for main products featured. For example, place every item that a customer
would need to create the effect of the display within the grouping. Build on
each item with merchandise to display suitable brightly colored items as add-
on sale products. Use accent lights for featured products, since light attracts
attention. Study and examine other retail stores. Consider how to effectively
adapt and create new themes to help design displays. This type of strategy can
enhance visual merchandising plans for increased sales margins.
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Keep a Fresh Perspective

Change all displays on a weekly basis. Use advertisements to guide display
creation. Customers need to experience new products that serve to update old
standards. Regular display changes can also entice customers to return
regularly. Use aspects of entertainment to educate customers who can
appreciate learning how to use products effectively. New displays are more
relevant and interesting. Offer special display-only incentives and indicate
them as such. This strategy may appeal to a customer‘s sense of the potential
associated reward for frequent and regular store visits.
4.5 To dress Visual Merchandising Display:

• Plan one month in advance. A killer retail window display takes time to
create.
• Create a theme. Whether it is season, color, a theme helps unify.
• Put in a setting. A beach, a bedroom, a picnic or other setting helps
engage the viewers' imagination.
• Choose props to frame your display. A few select pieces you buy or make
help draw attention.
• Only a few key pieces of merchandise to show off. A window is for the
items that might not sell as easily on a shelf as others.
• Find one focal piece that "pops" - probably a higher price point. That
means it is colorful or has a bold pattern to again attract interest.
46 | P a g e
• Have multiple layers of height. Just like a good display, you want the
customer to discover various items in your killer window.
• Keep your display at eye level for passersby. View your window display at
all angles including from a passing car.
• Create so they can look into your store. Don't block off the entire view
from your display window into your store because people attract people.
47 | P a g e
• Limit your palette. Just like too many patterns on a person is distracting
so are too many colors in your window. Focus.
• Use at least three colors. While an all white window might seem chic to
you, it won't draw interest like adding a bit of red and black.
• Including faces of customers. Accompanying their testimonials, seeing
your items in their hands, any way you can add interest with actual
customers is a plus.
• Feature customer wants. Your higher ticket items that might not sell as
quickly garner more interest than what customers need.
• Clean it. Thoroughly clean the inside, outside and floor of your display
windows prior to installation
• Avoid SALE! SALE! SALE! SALE! " said.
• Avoid holidays in the middle of the month. Unless it's month long, your
windows can be outdated and make you look out of touch. If you will
change them the day after, OK.
• Don't overfill. Your windows are not your stockroom. Use them to
highlight your best, not as an end cap.
• Change monthly. Just like when you are merchandising displays, they
have a shelf life. Keep them changed to keep customers (and yourself)
engaged.
4.6 Store props and graphics from dismantled visual

merchandising displays
• Assess the space required for props and graphics that are to be put into
storage
o In line with organizational procedures
o In secure but accessible places
o In ways that do not pose a health and safety risk
• Keep up to date storage records in line with organizational procedures
• Report any damaged and/or missing props and graphics in line with
organizational procedures.
4.7 Dismantle visual merchandising displays

• Dismantle displays using working practices.
• Comply with organizational health and safety requirements.
• Attempt to protect the components of the display from being damaged.
• Return merchandise to the designated places in line with organizational
procedures
• Dispose of unwanted items from the dismantled display in line with
organizational procedures
• Keep records of the movement and disposal of items from dismantled displays
in line with organizational procedures
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• Clean display sites and components:

o In line with organizational procedures
o Using equipment and materials suited to the task
49 | P a g e
Exercise
1. Use ____________colors that could evoke emotion.
a). flattering
b). Dark
c). Light
2. Factors of Visual Merchandising _____________.

a). Packaging
b). Presentation
c). Communication Skill
d) All of above
3 How to dress up a Visual Merchandising display?
______________________________________________________________________________
____________________________________________________________________________
4 . Explain Steps involved in Visual Merchandising Planning?

______________________________________________________________________________
______________________________________________________________________________
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NOTES
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
51 | P a g e
Feedback Sheet
Job Role: - Date:-
this form.
Parameters
About Trainer:-
Content
Facility
Program
52 | P a g e
Chapter – 5
Sales Plan
5.1 How to preparing sales process:-

1. Find out which services or products the customer is interested in.
2. Establish your objectives. Do you want to make a sale now, or create initial
interest to justify a later presentation to the decision-maker?
3. Clarify what style and length of meeting the customer wants:

For example, a full presentation, a product demonstration or a short
briefing followed by a discussion.
4. Establish the key message you want the customer to take away from your
presentation - the main benefit that makes your offering attractive.
5. Establish a few key points that support this message; relate your points to
the customer's needs and interests.
6. Prepare a logical argument which will convince the customer to take action:
for example, book a follow-up meeting or place an initial order.
7. Anticipate any objections or questions the customer might raise; decide

whether to answer these in the presentation or just have answers ready.
8. Organize your material into self-contained sections which you will be able to
expand or shorten in the presentation depending on the response.
9. Prepare an introduction and conclusion to introduce the key points at the

start of the presentation and to reinforce them at the end.
10. Collate any facts and evidence to support your argument: for example,
product samples, brochures or customer testimonials. Make sure your samples
work.
11. Prepare a first draft and read through it aloud, leave it overnight and then
revise it.
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12. Identify and prepare any simple, relevant visual aids which will reinforce or
clarify your points: for example, flipcharts, handouts or PowerPoint
presentations.
13. Transfer the key points of your presentation to cards or a summary sheet
and note where any visual aids will be used; discard the draft.
14. Rehearse your presentation until you are satisfied; consider asking
colleagues for feedback or recording yourself.
15. Make sure you know how you will close the meeting and agree follow-up
actions.
5.2 The 7 Steps of the Sales Process:

1. Product Knowledge:
This step is fairly straight forward, but it is also the great undoing of many a
technical expert turned sales person. When one is extremely well versed in a
particular product especially a technical one, it is easy to get caught up in a
monologue of all the great features it provides.
The technical expert turned sales person is so eager to explain how the product
works or why it’s unique that the benefits to the customer are left out of the
discussion. Never assume that a prospect will easily link a feature to a benefit.
That relationship must be stated clearly (something done in the presentation
step 4, after the needs assessment step 5). The acquiring of product knowledge
for a “technician” therefore, is less about the features of the product itself, and
more about how the customer will benefit from those features. When
discussing product, the technicians mantra should be; “So what?” Consider
those two words to be what the prospect thinks every time a feature is
mentioned, and re-learn your product from that perspective.
2. Prospecting:
Prospecting, just as the word implies, is about searching for new customers.
Like product knowledge, this step may seem fairly straight forward but upon
closer examination it becomes more complex. The key to prospecting effectively
is knowing where to dig and what to look for. It’s also important to distinguish
between a lead, a prospect, and a qualified prospect. The most important
element in this step is to create a profile of existing customers. This may have
been done at your company, but have approach tactics (step3) been tailored to
54 | P a g e
match each profile. For instance, you may have identified the following major
market segments: State Governments, County Governments, Consulting Firms,
Federal Agencies, Utilities, Universities, but have you fully profiled each of
these in order to adjust marketing tactics appropriately? A direct mail, seminar
invitation might work well to generate State Government leads, but will it be
effective in developing Consulting Firm leads? For each market segment do you
really know what the ideal customer looks like? These questions should be
answered fully in the “Tactics” portion of a marketing plan.
In the broadest sense, prospecting is an ongoing process that everyone in the

company (particularly the sales force) should be involved in. This simply means
everyone should have their “prospecting radar” up when they are out and
about in the world. Very often, a great lead turned customer was first
discovered after being heard or seen in the news at a party, or event, etc.
3. The Approach
This is where the rubber meets the road in the sales process. For our present
purposes lets consider the approach in the context of a sales call rather than
lead generation (i.e. the difference between a mass mailing and a telephone
call). This is the step where you begin to build a relationship and the
intelligence gathering continues (it started with prospecting). A good approach
is crucial to sales success because it will either identify you as a bothersome
salesperson and cause a prospect’s guard to go up, or it will identify you as an
obliging salesperson with something of value to offer. (There is probably a
middle road too, but you get the idea.). Consider the example of tele-marketers
selling a seminar:
Their product is a seminar, about which they presumably have sufficient

knowledge. They prospect by scanning the house lists for appropriately titled
leads, (generated by earlier prospecting efforts). They approach by saying “I’m
Jay from XYZ and I’m calling to follow up on an invitation to a seminar that we
mailed to you last week. Do you recall receiving it?” Then the dialog begins,
often it’s perfunctory, other times however it can be extremely informative. The
difference more often than not depends on how astute and articulate the caller
is. What do you think is good about this approach? What do you think is bad?”
Quite often the type of call one makes is a follow up to some action i.e. seminar
attendance, brochure mailed, etc. Technically these calls are part of follow up
step 7, but let us address them in the context of a sales approach. What would
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be a good approach for each of the above follow up actions? Think about
eliciting information and advancing the sale (closing, step 6). What would be a
good approach for a cold call?
4. The Needs Assessment
This is arguably the most important step of the sales process because it allows
you to determine how you can truly be of service. To be a highly effective
salesperson, that is to sell to the prospect’s needs, you first have to understand
what those needs are. This means you must think in terms of solving a
prospects problem. The only way to do that is by asking lots of questions. Does
a health practitioner prescribe remedies before a thorough exam? Asking good
questions will not only help you determine what will best suit the prospects
needs, but it builds confidence, trust, and will very often help the prospect
consider issues they may never have thought of. This last point is powerful
because it provides an opportunity to showcase features, which the prospects
answers led you to. What questions would you ask to illustrate how your
product is different/better than a competitor’s. Although intelligence gathering
occurs throughout the sales process, it is at step four where it happens in
earnest. What other information would be important to gather at this stage?
(hint: who’s who, referrals).
5. The Presentation
Remember the discussion in step one, focus on benefits rather than features? If
you consider your product/service in terms of how it benefits the customer,
your presentation will be a focused and relevant dialogue rather than a self
aggrandizing monologue. Nothing is worse than a sales presentation which
proceeds from the sellers perspective. This is why the needs assessment is so
important and why it will ideally flow in and out of this step. A good needs
assessment allows you to tailor your presentation to your audience, and keep it
interactive.
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6. The Close
Eighty percent of sales are lost because a salesperson fails to close. Closing is
about advancing the sales process to ultimately get an order. What you are
trying to sell at each stage may be different. For example, a close early in the
sales process may be to get an appointment to discuss your product/service, in
that case you are selling an appointment not a widget. In a later stage you
might need to meet with a committee, in that case what you are selling is a
meeting. Seeing the sale process in this light takes a little pressure off of each
encounter and makes things a bit more manageable. But don’t be lulled into
complacency, you must ultimately ask for the order and no sales conversation
should ever end without an agreement to some next step. Do not be satisfied
with “we’ll get back to you”, where is the agreement in that? What could you
say in response to such a remark in order to advance the sale?
In large part, closing is about discovering obstacles. Have you heard these
before: “I’ll need to think about it.”, “It’s too expensive.”, “Let me run it buy
some other people.” “Sounds good but I’ve already got one.” What could you say
to overcome these objections?
There are lots of ways to close, indeed closing a sale has become a science unto
itself. Books have been written on this topic alone. But there is one elemental
truth – if you don’t ask you don’t get. Just for fun, following is a sampling of a
few closing techniques from among the many:
— The Ask For It Close. “What do we need to do to get this model into your
organization?”
— The If-Then Close. “If I could demonstrate how an XYZ model provides you
with, (things you know are important based on the prospect needs assessment)
then would you be willing to… demo, rent, buy, switch, etc.”
— The Process Of Elimination Close. “So you like the model, you have use for
it, it’s not too expensive!”
— The Either Or Close. “Will that be cash or charge?”
— The Lost Puppy Close. “I guess I didn’t do my job very well.”
57 | P a g e
7. Follow-up
Good follow up will double your closing ratio. When a sales person makes
contact with a prospect a relationship has been built, and follow up is how it is
nurtured. Staying at the forefront of a prospect’s mind requires persistence and
should not be confused with being bothersome. This is why it’s important to get
agreement on some next step each time there is contact. Follow up therefore
should never end. The pace may slow but it will never end. When a sale is
made, then a new type of follow up begins.
Follow up conversations are best handled by the salesperson who started the
relationship. Who else can better gauge a prospect’s “willingness to buy”, or
pick up where “we last left off”. This means that detailed notes must be kept on
each prospect with particular emphasis on their “state of mind”. It is unwise
and ineffective to keep track of this information anywhere other than a
centralized database.
5.3 How to Sell a Product:

Selling a product doesn’t have to be complicated. At it most basic level, a sales
program is defined principally by what you sell, who you sell it to, and how you
sell it. Beyond that, sales involve staying focused on the details of your product
and customers. As a sales program continues, you will want to keep paying
attention to changing trends and the needs or desires of your customers. By
observing these changes, you will be able to adjust your program and keep
your sales strong.
1. Showing Enthusiasm for the Product:
Share your love of the product.A good salesperson believes in the product that
is being sold, and transfers this enthusiasm to the customer. There are
numerous ways to show your love of a product.
•Don’t neglect body language and tone. You will convey energy and enthusiasm
if you speak clearly about a product, and show expression when discussing it.
On the other hand, if you mumble when customers ask questions about a
product, or cross your arms over your chest, then it will appear like you are
distant and don’t care about the product.
•Be prepared to discuss how you use the product, or how other satisfied
customers have. Specific stories about the product make it relatable to
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customers. For instance, if you’re selling a shampoo, you can tell a customer
something like: “My hair is usually so frizzy, but ever since I’ve started using
this it’s been as smooth and straight as it is right now.”
2. Study your product:
If you are able to convey knowledge about the product, and to answer
questions that customers may have, then they will understand that you really
care about the product. If you find the product worthwhile, they are more likely
to as well.
•It is absolutely vital to know your product inside out. If you do not know
something a customer asks of you, try saying something like “I don’t know the
exact answer for that, but I’ll be happy to look into it and get back to you right
away. What’s the best way to contact you when I find the answer?”
3. Ensure that the product has been adequately explained:
If you are not doing direct, person-to-person sales, then you will need to
ensure that good product information is supplied via retail packaging, point-of-
purchase displays, and any marketing materials.[5] Even if you are selling
products directly or making a pitch, having good product information on
display will help you convince customers.
•Make sure that all product information is informative, true, and complete.
•Make sure that the language on product packaging and marketing materials is
clear, direct, and easy to read.
•Invest the time and money to ensure that your product, packaging, and
marketing materials look good—high-quality photos, vivid colors, etc.
4. Anticipate your customers’ motivations:
You want to be able to answer any questions that customers may have about a
product, but even more importantly, you want to anticipate those questions.
This shows that you understand customer needs. Make sure that you are able
to connect emotionally with customers by addressing those needs.[9]
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•Think about your typical customers. What motivates them? What needs do
they have? Are they young? Single? Wealthy? Do they have families?
•Once you have an idea of your customers in mind, think about how your
product can help them meet their needs or reach their desires.
5.Convert the customer's motivations into the product's characteristics :
In marketing, this is known as "positioning," and it consists of equating the

product with the customer's hopes and desires. A number of factors are
important when positioning a product[11]:
•Position the product in the best spectrum of the market possible. Don’t pitch
the product too high or too low in terms of affordability and luxury.
•Position the facts about the product according to the person you're selling it
to. You may have a handful of different facts, but it's up to your skill to know
which of those facts best serve each individual sale.
•Don't fudge facts or lie outright. Product positioning is about perception, not
deception.
•Position the facts so that they transcend the product itself. This means that
the desirable, positive values associated with the product are what sell it.
Companies that excel at this include Coca-Cola, Apple, and many designer
goods or labels. Think about how your product will connect with a customer’s
lifestyle or values, and not simply serve a function.
•For instance, if you are trying to sell a relatively high-end minivan to a wealthy
older person, you might mention its luxurious features. Do this by saying
things like: “Take a look at that wood trim—it’s just beautiful. And those soft
leather seats—they’re so comfortable. They’re perfect for taking a nice sunset
drive.”
•If you were trying to sell the same minivan to a family with three children,
however, you would emphasize its more utilitarian features. For example, you
could say things like: “The third seat adds lots of room for carting friends
around. It also folds down when you need room for hauling groceries, sporting
gear, and things like that. And did I mention that side air bags and anti-lock
brakes come standard?”
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6. Be honest about your product:
Long-term lovers of your product will only come about if you've been honest
with them. This means being transparent in your delivery of product
information and also admitting your own lack of knowledge or mistakes you've
made. Don't be afraid of honesty; it builds trust.
•If you ever are not able to answer customers’ questions or supply them with
what they need, offer to follow up with them later, as soon as you are able to.
•Make sure customers know they can come back to you later if they have
questions or concerns.
•If it ever turns out that a product isn’t right for a customer, be honest about it
and help the customer find what he or she really needs.[12] Even if you don’t
make the sale today, your honesty and generosity will be remembered, and can
translate into future sales.
•For instance, if you are trying to sell a sports car to customer who eventually
tells you that he has five young children who he drives to school everyday, you
could say something like: “Well maybe you’d be better off with a good minivan
or SUV. But if you’re ever in the market for a second vehicle, come back and
talk to me and I’ll help you get a good deal.”
7. Close the sale:
There are many styles and methods of closing a sale, but one of the most
effective has the mnemonic, ABC: "Always Be Closing."[13] As you confirm your
prospective buyer's interest in the product, put forward trial closes like, "Does
this sound like the product you want?" or “So what do you think? Will this
meet your needs?”
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Exercise
1. Which Phase sets the tone for the whole interaction?
a) Approach/Opening the sale

b) Probing/Questioning
c) Demonstration/Presentation
d) Trial Close
2. Which phase is important to know your product.
a) Approach/Opening the sale

b) Probing/Questioning
c) Demonstration/Presentation
d) Trial Close
3 Explain steps included in Sale Process?
______________________________________________________________________________
____________________________________________________________________________
4 .What do you mean by Closing the sale process?

______________________________________________________________________________
______________________________________________________________________________
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NOTES
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Chapter – 6
Organization’s loyalty scheme
6.1 Be able to communicate to customers the features and

benefits of the organization’s loyalty scheme
a. Ask customers questions to determine:
• If they are members of the organization’s loyalty scheme
• If they are interested in joining the organization’s loyalty scheme
b. Describe to customers the benefits of joining the loyalty scheme, including

any current special offers relating to the scheme
c. Respond to any customer queries concerning the loyalty scheme while

highlighting the benefits of joining it . Provide customers with any information
they need about the scheme to help them decide whether to join it.
6.2 Be able to gain customers’ commitment to the

organization’s loyalty scheme
a. Ask customers who are showing signs of interest to sign up for the loyalty
scheme.
b. Provide the loyalty scheme membership application to customers.
c. Provide customers with information on how to complete their application for
the loyalty scheme.
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6.3 How to maintain store secure?

A Supervisor's Responsibilities for Maintaining Store Security:
Keeping a store safe and secure is necessary to ensure that employees and
customers can work, conduct business and shop in a relaxed and inviting
atmosphere. Creating this environment is not an easy task and is often
something that requires the participation of management and direct
supervisors. Because supervisors are often charged with the day-to-day
operations of a retail store, there are many security-related responsibilities that
almost solely fall within their job descriptions.
Creating Store Policy

For a store to be secure, a security policy must be in place. This policy should
include what specifically the staff will do to prevent theft or other dangers to
employees and customers as well as who is responsible for completing each of
these tasks. Supervisors will likely work with the management team to create
and update this policy, ensuring that it is reflective of the store's security needs
and makes the building a safer place to work and shop.
Educating Staff
Supervisors are often charged with educating the staff about security
procedures. This training may include updating staff members on changes in
the security policy or informing new staff members of the policies already in
place. Supervisors may be asked to hold educational meetings regarding safety
policies or to create handbook passages that directly pertain to this topic. For
example, a supervisor may hold a meeting to inform staff of what they should
do if they believe they spot a shoplifter, ensuring that all workers know what is
expected.
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Protecting Customer Information

Thieves may be more interested in what they can hack from your hard-drive
than what they can find in your cash register. Because keeping digital
resources secure means protecting the identities of customers, supervisors
should stay abreast of digital-safety requirements. This means working with
management to keep networks secure and reporting any potential breach of
security immediately so the negative impact can be minimized and customer
information protected.
Report Security Breaches

If a security breach occurs on a supervisor's watch, he is often the one
responsible for contacting the appropriate authorities as well as the store
manager. By reporting these security breaches, the supervisor can ensure that
they are dealt with promptly. This improves the manager's ability to control
damage and gives law enforcement the opportunity to investigate the situation
immediately, which makes it more likely that officials can gather useful
evidence.
Securing Cash
At the end of the night, the task of securing the cash and receipts collected
during the day often rests with the supervisor. The supervisor typically is
responsible for counting, cataloging and storing the day's cash before it is
deposited into the bank. Often, some cash is kept on hand and locked in a safe
overnight.
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Exercise
1. Respond to any customer queries concerning the loyalty scheme while
highlighting the_____________
a). benefits of joining it
b). methods
c). requirements
d). All of these
2. Who is responsible for counting, cataloging and storing the day's cash ?
a). supervisor
b). Store Keeper
c). Administrator
3 How to maintain store secure?
______________________________________________________________________________
____________________________________________________________________________
4 .What do you mean by Loyalty Scheme?

______________________________________________________________________________
______________________________________________________________________________
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NOTES
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Chapter – 7
Health and safety
7.1 Overview:
Health and safety in retail environments can be far more complicated than in
other sectors. In many industries, employers need to protect their workers from
accidents and ensure good working practices, but in retail, there is also a need
to protect the health and safety of customers as well as those that work for the
company. Because of this, health and safety in retail environments needs to be
taken extremely seriously, and by far the best way to ensure good practices is
by having the right health and safety documentation, which ensures each and
every employee, knows their responsibilities.
• Health and safety policy

For retail, the most important health and safety document is the Health and
Safety Policy. Written health and safety policies are now a legal requirement for
all companies with more than five employees, and in retail, they are essential to
protect both the workforce and the customers, as they ensure everybody in the
business knows their responsibilities and will therefore reduce the risk of
accidents. Health and safety policies needn’t be complicated, and policy
documentation can be amended to suit your individual needs, but in brief, a
health and safety policy should set out the aims of a policy and then include all
the necessary guidance to prevent accidents and health and safety risks.
• General policy statement

A policy statement simply sets out the aims of a health and safety policy. This
should include such things as:
o To consult with employees on matters that affect their health and safety
o To provide and maintain equipment
o Ensure safe handling and use of substances
o Provide information, instruction and supervision for employees
o Ensure all employees have adequate training
o Prevent accidents and work-related illnesses
o Maintain a safe and healthy working environment
o Review and revise the policy as necessary
• Reducing accidents
The main advantage of a clear health and safety policy is that it helps identify
and manage the risks associated with a retail environment. Unless potential
risks are set down on paper, it can be impossible to identify all the possible
hazards that could cause injury to employees and customers. This sort of risk
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assessment should include all aspects of health and safety, and include such
items as:
o Hazardous substances
o Gas appliances
o Manual handling
o General safety requirements
o Health and safety rules for visitors and contractors
o Use of machinery
o Welfare facilities (toilet facilities, rest areas etc)
o Pest control arrangements
o Lone workers
o Environmental Protection
• Health and safety procedures

In addition to risk assessments, health and safety policies should also detail
important procedures, including
o Accident reporting, including filling out accident books, reporting
incidents and important contacts such as hospitals and clinics
o Understanding fire safety arrangements, including fire assembly points,
location of fire extinguishers and the correct procedures to follow on
discovery of a fire
o Staff training: the frequency and details of specific training, who is
responsible for it and the types of record that are kept
7.2 To keep the store clean and hygienic

Cleaning is an important aspect of ensuring a customer’s visit is a pleasant
one. A well-kept and tidy store increases the chance of a return visit or
customer recommendation.
The main issue for retailers is weighing up the level of cleaning that is required
during trading hours against cleaning that takes place when the shutters come
down. Deciding which is right for your business is an important factor worth
careful consideration.
• Daytime cleaning vs. night-time cleaning

For retail businesses, meeting customer expectations is vital. Maintaining a
clean and tidy store is part of the reputational challenge that retailers face, as
they strive to please shoppers.
To keep up with demand, most stores adopt a ‘clean as you go’ approach where
staff are expected to clean shop surfaces and floors as part of their day-to-day
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job. Where there is often high footfall during store opening times, staff will find
a suitable time, normally when the shop is less busy, to sweep the floor or wipe
a dusty surface. Store managers can oversee this process by introducing
protocols such as hourly checks of customer toilets to ensure customers are
satisfied with store cleanliness. Displaying a log sheet showing toilets are
checked hourly is just one simple method to provide shoppers with confidence
about a store’s hygiene standards.
The advantages of retailers employing a ‘clean as you go’ approach is that

stores will appear tidier during the busier hours as staff are trained to react to
any spillages or dirt that is beginning to gather. On the other hand, cleaning
out of hours or ‘night-time cleaning’ allows for more thoroughness as
customers are no longer a barrier to carrying out tasks such as mopping the
floor.
• Auditing
Frequently reviewing cleaning procedures helps retail businesses to find a
balance between staff cleaning while the store is open and cleaners coming in
after hours.
Retailers must ensure in-house staff have a good understanding of cleaning
procedures and products, while third-party cleaners should be monitored
closely to guarantee compliance.
Installing dilution control systems brings simplicity to dilution control,

providing cleaning operatives with the ability to dilute concentrated cleaning
solutions for use in trigger sprays or a mop bucket without the need for
complex calculations. This not only helps to save product by limiting overuse,
but it is operationally faster and helps maximize the standard of cleaning and
creates a cleaner and tidier store.
• Choosing the right products

Retail stores are commonly diverse spaces and each different area of a store
has distinct cleaning requirements. As there is often high footfall during store
opening hours, choosing the most efficient materials and products for the job is
essential.
Consolidation through the use of multi-purpose cleaning products is the most

cost-effective and efficient choice for retailers. Many retail stores are placed in
prime locations on the high street and back-of-house storage spaces are often
only small, therefore consolidating cleaning products means that less space is
required to stock them. This also helps shop workers feel less overwhelmed
about cleaning duties, as multi-purpose products are versatile enough to apply
to different surfaces.
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• Training & employee engagement

When introducing new staff members to the shop floor, an important part of
the training programme is to make sure they know which products to use and
where. After hours, it is then left to external cleaners to thoroughly clean shop
floors and surfaces before trading begins the next day.
Deciding on the level of cleaning required out of trading hours begins with self-
auditing, where area managers carry out performance checks by entering a
store in the shoes of a customer. The outcome may be that the out of hours
cleaning needs to be increased or refresher training sessions for store workers
is the solution.
The solution for most retailers is to maintain a balance of both daytime and
night-time cleaning so that after the working day, the store is cleaned from top
to bottom and during the day cleaning isn’t neglected.
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Exercise
1. Most important health and safety document is the______________.
a). Health and Safety Policy
b). Loyalty Policy

c). Health and Safety Procedure
2. Risk Factor _____________.

a. Hazardous substances
b. Gas appliances
c. Manual handling
d. All of these
3 Explain Day-time cleaning vs. night-time cleaning?
______________________________________________________________________________
____________________________________________________________________________
4 . Explain procedure to keep the store clean and hygienic.?

______________________________________________________________________________
______________________________________________________________________________
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NOTES
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Chapter – 8
How to provide information and advice
to customers
8.1 Method to provide information:
The way your customers feel towards you is important. The more you show you
care about them, the more they’ll likely want to continue working with you.
With that in mind, providing good customer service to your clients should
naturally be a major priority in your day-to-day schedule. This article lists tips
and suggestions for ensuring that you’re treating your clients well.
1. Respond to Clients as Soon as Possible:

Speed is everything, especially when a client is requesting something
that’s time-sensitive. Try to reply to your clients as soon as you can.
Procrastinating on a response to a client’s email, phone call or voicemail
doesn’t help anyone; you’re going to have to reply eventually, so why not
do it as soon as possible? Avoid that "mark as unread" button in your
email client.
Even if you can’t work on the task they’re requesting you to accomplish
right away, at least let them know you got their request and then supply
them with a timeline of when you’re able to get the task completed. If you
can’t find the time to perform the task, it will be considerate of you to let
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them know as soon as possible so that they can make alternative

arrangements.
2. Keep Clients Updated:

Feelings like you’re lost and that you don’t know what’s going on is one
of the worst situations you can be in when you hire someone. Even if you
don’t have anything major to report, you can still let your employer know
what you’re working on and how things are progressing. Are you on track
on milestones? Did you find something that might become an issue later
on? Status updates give clients reinforcements that they’re involved in
the project.
If you’re experiencing trouble with something, let them know right away.
It shows that you’re keeping them in the loop and that you have things
under control. If it’s something major, communicating your concern right
away allows clients to plan for possible delays in the project’s completion.
3. Go the Extra Mile:

If a client asks for you to do something that truly won’t cost you a lot in
time and income, you have the option of going the extra mile and doing it
for them. Not only wills this result in an indebted and happy client, it
can also go a long way in terms of keeping yourself in their radar for
future projects.
4. Fix Your Mistakes:

If you did something that didn’t end up working, you should repair it. A
quick way to lose a client forever is not admitting that you are at fault
and not fixing your own mistakes. You should always strive for a high-
quality output; it shows that you have a high level of standards in your
craftsmanship.
Not taking responsibility of your own blunders is a sure-fire way of
gaining a bad business reputation. Transparency is important in any
business; service work is no different.
5. Listen to Your Clients:

It’s important to listen to what your clients are communicating to you.
Like, really listen. Understand what they are saying and ask for
clarifications on things that might be ambiguous. Clients might be
unfamiliar with certain terminologies in our profession, and what you
think they mean might be different to what they actually mean.
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Listen to what their needs are, and then offer your suggestion on the best
way to go about fulfilling their needs.
6. Keep Your Promises:

If you say you’re going to do something, make sure you do it. It’s part of
being a professional. If you need more time on something, you should let
them know as soon as possible, not after you’ve already missed the
deadline. Honoring your commitments is very important.
7. Don’t Confuse Clients with Jargon:

Try to explain whatever the problem is as best as you can without
making the client feels stupid. When proposing a solution, make sure
you state it in terms they understand. You could use analogies that are
relevant to them. Read more about how to talk to clients effectively as
well as how to get your ideas across to clients.
8. Be Patient:
I’ve lost count of how many times I’ve exhausted my patience on my
clients. But I’ve never actually showed them my agitation. If you feel like
the client is overstepping their boundaries, let them know in a cordial
and professional manner. You just don’t want to start yelling and cursing
at the people you make a living off of. Maintain professionalism at all
times.
9. Know Everything You Need to Know:

You are a paid expert. Someone is giving you their hard-earned money to
do something they believe you have a high level of mastery of. You need
to keep yourself up-to-date with the profession and always be ready to
answer questions your client needs to know. If you exhibit signs that you
don’t know your craft inside out, you risk the chance of ruining your
professional reputation.
10. Put Yourself in Their Shoes:

If you were in their shoes and were being treated the way you’re treating
them, would you enjoy that experience? If so, you’re doing a good job. If
not, you probably want to get a little better. It’s important to constantly
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evaluate the way you communicate with others. Our profession is heavily
reliant on communication skills.
8.2Methods
Methods to create a positive image of self &
&organization
organization in
the customers mind
Establish effective rapport with customers
• Meet your organization’s standards of appearance and behavior.

• Greet your customer respectfully and in a friendly manner.
• Communicate with your customer in a way that makes them feel
valued and respected.
• Identify and confirm your customer’s expectations.
• Treat your customer courteously and helpfully at all times.
• Keep your customer informed and reassured.
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• Adapt your behavior to respond effectively to different customer

behaviour.
Respond appropriately to customers:
• Respond promptly to a customer seeking assistance.

• Select the most appropriate way of communicating with your
customer.
• Check with your customer that you have fully understood their
expectations.
• Respond promptly and positively to your customers' questions and
comments.
• Allow your customer time to consider your response and give
further explanation when appropriate.
Communicate information to customers:
• Quickly locate information that will help your customer.

• Give your customer the information they need about the services
or products offered by your organization.
• Recognize information that your customer might find complicated
and check whether they fully understand.
• Explain clearly to your customers any reasons why their needs or
expectations cannot be met.
Organizational Context (Knowledge of the company /

organization and its processes):
• Organization’s standards for appearance and behavior.

• Organization’s guidelines for how to recognize what your customer
wants and respond appropriately.
• Organization’s rules and procedures regarding the methods of
communication you use.
• Recognizing when a customer is angry or confused.
• Organization’s standards for timeliness in responding to customer
questions and requests for information.
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8.3 Steps to Building an Effective Team
The first rule of team building is an obvious one: to lead a team effectively, you
must first establish your leadership with each team member. Remember that
the most effective team leaders build their relationships
relationships of trust and loyalty,
rather than fear or the power of their positions.
Consider each employee's ideas as valuable. Remember that there is no

such thing as a stupid idea.
Be aware of employees' unspoken feelings. Set an example to team
members by being open with employees and sensitive to their moods and
feelings.
Act as a harmonizing influence. Look for chances to mediate and resolve
minor disputes; point continually toward the team's higher goals.
Be clear when communicating. Be careful to clarify
clarify directives.
Encourage trust and cooperation among employees on your team.
Remember that the relationships team members establish among
themselves are every bit as important as those you establish with them.
As the team begins to take shape, pay close att
attention
ention to the ways in
which team members work together and take steps to improve
communication, cooperation, trust, and respect in those relationships.
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Encourage team members to share information. Emphasize the

importance of each team member's contribution and demonstrate how all
of their jobs operate together to move the entire team closer to its goal.
Delegate problem-solving tasks to the team. Let the team work on
creative solutions together.
Facilitate communication. Remember that communication is the single
most important factor in successful teamwork. Facilitating
communication does not mean holding meetings all the time. Instead it
means setting an example by remaining open to suggestions and
concerns, by asking questions and offering help, and by doing everything
you can to avoid confusion in your own communication.
Establish team values and goals; evaluate team performance. Be sure to
talk with members about the progress they are making toward
established goals so that employees get a sense both of their success and
of the challenges that lie ahead. Address teamwork in performance
standards. Discuss with your team:
What do we really care about in performing our job?
What does the word success mean to this team?
What actions can we take to live up to our stated values?
Make sure that you have a clear idea of what you need to accomplish;
that you know what your standards for success are going to be; that you
have established clear time frames; and that team members understand
their responsibilities.
Use consensus. Set objectives, solve problems, and plan for action. While
it takes much longer to establish consensus, this method ultimately
provides better decisions and greater productivity because it secures
every employee's commitment to all phases of the work.
Set ground rules for the team. These are the norms that you and the
team establish to ensure efficiency and success. They can be simple
directives (Team members are to be punctual for meetings) or general
guidelines (Every team member has the right to offer ideas and
suggestions), but you should make sure that the team creates these
ground rules by consensus and commits to them, both as a group and as
individuals.
Establish a method for arriving at a consensus. You may want to
conduct open debate about the pros and cons of proposals, or establish
research committees to investigate issues and deliver reports.
Encourage listening and brainstorming. As supervisor, your first priority
in creating consensus is to stimulate debate. Remember that employees
are often afraid to disagree with one another and that this fear can lead
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your team to make mediocre decisions. When you encourage debate you
inspire creativity and that's how you'll spur your team on to better
results.
Establish the parameters of consensus-building sessions. Be sensitive to
the frustration that can mount when the team is not achieving
consensus. At the outset of your meeting, establish time limits, and work
with the team to achieve consensus within those parameters. Watch out
for false consensus; if an agreement is struck too quickly, be careful to
probe individual team members to discover their real feelings about the
proposed solution.
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8.4 Rules to be followed while working in team
• Communication:
Effective communication ensures that all team members know
what is required of them. By conducting regular meetings and
sharing information, the project team manager creates an
environment where team members can demonstrate their
individual contributions to the effort, as well as ask clarifying
questions. This minimizes ambiguity and prevents
misunderstandings and conflict. To build rapport, an effective
project leader conducts team-building exercises to foster good
communication. For example, play a survival game by asking
your team to identify 12 items they would need to survive on a
desert island. This exercise helps the group come up with
strategies for conducting productive discussions and making
decisions.
• Collaboration:
Working in a team environment typically involves collaborating
with others to solve problems and develop innovative solutions.
Behaving collaboratively includes valuing the contributions of
others, brainstorming ideas with team members, and sharing
tasks to get work done efficiently. For example, using social
media technology, team members can debate alternatives to
problems by contributing to wikis, blogs or forums.
• Time Management:
Team members depend on each other to complete tasks
according to the plan so that work flows smoothly from one
process or task to the next. Effective time management involves
prioritizing, scheduling and focusing on work to maintain
productivity. For example, to operate efficiently, team members
should assess each task as important or urgent. Important
activities typically lead to personal achievement. Urgent
activities require immediate attention and may be associated
with demands from superiors. By categorizing activities, you
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can identify distractions and interruptions, and minimize them

in your schedule in the future. This helps you focus on work
that truly contributes to the overall team’s goal as well as your
personal career objectives.
• Business Acumen:
To work effectively on a team, members need to know their role
and the overall project objective. Then, they can analyze
situations that arise, diagnose the problem, and propose
solutions that help the collective team work more effectively
towards reaching the goal. This might involve managing a
budget, handling risks, making policy decisions, or managing
change. To develop skills in business acumen, conduct team-
building exercises that present scenarios to your team
members, and give them the opportunity to participate in role-
playing activities. For example, divide your team into pairs.
Present a challenge relevant to your business, such as dealing
with an angry project sponsor who provides funding to the
project. Have one person play the role of the sponsor and
explain his concerns over an issue, such as a cost overrun.
Instruct the other person to play the role of an employee and
respond to the issue, such as why the project requires
additional resources and funding. This exercise helps employees
practice communicating clearly to demonstrate that they truly
understand how the business works.
87 | P a g e
Exercise
1. The first rule of team building is__________
a). Leading a team
b). Time management

c). Patience
2. Organizational Context include_____________.

a. Organization’s standards for appearance and behavior.
b. Organization’s guidelines for how to recognize what your customer
wants and respond appropriately.
c. Organization’s rules and procedures regarding the methods of
communication you use.
d. All of these
3 Explain rules to work in Team Management?
______________________________________________________________________________
____________________________________________________________________________
4 .How to pass information among employees?

______________________________________________________________________________
______________________________________________________________________________
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NOTES
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89 | P a g e
Feedback Sheet
Job Role: - Date:-
this form.
Parameters
About Trainer:-
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90 | P a g e
Trainee Associate
91 | P a g e

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Trainee Associate Version 2.0.

Participant’s Guide/Workbook for

DOMAIN COMPUTER SYSTEM has been started by alumni of RGPV and

Individuals in this position interact with customers to understand customer

The individual needs to be physically fit to withstand working in a retail

• To display stock to promote sales

Brief Job Description: Individuals in this position display merchandise and

Key Competencies are derived from the QP.

Upon Successful completion, the learner will be able to-

• Prepare display areas and goods in a retail store

No. of hours per day: 4

Total number of hrs: 120

Total Theory hrs: 40

Total Practical hrs: 72

Total no of hrs for assessment: 8

Min. Education qualification: 10th

Max. Education qualification: N.A.

2. Module Wise Duration

S. Topic/ Module Duration (hrs) Key Learning Corresponding

Get rid of waste

3. General instructions for Trainers

During the Training

Close the session with positive strokes

Specific instructions for Trainers - Course

• Record on-going formative assessment results.

Duties and Responsibilities:

There are two aspects to this category of a sales associate’s responsibilities:

Trainee Associate Duties - Managing Inventory

Aside from merchandise, sales associates are also involved in setting up

To summarize Managing Inventory, a sales associate’s duties in this area

•Maintaining inventory in the back

•Arranging inventory on the store floor

•Setting up promotional material and displays

•Maintaining a neat and tidy store

Trainee Associate Duties – Sales

To summarize Sales, sales associate responsibilities in this area include:

•Persuading customers to buy a product

•Be informed of the products’ specifications and information

•Identifying customer needs and directing them to an appropriate product

Helping customers finding merchandise is a common example of this type of

Sales associates are also in charge of providing customers with excellent

To summarize Customer Service, sales associate duties in this area include:

•Provide courteous and prompt service

•Welcome customers as they enter and thank them as they leave

•Assist customers in locating what they’re looking for

•Provide excellent after-sales service

Ringing up sales at the cash register is a common responsibility in the retail

Towards the end of a shift operating a cash register, or at some other

•Operating the cash register

•Processing various payment types

•Bag the merchandise

•Balance the cash register

Another administrative duty is to answer phone calls to the store in a

To summarize Administrative Duties, the sales associate job description in this

•Opening or closing the store

•Answer phone calls

•Security and loss prevention

• Attend staff meetings and schedule shifts

•Prepare display areas and goods in a retail store

4. Business plan- Consider all elements

6. Rules for display:

• Do not leave racks empty

7. All sections in Browsers must be filled