Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Semester : 3rd
AT
TO
By
RAMESH KUMAR MAHTO
FACULITY GUIDE
Signature:
Name: - Prof. Sriram
Signature & Seal of the Learning Center
STUDENT’S DECLARATION
T.JOHN Business School 3
I here by declare that the Project Report conducted at
TO
Is my original work and the same has not been submitted for
the award of any other Degree/Diploma/Fellowship or other
similar titles or prizes.
ACKNOWLEDGEMENTS
T.JOHN Business School 4
It was a great pleasure to undertake this 2 nd Semester project as integral
The Dean of our Institute and I am extremely thankful to him foe give the opportunity
Placement Officer), the faculty guide for having taken interest in my training
program. I would like to thanks all the respectable staff members for the kind Co-
chiranjivee, Liyam and my friends richard, shiv kumar , pradeep lal , rashmi, for
INDEX
Chapter 1- INTRODUCTION
APPENDIX
BIBLIOGRAPHY
CHAPTER 1- INTRODUCTION
• Learn all the management processes and terms like RTV, PICS.
Today, Shopper’s Stop has acquired the status of a pioneer in organized retailing in the
country. It has a very strong national presence and is also well connected with the
International Retailing scene. It is the only department store chain in India to be a member of
IGDS, “International Group Of Department Store” where only the best store of each
country gets an opportunity to be a privileged member. Shopper’s Stop plans to become a 49
store company by 2010, with a total retail selling space of over 3.6 million square feet.
October 1991: Shopper’s Stop is launched as a Men’s ready –to –wear garments
store in Andheri, Mumbai.
March 1992: 27th March 1992 saw the addition of Shirting, Suiting and Boys
sections.
May 1993: A separate division for children was started on the third floor with
merchandise of girls, boys and infants.
July 1993: Catering till now to only garments, we realized the potential for
accessories and added a section on jewellery, cosmetics and watches.
August 1993: Institutional sales – a new concept of selling was ushered in. This
involves taking up bulk orders from customer who were not the end users i.e. sales
to corporate clients, sale of gift hampers and gift vouchers, dress kits etc.
April 1994: 3rd April 1994 saw the launch of our in house brand of merchandise
Stop.
December 1994: W e entered business schools and recruited our, first batch of
Management Trainees. Today we recruit a minimum 20 students per year from
colleges all over India.
October 1995: The second store Of Shopper’s stop with an area of 38,000 sq ft was
opened in Bangalore.
September 1996: ‘The festival of Britain’, in collaboration with the British High
Commission was celebrated in both the Bombay and Bangalore stores for a period
of over 21 days spread over the moths of September & October.
May 1998: Shopper’s stop made it entry into the land of the Nawabs Hyderabad;
and true to the style of the land, it opened with an area of 72, 700 sq ft.
December 1998: The corporate office of Shopper’s stop from the retail store
premises to MIDC, Andheri (East).
November 1999:From Jaipur we went to the capital city Delhi where we opened our
next unit of 50, 000 sq ft at the Ansal plaza Mall.
March 2000 :Oracle Financials were brought in and implemented across the
country.
December 2000: Mumbai got a new landmark as we opened our store at Chembur.
January 2001:The corporate office was shifted from MIDC to Malad (west)
May 2001:We opened a new store at Pune on May 20th 2001. A kargil hero
honoured us by cutting the ribbon.
October 2001:The event ‘7 Wonders ‘ was launched. A promotion where lucky draw
winners were flown to the 7 wonders of the world. This event saw look-alikes of
October 2001: Also saw the launch of Rmaco Human resources Information
System, an ERP that automates all the HR activities.
November 2002: Kandivli the 4th store in Mumbai city opened as the first store in the
history of the company with wireless POS machines.
January 2003: The 11th store in the chain was opened at Gurgaon with an area of
27,000sq ft.
March 2003: We ventured into Kolkata, capital of West Bengal, the land of the
intellectuals and set up our first store on Elgin Road.
April 2003: We opened the 13th store in the chain and the 5th store in Mumbai at
Mulund.
Februalry2004: We opened the 14th store in the chain and the 6th store in Mumbai at
Inorbit Mall, Malad.
June 2004: Kolkata got a 2nd store at salt lake; the 15th in our chain. The size of the
store is 42,065 sq ft. The design and the fixtures are very contemporary. Every
October 2004: we opened our 16th store in the chain and the 2nd one in Bangalore at
Banerghatta road.
April 2005: Pune’s up market M.G. road saw the addition of a 2nd store in Pune.
May 2005: Juhu got a new landmark with the 7 th store in Mumbai being opened
near the main hub of juhu, the famous Iskcon Temple. The store is spread over 3
levels and measures about 55000sq ft. The façade is combination of a glass curtain
and alucobond panel that highlights the window displays and graphic panels. The
presentation concept of the interiors is minimalistic and contemporary which is
achieved with use of light colours brushed steel and glass.
June 2005: We opened out 20th store in the chain at Shipra, Ghaziabad . It is
strategically located to cater to residents of Noida, Ghaziabad and East Delhi. The
store measures approximately 39000 sq ft (Carpet area). And is spread over two
floors. The façade is in a classical style with combination of arches & minarets.
July 2005: India’s First ever M.A.C was store launched at Shopper’s stop, Juhu.
M.A.C. (Make up art cosmetics), globally the professional artist’s brand of choice for
fashion, film, TV, theater, music and photography, is the first brand under the
Esteem Lauder portfolio to enter the retail Indian market. It has broad line of colors,
cosmetics, makeup tools, skin care, foundations and accessories targeting the
professional makeup artist and fashion forward consumers.
December 2005: Our 1st specialty home store ‘Home Stop’ was opened in
Bnagalore with great fanfare. The vision behind Home stop is to ‘Create your home
with us’. The store takes care of making your Home from a House. It is a stop
solution for all your Home needs.
T.JOHN Business School 18
March 2006: Launch of BRIO at Bangalore. BRIO offers a stylish, new world of
gourmet coffee, specialty tea and delectable European bistro fare which promises to
offer something which all the coffee connoisseurs across the country have never
experienced before.
May 2006: Launch of HyperCITY at Mumbai. We made a foray into food and general
merchandise retailing through HyperCity, our 124000 SQ. ft hypermarket. The
product offering includes fresh fruits and vegetables, groceries, apparels, electronic
appliances etc all under one roof.
December 2006: Launch of our first store in the city of Nawabs, Lucknow.
Measuring approximately 53000 sq. ft. and spread over the three floors, it is the
anchor store of the E-city Fun Republic Mall at Gomti Nagar.
February 2007: Shopper’s Stop Ltd. And Hypercity Retail India Pvt. Ltd. Sign a
Memorandum of Understanding to enter into a franchise agreement for the ARGOS
formats of catalogue and Internet retailing, with Home Retail Group. Home Retail
Group s UK’s leading home and general merchandise retailer with sales of over 5.5
billion pounds in the last financial year.
April 2007: We open our first store in Noida at “The Greater India Place” mall. This
the Shopper’s Stop’s fourth store in NCR. Spread over 54000asq.ft of retail space,
the look and feel of the store is refreshing. Spacious and uncluttered. It gives
customers the ease to sop at their own pace. show windows along the periphery are
the highlights so the store. Priority is given to customer convenience with kid’s play
area, babies’ nursery, alteration desk, and large cashiering banks The interiors are
minimalist and contemporary. Light colors, brushed steel and glass with and
customer friendly signage.
July 2007: We opened our 22nd store of Shopper’s Stop in the country and the
second store in Delhi at Raja Garden. This new Shopper’s Stop store is the largest
department store in the country with a retail area of 1.35 lakhs sq, ft and houses an
overwhelming range of premium international and national brands.
To be a Global Retailer in India and Maintain No.1 position in the Indian Market in
the Department Store Category.
Positioning
Customer Profile
Shoppers’ Stop’s core customers represent a strong
SEC A skew. They fall between the age group of 16
years to 35 years, the majority of them being families and young couples with a
monthly household income above Rs. 20000 and an annual spend of Rs.15000. A
large number of Non - Resident Indians visit the shop for ethnic clothes in the
international environment they are accustomed to.
Range of merchandise…
The stores offer a complete range of apparel and lifestyle accessories for the entire
family. From apparel brands like Provogue, Color Plus, Arrow, Levi’s, Scullers,
T.JOHN Business School 21
Zodiac to cosmetic brands like Lakme, Chambor, Le Teint Ricci etc.,
Shoppers’ Stop caters to every lifestyle need. Shoppers' Stop retails its own line of
clothing namely Stop, Life , Kashish, Vettorio Fratini and DIY. The merchandise at
Shoppers’ Stop is sold at a quality and price assurance backed by its guarantee
stamp on every bill.
Their motto: “We are responsible for the goods we sell”.
International Affiliations
Shoppers’ Stop is the only retailer from India
to become a member of the prestigious
Intercontinental Group of Departmental
Stores (IGDS). The IGDS consists of 29
experienced retailers from all over the world,
which include established stores like
Selfridges (England), Karstadt (Germany),
Shanghai No. 1 (China), Matahari (Indonesia), Takashimaya (Japan), C K Tang
(Singapore), Manor (Switzerland) and Lamcy Plaza (Dubai). This membership is
restricted to one member organization per country/region.
In a major revamping exercise, it has changed its logo, baseline, uniforms, shopping
bags, and looks, among others, though, it will not change its black and white colours.
Explaining rationale behind retaining colours, Govind Shrikhande, CCA & Chief
Executive Officer, Shoppers’ Stop, said, “It is more classical, rich and authoritative,
something Shoppers’ customers connect with. Black and white gives us a strong
brand recall value.”
“The simple but classic new logo without the old elliptic ring, which has an
international look and a timeless appeal, carrying the new baseline ‘Start something
new’ prods customers into taking a step ahead to upgrade themselves to the next
level in life.
“The change in the identity is just the beginning of a wave of strategic movements
which is being made in people, people practices, introduction of new ways of
BRAND LOGO :-
• Retains the current core value of the brand Trust, Comfort & Warmth.
• Is a reflection of our brand’s new charcter Inspiring guide, Progressive &
Dynamic, Imaginative & Thought leader.
BRAND SYMBOL :-
UNIFORMS :-
SHOPPING BAGS :-
• Fashionable, classy bags designed.
• New look , gives a brand new image
IN STORE COMMUNICATION :-
ADVERTISING :-
The virtual store will be a boon for people who want to send gifts to their loved ones
living and within and without the city. Expecting sizeable business from this
segment, Shoppers' Stop is tying up with support service providers to over come the
myriad complexities involved in logistics and back-end operations.
Says the company's general manager “ information systems, Anish Shah, "We have
made arrangements for logistics, payment gateways and call centres for goods
ordered over the website." However, virtual store transactions will be initially
restricted to the cities where the company has its brick & mortar outlets.
Interestingly, the `virtual store' -- a Net-enabled computer -- will be there in every
Shoppers' Stop store, enabling a shopper to order on the web, specifying the place
of delivery after seeing the goods in the physical store.
Shoppers' Stop, the first retail chain in India to invest on an ERP package, is again
investing heavily on software. This time around, the company is buying a software
package called Arthur Planning, and a data warehousing solution from JDA, USA
from which it bought the ERP package. "Arthur Planning is useful in measuring the
stock position at the store shelf level and for auto replenishment of the shelves," Mr
Shah explains.
That aside, the software package helps in studying sales patterns and identifying
slow moving items and the reasons thereof. According to Mr. B.S. Nagesh,
managing director and chief executive officer, Shoppers' Stop, the chain enjoys a
comfortable stock turnover ratio of six times. The company's six stores and three
warehouses are networked with the corporate office at Mumbai.
After registering a turnover of Rs 160 crore for the year 1999-2000, Mr Nagesh is
targeting sales of Rs 270 crore and a net profit of Rs 16.2 crore in the current fiscal,
on an equity capital of Rs 24 crore. The company had privately raised Rs 60 crore
from financial institutions and venture capitalists. As per the plans on the drawing
board, Shoppers' Stop plans to have around 23 stores by the end of 2004, with
major cities having multiple retail outlets.
Recently, the company opened its 50,000-sq.ft store in Chennai. Set up at an outlay
of Rs 10 crore, Mr Nagesh expects the Chennai store -- the company's sixth outlet --
to break even in 18-24 months time. "We expect to clock Rs 30 crore sales in the
first year of operations," he remarks.
One of the unique features of the Chennai store is the housing of Crosswords, the
bookstore, and Music World, the music store belonging to the RPG group. The
company has entered into a revenue sharing agreement with Music World for the
purpose. It may be recalled that the Rahejas acquired 51 per cent equity stake in
Crossword store some time back. According to Mr Nagesh, this format will be
implemented in all future stores. In Mumbai, Shoppers' Stop has tied up with Planet
M (of the Times of India Group) for music retailing.
The company's experiment with the franchisee model through its Blues Bizaar retail
chain was not successful. "We were not able to devote sufficient management time
in managing the chain," says Mr Nagesh. Of the three Blues Bizaar stores -- two
Mr Govind Shrikhande, Chief Executive Officer, Shoppers’ Stop, told Business Line,
“We are looking at giving credit at lower values and there would be new versions
and models offered within our credit card facilities currently available.”
With intentions of increasing consumption at its stores, the retailing chain is planning
to give credit between Rs 5,000 and Rs 10,000 for buying lower value items.
Having associated with Citibank for its co-branded card for the past three years, the
credit facilities given so far have been restricted to big-ticket buys such as furniture
especially during the festival season. Adds Mr Shrikhande, “All these years we have
been offering credit to buy big-ticket items ranging from Rs 50,000 to Rs 80,000. But
now we are looking at giving easy loans with lower interest rates.” The interest rates
charged for these cheaper loans would range between 9 and 10 per cent of the
principal amount.
Targeting the existing 1-lakh loyalty card members and credit card holders with its
new credit offerings, the retailer expects to generate additional consumption this
festive season. “We have been working on a new credit card model for the past two
months and expect consumers to avail themselves of this benefit across categories,”
says Mr Shrikhande. Recently, the Future Group also decided to give credit to
consumers through Future Money after tying up with its financing arm Future
Capital. Mr Kishore Biyani, CEO, Future Group, said, “Through Future Money we are
able to create a product that can increase consumption.” Besides, Reliance Retail as
part of its hypermarket, has also launched a financial service division (Reliance
Finance) to provide the consumers retail loans (at affordable EMIs) at the point of
sale.
The B&M functions works on 2 seasons (spring- summer and autumn winter). Each
season is broken down into 6 periods with 26 weeks with planning and monitoring
done at the weekly level.Based on market research /information, past performance,
analysis and forecasts for fashions and trends in the ensuring season, the B&M
teams plans the product range for all our stores.
There are 5 teams who are responsible for delivering all merchandise needs of our
customers. The teams are:
1. Men’s
2. Ladies and kids
3. Youth fashion and denims
4. non apparels
5. Private brands
• Financial planning – The B&M team converts the corporate financial plan into
divisional and departmental plans covering sales, margin, markdown and
inventory.
• Range planning – Range planning is where our teams decide how much to buy of
each option, and when to put it on the shelves for the customer to pick up . This is
derived from the financial plans formulated for each season, for each division and
department. Our B&M team with the help of the software can fine
tune the range for each store.
BUYING- The team is responsible for scanning the market for trends, fashion and
customer buying behaviour on the basis of which they decide on the merchandise to
be bought for a particular season, they are also development of private brands. As a
part of the function they coordinated with the design teams for samples, range plan ,
with the strore planning department for space allocation in the store and with the
marketing department for the promotional activities of the various BRANDS. They
also corordinate with the visual merchandising department to create a visual ppt
norm for their category in the store.
Our private brands- We have a strong focus on our in-store brands, whch are
also called private labels. These help us the complement product range that we
Our gift vouchers- We also sell gift vouchers, which are purchased by our
customers for gifting purpose. These gift vouchers can be used in any of our store
for purchase of any merchandise or service.
Design- The core of entire private label business, this team is for conceptualization
to the designing of apparels of all SSL brands. The team ensures the right balance
of fashion & customer need while designing the looks. The team is subdivided into
categories like Menswear (classic /fashion/ ethnic), Ladies (classic/ ethnic/ fashion)
and kids wear. Fashion forecast and the collection are presented for every spring
summer & autumn winter season. The design team also takes care of the visual
imagery of each SSL private brands by creating the story boards for the seasonal
photo shoot.
Quality Assurance- ensures the quality of the products and set the quality
standards and process for the merchandise. They are involved in vendor evaluation,
selection and monitoring. They audit the vendor in different stages of manufacturing
and finished goods to assure the compliance to standards. They are also
responsible for defining Quality assurance procedure with respect testing,
inspection, tolerance, sampling plan
And communication formats is the part of the responsibility for the quality assurance.
As an ongoing mechanism they are also involved in the analysis of customer
complaint to prevent recurrence.
Distribution and Logistics- A function without which chaos and confusion with
prevail as this department ensure the each and every store receives merchandise
tagged, is in a salable condition, is made available on time, and as soon as the
requisition is placed be it any season of the year. The responsibility of this
department doesn’t end at that. They also manage the reverse logistic process that
Central merchandising- The central merchandising team plays the integral role in
the delivery of the company’s buying and merchandising process. It tracks the
performance across product categories through information available , analysis and
control. They are specifically responsible for managing the store planning process
taking in the inputs from retail operations and buying and merchandising. This
department is also responsible for seasonal budgeting and mark down activity. This
department has implemented phase 1- of Arthur planning based merchandise
strategic planning system called FM WSSI (Financial management weekly sales
stock and intake) The system supports merchandise planning i.e. projecting and
fixing plans at chain, sub department, stock id and week level.
Corporate planning- The corporate planning department works with the group
management on various aspects of strategic development for the group across all
retail formats and brands, include planning, implementation and performance
management.
Loyalty- The first citizen is one of the oldest loyalty programs is the country today. It
is the largest retail loyalty program in the country. A loyalty program which has
swelled the number of our loyal customers , day after day , month after month and
year after year.
The origin:-
Conventional marketing wisdom supported by research suggests that:
• Cost of acquiring a new customer is 5 times more than
retaining one
• Chances of selling to existing customer 1:2 , as against to a
prospect 1:16
• Customer switching brands because of no contact from the
company : 61%
• Number of people to whom one unhappy customer
communicates his
dissatisfaction :-
The first citizen program today contributes to 63% of the comaspny‘s turnover and
our loyal customer base has growth to a strength of 7 lakhs at last count.
The management of the loyalty program is a complex task. The primary objectives
are as follows:-
On a corporate level Gift vouchers are bought for incentives programs , Rewards &
Recognition programs and during festive periods like Diwali & New year as this the
time most corporate gift their clients and business partners. The business has been
VISUAL MERCHANDISING- is the way we want our products and services to look
and feel to maximize sales. The team creates, organizes, and sustains the vital
communication between brand & consumer, from events to window displays and in-
store focal points. As a ‘silent salesperson’ and ‘vanguard of standards’, the
members of team collaborate closely with the buyers, merchandisers, designers,
store planners, and operations team.
BUSINESS DEVELOPMENT- This department has first sighted all the new stores
that Shopper’s Stop Ltd, is now. The main role of this department is to spear head
the expansions of shopper’s stop Ltd. It identifies new markets and taps potential of
these markets after doing thorough analysis of the city/locations They assess the
acquisition plan of the opportunity after evaluating finer parameters that will give
Shopper’s stop Ltd. The cutting edge vis-a vis customer satisfaction and competition
e.g. ideal location in particular city/ location. They do a complete financial feasibility
of a project and negotiate with the property owner. They are the one point contact
with the property developer and all other departments of Shopper’s Stop ltd. Its is
the responsibility of this department to ensure and safeguard the interest of
shopper’s stop ltd. By ensuring delivery of the project and complete legal
documentation and compliance through the associate departments including
STORE PLANNING: The Store Planning team design new stores in term of look and
feel overall ambience as well as plan renovation In the existing stores as per the
requirement s from B&M and operation. They design the visible elements in the
FINANCE AND ACCOUNTS: They ensures their adequate cash flow and monitor
the funding needs of the organization besides ensuring profits and Loss Accounts
and the Balance Sheet Reflect the true and fair picture of the organization. This
team is responsible for all Statutory and internal audits of the company .Bedside’s
management of the company’s assets, they are responsible for capital and asset
accounting , revenue generation and accounting, expenses incurred , ensuring
compliance with the various statutory requirements relating to corporate entities and
are in charge of the overall financial control of the company. Budgetary control of the
company’s incomes and expenses is also key areas for this team. That’s apart, They
Also Scrutinize the financing of new projects /units.
LEGAL AND SECRETARIAL: this dept. provides support for drafting and vetting of
various agreements and other doc in respect of smooth operation of stores, and take
adequate steeps for protecting the intellectual property of company. They were
closely with all fn for compliance of various formalities required in company. The
dept. also handles the secretarial work in respect of board of directors , share
holders meeting , ESOPS and compliance of various of laws and corporate
governance requirement.
HUMAN RESOURCES: The people of Org. are its source of sustain competitive
adv. The HR function of Shoppers Stop is responsible for this most responsible and
dynamic asset of org.-people. This team is responsible for individual throughout its
journey within the org. The function seeks to maximize organizational productivity
through optimal management of people resources. Through effective and innovative
practices in associate recruitment and selection, learning and dev., reward and
Receiving Bay In
charge
RETAIL OPERATION
MANAGER
Customer care
Department Manager
Associates
Cashier
Service manager First Citizen/
Customer service
Desk
Unit/ Co-ordinator
Unit HR HEAD
Unit HR HEAD
Receptionist &Telephone
Unit Admin/Maint. /Sec.
Head Operator
Executive – IB Sales
Executive- Accounts
1.Unit Head/Retail Manager: Topmost authority in the unit, responsibility for the
topline growth, store process and audit, improving service standards leading people,
improving profitability and resource management strategies for increasing sales,
budgeting and control and is responsible for overall store image. He/she reports to
the Area/Regional Controller.
2.Retail Operation Manager (ROM): report to the Unit Head and is responsible for
customer analysis, competition mapping, and manpower availability and shrinkage
control.
3.Department Manager (DM): reports to ROM and is responsible for setting the
floor, manpower planning, and inventory management, achieving sales objectives,
team management and shrinkage control.
4.Unit HR Head: reports to the Unit Head and is responsible manpower planning,
recruitment selection and induction, training and development, performance
management, handling employee grievances, employee communication and policy
implementation, welfare activities and ensuring all statutory compliances are
adhered to.
5.Unit Admin and Security Head: reports to the Unit Head and is responsible for
smooth functioning of the housekeeping activities, security, and reception, for
purchase of non-trading items, maintaining fixed assets and sale scrap and fixed
assets as and when the need arises and to housekeeping, security and
administration departments are met.
7. Unit Visual Merchandising Head: reports to the Unit Head and is responsible for
visual presentation of store, focal points and windows, events, and cost and vendor
management.
8.Unit Marketing Head: reports to the Unit Head and is responsible for execution of
all events, promotions and schemes, getting tie ups for store promotions and
catchments area study.
9.Unit Co-ordinator: reports to the Unit Head and is responsible for maintenance of
office reports, documents creation, updation of Infozone reports and collation of
sales data.
11.Units Account Head: reports to the Unit Head and is responsible for all
monetary transactions in the store, proper counting for scheme recovery, revenue
control, proper accounting of concessionaire dues, sales tax payment, statuary
compliance, PICS controls and documentation, interbranch reconciliation with
services office, control functions and coordinating internal audits.
12.Executive Accounts: reports to the Unit Accounts Head and assessed him/her
in all the activities related to the accounts functions in the unit.
13.Cash assistance: reports to the Unit Accounts Head and is responsible for
monetary transaction in the store.
16.First Citizen Desk: This desk performs the following functions at the shop floor:
17.Customer Service Desk (CSD): This desk performs the following functions at
the shop floor:
a. Exchange of merchandise (provide the exchange policy is satisfied) brought
in by the customers and delivery of the same.
b. Alteration of garments with the help of tailoring staff and delivery of the same.
c. Gift-wrapping of merchandise.
d. Solving queries and complaints of the customers if any.
a. Preparing yourself- Store opens at 11:00 a.m. Before it opens ,we should
be ready on the floor to attend the customer, by arriving at 10:30 a.m.
i) Smile on the face
ii) Positive attitude
iii) Good listener , understanding the customer
iv) Having good product knowledge
v) Making our counter clean and ready for the customer.
b. Preparing selling environment- All of us were working in their respective
departments, which indicates our selling environment . They were certain
steps that help us to prepare our selling environment like :-
viii) Isolating defective products, will prevent store form bad word of
mouth, as customer may get a bad image about the store.
• All other days apart from weekends, are not so hectic, customer entry is less ,
as being week days. At times I noticed that regular customer prefer shopping in
the weekdays only , as they think that they can shop comfortably and relaxingly ,
avoiding all rushes and busy trial rooms
VAN HEUSEN
The Bass Weejun was introduced in 1936. Geoffrey Beene shirts were launched in
1982.
In 1987, Phillips-Van Heusen acquired G.H. Bass. In 1995, the corporation acquired
the Izod brand, followed by the Arrow brand in 2000, and the Calvin Klein company
in 2002. [2]
After acquiring Superba, Inc. in January 2007, PVH now owns necktie licenses for
brands such as Arrow, DKNY, Tommy Hilfiger, Nautica, Perry Ellis, Ted Baker,
Michael Kors, JOE Joseph Abboud, Original Penguin and Jones New York. [3]
The corporation will begin making men's apparel under the Timberland name in
2008, with women's apparel to follow in 2009, under a licensing agreement.
Phillips-Van Heusen today announced on May 28, 2008 that it has decided not to
renew its license agreements to operate Geoffrey Beene outlet retail stores and will
close its Geoffrey Beene outlet retail division by the end of fiscal 2008. The
expiration of the retail license agreements will not affect the Company's license
agreement for Geoffrey Beene brand dress shirts and men's sportswear, which has
been renewed for an additional term ending December 31, 2013.
Historically, Phillips-Van Heusen has not had a strong advertising presence of its
own, preferring to let its department store customers market their products within its
stores.
On October 4, 2007, Phillips-Van Heusen announced that it was taking over naming
rights to the Meadowlands arena currently known as Continental Airlines Arena. The
new name will be IZOD Center. The name change will be effective on October 31,
2007. The corporation will pay about $1.3 million a year over the next five years for
the naming rights, and will handle marketing for arena events.
Historically, Phillips-Van Heusen has not had a strong advertising presence of its
own, preferring to let its department store customers market their products within its
stores.
Van Heusen, which opened its new Flagship store in Kochi, was planning to
increase its stores to 50 from present 20 within three to five years.
The brand represents the premium executive segment in corporate wear and had
recently enhanced its range of accessories and stepped into the innerwear segment
too, he said.
What can one say about the world's largest selling dress shirt and India's biggest
premium business wear brand that will serve as a fitting introduction? The fact is that
Van Heusen has made every fashion season a landmark one. The Rs. 225-crore
brand, selling 1.5 million garments a year, has emerged as the definitive mark of
power, style and sophistication.
Van Heusen is known to bring the latest and most contemporary international styles
to the country over the years. It has a complete lifestyle range of products for men in
shirts, trousers, outerwear and knitwear apart form an extensive range of
accessories like innerwear, neckties, belts, bags, eyewear, shoes and cuff links.
This year indeed proves to be a landmark year for Van Heusen. It has not only
achieved the distinction of becoming the largest brand in the country but in order to
catapult itself into the future, it has identified two Mega opportunities - Woman and
Youth, in the Indian Demographic Landscape.
These two singular initiatives along with robust growth in premium menswear will
make Van Heusen leapfrog to Rs 600 crore in the next three years. While "Van
Heusen Woman" for the Contemporary Indian Woman will complete the Lifestyle
Offering of Van Heusen,
Austin Reed is a British fashion retailer founded in 1900 known for its
menswear. It is an upmarket chain with over 70 retail outlets. Its flagship store is
located on Regent Street.
These designs are used for some definite purpose. A number of marketing research
studies are based on such designs. It is focused on the accurate description of the
variables present in the problem.
These designs try to find a complete and accurate description of problem situation
by providing specified methods for selecting the sources for information and the
procedure for collecting the data from these sources. The data is collected in such a
manner that the ambiguous nature of cause and effect relationship in the
phenomenon is reduced to maximum extent.
PRIMARY DATA:
The primary data are those which are collected as a fresh and for the first time and
thus happen to be original in character. The primary data is collected in the process
of questionnaire and interviews of the outlets.
The various methods of primary data collection are:
Observation Method
Interview method
Questionnaire Method
SECONDARY DATA:
The secondary data are those which have already been collected by someone else
and which have been already been passed through the statistical process.
The various sources of secondary data are:
Company Records and Information
Business Magazines
Various publication of the central, state and local government
It is necessary for the researcher to know not only the research methods/techniques
but also the methodology. Researcher also need to understand the assumptions
underlying various techniques and they need to know the criteria by which they can
decide that certain techniques and procedure will be applicable to certain problems
and other will not. We used in the context of our research study and explain why we
are using a particular method or technique and why we are not using others that
result are capable of being evaluated either by the researcher himself or others.
Research is a common parlance refers to a search for knowledge. One can also
define research as a scientific and systematic search for pertinent information on a
specific topic. The meaning of research is a careful investigation or enquiry specially
through search for new facts in any branch of knowledge. According to Clifford
woody, research comprises defining and redefining problems, formulating
T.JOHN Business School 56
hypothesis or suggesting solutions collecting, organizing and evaluating
data. Making deductions and reaching conclusions and last carefully testing the
conclusions to determine whether they fit the formulating hypothesis.
To gain familiarity with the phenomenon or to achieve new insights into it.
To portray accurately the characteristic of a particular individual, situation or a
group.
To determine the frequency with which something occurs or with it is
associated with something else.
To test a hypothesis of a casual relationship between variables.
1. Name
2. Phone no :-
3. Age :-
4. Occupation :-
_ Student _Employee
_ Business _Profession
_Yes
_ No
_Sometimes
_Yes
_No
_Price
_Quality
_Color
_Fashionable
8 .Low cost , good fitting and comfort , variety in clours, if all are given
for formals despite of brand name , will you like to buy the brand?
_Yes
_No
_Austin reed
_Vanheusen
10. Why?_________________________-
_Formal shirts
_Trousers
_Formal Skirts
_Casuals
12.Why ?____________________
_Pricing
_Brand name
_Comfort &Fitting
_Fashionable /Trendy
_Highly statisifed
_Satisified
_ Neutral
_Dissatisfied
_Highly dissatisfied
_________________________________________________________
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Thank you , dear customer for your precious time and response.