Final Retail 1 PRJT

Retail Marketing Towards pantaloon
CHAPTER 1
INTRODUCTION
Running a successful retail enterprise is a formidable task. Dealing With multiple

products and ensuring their availability at the right place at the right lime and in
the right quantities can be complex indeed. Perhaps the best way to understand the
intricacies of retailing is to learn from the experiences of those who have made a
mark in the industry. We take a look at Pantaloon's expertise in merchandising, we
go through the Intense planning process emphasizes that having great products is
fine but having a specific focus is more essential and sourcing expertise shows
how the right mix of products is a perfect match for success.
Future Group
Future Group is one of the country’s leading business groups present in

retail, asset management, consumer finance, insurance, retail media, retail spaces
and logistics. Future Group companies includes, Future Capital Holdings, Future
General India Indus League Clothing and Galaxy Entertainment that manages
Sports Bar, Brew Bar and Bowling Co. Future Capital Holdings, the group’s
financial arm, focuses on asset management and consumer credit. It manages
assets worth over $1 billion that are being invested in developing retail real estate
and consumer-related brands and hotels.
Pantaloon Retail (India) Limited
Pantaloon Retail (India) Limited, is India’s leading retailer that operates

multiple retail formats in both the value and lifestyle segment of the Indian
consumer market. Headquartered in Mumbai (Bombay), the company operates
over 7 million square feet of retail space, has over 1000 stores across 53 cities in
India and employs over 25,000 people.
The company’s leading formats include Pantaloons, a chain of fashion

outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a
supermarket chain, blends the look, touch and feel of Indian bazaars with aspects
of modern retail like choice, convenience and quality and Central, a chain of
seamless destination malls. Some of its other formats include, Depot, Shoe
Factory, Brand Factory, Blue Sky, Fashion Station, all, Top 10, mBazaar and Star
and Sitara. The company also operates an online portal, futurebazaar.com.
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A subsidiary company, Home Solutions Retail (India) Limited, operates

Home Town, a large-format home solutions store, Collection i, selling home
furniture products and E-Zone focused on catering to the consumer electronics
segment.
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CHAPTER 2
CORPORATE IDENTITY
Corporate Identity
1) Corporate Credo
At Pantaloons, they take pride in challenging conventions and thinking out

of the box, in traveling on the road less traveled by. The corporate doctrine
‘Rewrite Rules, Retain Values’ is derived from this spirit.
• Family Vs. an individual
• Unlimited choice Vs. limited
• Create a pan Indian model Vs. get something from the west
• Enter and grow the industry Vs. enter a growth industry
• Top line and bottom line Vs. only top line
• Manufacture Vs. outsource
• Build your own brand Vs. sell others’ brand
• Mass customers Vs. class customers
2) Logo and Tagline
The logo of Pantaloons primarily consists of the color green which

represents freshness. This is perfectly in sync with their tagline which is
‘Fresh Fashion’. There are also elements like green leaves that have been
adapted to create a fresh approach to the design. Advertisements which are
targeted to the youth keep fashion in the foreground to be able to enforce the
tagline into the minds of the customers. Advertising agencies are also told to
center the creative concept of the ad campaign around the constant new and
changing trends in fashion, thus remaining in sync with the tagline of
Pantaloons as well as what they believe in and offer to their customers.
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3) Mnemonic
Since Pantaloons stands for Fresh Fashion, the color green reinforces the
same. The green leaf on shopping bags, membership cards, signages, shelf
talkers such as sales and discount notification, promotional offers etc.
4) Mascot
The mascot of Pantaloons Retail (India) Ltd. comes from the logo of the
mother company – the Future Group which has an orange bird which
signifies optimism, growth, achievement, strength, beauty, rewards and
perfection.
5) Collateral Design
Any form of communication like faxes, e-mails, direct mailers has the logo
of Pantaloons as given below.
6) PR / Promotional kits:
a) Marketing Calendar
The events are organized on the basis of occasions which come on a

yearly basis. In total there are 14 special occasions listed in a year for
e.g. Holi, Diwali, etc. the events are decided after the mark down budget
has been made in the marketing plan (made on a yearly basis)
a) Among the in-house celebrations/events conducted by Pantaloon,

the recent example of “Women’s Week” could be considered
wherein every woman who comes and shops for Rs.1500 and
above would be awarded with a voucher of Rs.800. Apart from
this provision was made for them to get their photographs clicked.
The best photo was then awarded with a voucher of Rs.2000 from
Cygnus
b) They also conduct the “End of Season Sale” on a periodic basis

which is also used to generate remaining sales apart from the
events mentioned above. The “End of Season Sale” also accounts
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for being the most successful sale/promotional event for

Pantaloons
PR Events – Pantaloons Femina Miss India 2008 : Window

displays had a beige theme with mannequins wearing crowns.
i. Contestants shopped at Pantaloons which was telecast on

Zoom TV
ii. Pantaloons clothes used for one round
iii. There was one round called the Fresh Face
iv. Pantaloon clothes are also shown in movies which have a

style quotient like – Race, Tashan
b) Office Uniforms - The HR Manager of the Pantaloons retail outlet at

Lower Parel, Soni Jha discloses that the uniform for the staff varies
depending on the department and brand that they work for. It is done for
easy recognition and identification of the staff working in the store. For
instance, the uniform for the in-house brand aLL is white formal shirt
and black trouser for male and female staff. This decision is taken by the
Operations team.
c) Vision - To deliver Everything, Everywhere, Every time to Every Indian

Consumer in the most profitable manner.” The group considers ‘Indian-
ness’ as a core value and its corporate credo is - Rewrite rules, Retain
values.
d) Mission - We share the vision and belief that our customers and
stakeholders shall be served only by creating and executing future
scenarios in the consumption space leading to economic development.
We will be the trendsetters in evolving delivery formats, creating retail
realty, making consumption affordable for all customer segments – for
classes and for masses. We shall infuse Indian brands with confidence
and renewed ambition. We shall be efficient, cost- conscious and
committed to quality in whatever we do. We shall ensure that our
positive attitude, sincerity, humility and united determination shall be the
driving force to make us successful.
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e) Stationery - The price tags, letter heads, envelopes, visiting cards, cello
tapes, pens, etc. have the element of green incorporated in some way or
the other; all of these also carry the logo of Pantaloons on them.
f) Office design – The Head Office located at Andheri East has orange and
white interiors. This is in sync with the color combination of the logo of
the parent company – Future group. The company follows an open door
policy. This is evident by the office layout which has small cubicles and
very few cabins.
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BRAND IDENTITY
ii)Brand Name
In 1987, the company incorporated as Manz Wear Private Limited. It launched

Pantaloons trouser, India’s first formal trouser brand. Then in the year 1994, The
Pantaloons Shoppe – exclusive menswear store in franchisee format launched
across the nation. The company started the distribution of branded garments
through multi-brand retail outlets across the nation. This was followed by the
launch of Pantaloons – India’s family store in Kolkata.
Brand architecture
a) Competitive Environment
The Managing Director of Pantaloons Retail (India) Limited, Mr. Kishore

Biyani, states that the competition in the fashion segment would be Shoppers’
Stop, Trent and Lifestyle to start with. But Pantaloons also faces competition from
Globus, Westside and the stand alone stores in shopping malls and streets. The
strategy to fight competition is to not only capture customers’ share of wallet but
also share of time.
b) Greater chunk of wallet
Pantaloons has explored new concepts such as aLL, which sells clothes to
plus-sized customers and MeLa, which targets home-owners with furniture and
home textiles. This is in pursuit of its strategy to sell everything to everybody. It
does not, however, seek to be the Jack of all trades. The joint-venture with Liberty
Shoes for footwear retailing, association with Unitech Enterprises for home
solutions retailing, and the stake it has acquired in Planet Sports and Galaxy
entertainment, reflect its efforts to rope in those with category expertise.
c) Target
Pantaloon targets the large and growing upper-middle and middle class of
Indian society. This segment is very price conscious and always looks out for
value for money. Pantaloons, with its focus on ‘fresh look, feel and attitude’
offers, trendy and hip collections that are in sync with the hopes and aspirations of
discerning young and ‘young-at-heart’ consumers.
d) Insights
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We asked a few people who have shopped from Pantaloon the reasons of
preference. The insight thus gained from this was ‘I want to be in sync with the
latest trends and styles’
e) Benefits
The functional benefit that Pantaloon offers is an extensive and exclusive

variety of the latest fashion and trends across its product categories such as
apparel, accessories, footwear, etc. The emotional benefit as quoted by Anil
Bumb, Marketing Executive that, Pantaloons offers is the entire retail experience
and the feeling of pride with which the customer walks out after having shopped
from Pantaloons.
f) Values and Personality
Pantaloons is known to have a youthful persona and its own distinct sense
of style that appeals to millions. In accordance with the positioning paradigm of
Pantaloons’ mantra of Fresh Fashion and perpetually reinventing itself with
seasonal fashion wear, Pantaloons is associated with Bobby Deol and Lara Dutta
to endorse its brand. This is the intention to rub off the inherent style-icon status
and turbo-glam allure to forge a better connect with a Bollywood-crazed Indian
GenNext; as quoted by Sanjeev Agarwal, CEO, Pantaloons, “Lara Dutta, being a
Miss Universe, carries her own style statement, while Bobby Deol is a celebrity
who is always well-turned out at social gatherings.” Pantaloons has an association
with The Femina Miss India pageant and an ex-Miss India and Miss Universe adds
its own charisma to the brand.
Pantaloons Fresh Fashion, as it is known, stands for a fresh look, feel and
attitude. Says Agarwal, “Bobby Deol and Lara Dutta, who are very stylish actors
of today, will help enhance the fashion imagery of the Pantaloons brand.”
Pantaloons will leverage the duo’s universal appeal, which is not limited to merely
metropolitan cities, but also extends to smaller cities and towns. The ever-
changing and fast moving fashion pace is a driving force for Pantaloons to come
up with its seasons on a four-six week basis.
1) Reasons to Believe – Pantaloons stands for fresh fashion by

upgrading its stock every three months. It also has tie-ups with
brands that are style icons. For e.g., movies like Race, Tashan, etc.
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2) Discriminator – Pantaloons offers Fresh Fashion. People feel

proud to have shopped from Pantaloons.
The range offered under Fresh Fashion, be it in terms of apparel,

accessories, cosmetics, etc. consists of an extensive variety which is not found in
any of the competitor brands (for e.g. Shoppers Stop, Lifestyle, Westside etc.).
Recently, Pantaloons Femina Miss India’s exclusive range was offered to the
customers, as part of the promotion for the event in addition to extending
sponsorship. The stock is never outdated in terms of the latest trends and styles in
the market. As quoted by Ajay Kamble, Warehouse Executive “Every style (stock)
has a turnover of 90 days. After 90 days the stock goes back to the warehouse.
Only core styles are stocked throughout the year.” Pantaloons stands out as a
fashion trendsetter, on the lines of how fashion is followed internationally.
g) Essence
The core value of the store is the experience it offers to the customers in
terms of latest trends in fashion apparels and accessories with a visually
stimulating environment.
h) Product Design
Pantaloons is a lifestyle store which offers a variety of products ranging

from fashion apparels, footwear to fashion accessories for men, women and kids.
i) Packaging design
The shopping bags are plastic, green in color and carry the logo of
Pantaloons printed on them thus increasing the recall value of the brand. These
bags are available in two sizes.
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Environmental Identity
a) Retail space design
The criteria for selection of a location for the Pantaloon outlets is a

series of surveys followed by market research along with analysis of the
locations that have been selected; before the final decision is taken.
b) Scientific store planning and layout
The Store design lays emphasis both on placement of various sections

as well as the brands. The store has various sections such as Men’s Wear,
Women’s wear, Perfumes and cosmetics etc. These sections are further
divided according such as the Men’s wear section will include Formal wear,
Casual wear, Ethnic clothes etc.
The sections are as follows:
I. Apparels
i. Men’s Wear
o Casual Wear
o Ethnic Wear
o Formal Wear
o Club Wear
ii. Women’s Wear
o Casual Wear
o Ethnic Wear
o Formal Wear
o Lingerie
iii. Active Wear
iv. Kid’s Wear
v. Non-apparels
II. Perfumes
III. Jewellery
IV. Toys
V. Footwear
VI. Timewear
VII. Mobiles
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VIII. Pens
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Floor Product Category Brands
Ground Timewear Citizen, Fastrack, Fossil,
Floor Giordano, Guess, Oakley, Police,
Titan,Tommy Hilfiger
Bags In-House: Meow and Pick-me-up
Other brands: United Colours of
Benetton, Baggit and Fiorelli
Perfumes Chanel, Calvin Klien, Davidoff,
Ralph Lauren, YSL, Azzaro,
Escada, Mont Blanc, Dunhill,
Cartier, Paco Rabanne, Versace,
Burberry, Police, Adolfo, Agua
Brava, Antonio Banderas, So,
Jennifer Lopez, Joop, David
Beckham, Lanvin, Bvlgari, Hugo
Boss, Luciano Soprani
Cosmetics Revlon, Maybelline, Lakme,
Neutrogena, Ponds, Chambor,
Loreal, H2O, YSL, Dalton, Toni
& Guy
Pen Parker, Cross, Waterman,
Sheaffer
Fashion Jewellery Sarah, Jazz, Flip, Tribal Zone
Diamond jewellery D’Damas, Sangini, Cygnus,
Nakshatra, Nirvana, Sparkles,
Gili, Ishis, Sia, Ola, Infinity
Ladies Western Wear Annabelle, Bare, Honey, Umm,
Rig, Scullers, Jealous21, Urban
Yoga, Akkriti, Ajile, AND, 109
degree F, Remanika, Lee Cooper,
Levis, Pepe, Spykar
First Floor Kids Wear Bare, Chalk, Akkriti, Provogue,
Id, Lilliput, Gini & Jony
Ladies Ethnic Wear ALL, Taal, Kavitas, Krishangs,
Ananya, Kavisha, Trishaa, Payal,
Chitralekha, Krsna, Anmol
Kakad, Rangmanch, Isvarah,
Biba, Etam
Lingerie Etam, Lovable, Jockey, La Senza
Sports Section Black Panther, Converse, Adidas,
Reebok, Nike, Puma
Toys Hot wheels, Fisher-price
Footwear Provogue, ID, Catwalk, Lilliput,
12 Kittens
Second Mens Wear John Miller, Lombard,
Floor T2000, Ajile, Bare denim, Umm,
Floor Plan
The floor plan demarcating the different sections and their placement is
made by the concept, design and visual merchandising team at the head office and
is implemented by the zonal are made according to the revenue per square foot of
each section and brand. The revenue per square foot shows which section and
which brand is giving the most business to the retail outlet. For example the Men’s
Denim section gives an average of 1500 Rs. per square foot per month while
Men’s Formals gives 1800 Rs.teams. The plan changes after each End of Season
Sale (EOSS) i.e. the Autumn-Summer ( August) and Autumn- Winter (February)
sales. Changes
The Perfume section is always kept at the entrance in every Pantaloons store
because the fragrances tap the olfactory senses of the customers passing by and
enhances their shopping experience. The Brands are placed according to the
expected sales. The new brands or the brands that relatively slow moving are
placed at the focal points near the aisles and the trial rooms where there is a higher
chance of the consumer browsing through the merchandise. For example in the
Lower Parel store brands like Remanika and AND which are more contemporary
and designer in their look are placed at focal points to help sales.
Apart from these focal points, there are highpoints which aim at attracting
the consumer by displaying the latest and “in” merchandise. These highpoints
have mannequins dressed in the garments or accessories recommended by the
design team to the visual merchandising team. The mannequins could be stand
alone or may have a backdrop to increase the appeal of the display. For example
currently the store displays blazers in case of John Millers.
The store also has clusters at entry and exit points. Clusters usually consist
of 2 male and 2 female mannequins which are dressed in a variety of garments.
Sometimes if a promotion is going on the cluster may be altered. For instance
since Pantaloons was sponsoring Femina Miss India Pageant the cluster consists
only of female mannequins.
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Floor Layouts
Ground Floor Layout
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First Floor Layout
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Second Floor Layout
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Ambience characteristics
1) Lights : The lights used are yellow to keep the ambience

mellow. Spotlights are used in the display window and at focal points to
enhance the look of the mannequins.
2) Music : It is considered to be an integral part of the

shopping experience. The music played is usually subtle in the mornings
and afternoons while it is peppy in the evenings
3) Color : Extensive use of the color green to give a fresh feel.

Also a number of visuals are used which portray nature.
4) Furniture/fixtures : The merchandise is displayed with the

help of Gondolas, Nesting tables, Display tables and Waterfall hangers.
The gondolas are of 3 types:
o All Stacking : Used for shirts
o Half stacking – Half hanging
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o All Hanging
Visual Merchandising
1) Merchandise Display : A light to dark color story is always followed while

displaying the merchandise. The store usually also follows a color theme.
For example if the color theme is pink then the garments at the focal points,
on the clusters etc. will be within the pink palette. Smaller, “quick pick up”
products such as hairbrushes, clips, toys etc are kept near the billing counter.
Merchandise is also displayed on the mannequins (either stand alone or
clusters) by mixing clothes and accessories of different brands to put
together a complete look. There are A4 sized shelf talkers that tell the
customer which product is from which brand.
2) Window Display : The windows in each store are segregated and have
different themes for display. One of the windows is dedicated to “Fashion
Friday”. Fashion Friday is a concept by Pantaloons since they believe in
fresh fashion and say that they bring something new to the customers every
week.
Windows may also be designed according to the ongoing promotion. The

Pantaloons Femina Miss India theme can be taken as an example here. Since
Pantaloons also does fashion for movies the windows may also be designed
accordingly. For example the stores will have displays of “Tashan” starting 10th of
April. Sometimes the store may also sell the windows. For example last year the
window was given to Red FM through the Future Media Group and the display
was done accordingly. Other themes that may be used for display are festivals and
seasonal collections.
The display always follows a color theme. The maximum time for which a
display may be put up is a month though usually they try and change it every
fortnight.
a) Point of Sale
b) Promotions and Signage: Various schemes are promoted in

the store through announcements and A4 or A5 sized sheltalkers and
cards on the gondolas. Other promotional materials such as those with
the brand ambassadors etc are given to various stores by the head office.
Future media screens are also placed at various points in the store which
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either play Pantaloon advertisements or display the various in-store

promotions and schemes. Signage giving various instructions and the
store directory are placed at various strategic locations in the store.
c) Shopping Bags: The bags are green in color with the brand
name and the customary leaf design. There are no immediate plans to
change the design though Pantaloons is planning to change to paper
from plastic.
Service Identity
Service Culture – Pantaloon values customer feedback. They have a

visitor’s book called ‘Share With Us’. Customers can give their suggestions or
register their complaints in this book which is reviewed by the customer service
desk manager daily. A weekly report is then submitted to the Store Manager who
acts on the suggestions made.
The staff at the store is trained to interact with the customers by giving a
thorough knowledge of the products and the brands that they handle. The
Department Manager is responsible for the training of a new team member. This
training takes place on the job. They ensure that the fresher gets an overall
exposure to all the sections of the department that he has been assigned. Under the
guidance of the Store Manager the staff gets trained in four specialized areas:
sales, product knowledge, grooming and customer query management. Soni Jha,
HR Manager shares with us the procedure for sales training for Akruti, an in-house
brand which has formal and casual wear. The Management trainee is shifted from
one section of Akruti to the other for a better understanding whereas the training
for Visual Merchandising is done through handing over experience from a senior
level to the lower level.
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As far as sales training is concerned, it is divided into ladies ethnics and

western wear since it involves different selling skills. The training period for each
section is usually one week.
Selection criteria for employees:
a) Management trainee – The minimum level of education for a

management trainee is being a graduate.
b) Managers – The selection criteria for managers is more experience and

knowledge based than education.
c) Team members – The minimum level of education for a management

trainee is being an HSC pass.
d) Recruitment – A preliminary round is conducted by the HR team after

which candidates are short-listed for the next round. The second round is
conducted by the department managers and they decide on the selection
for the desired position.
e) Hierarchy and Responsibilities:
i. Team member
ii. Team leader
iii. Assistant Department Manager
iv. Department Manager
v. Assistant Store Manager
vi. Store Manager
At the Lower Parel store, there is one Store Manager who handles the store
targets and to whom two Assistant Store Managers report. The responsibility is
divided between the ASMs floor-wise. One team comprises of team members and
leaders. Team Leaders are seniors with more experience and Team Members
report to them. The Team Leaders report to Assistant Department Manager.
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g) Employee Entertainment : There is a monthly calendar plan for each

store which has all the activities planned like an annual picnic.
The Lower Parel store has a Funzone at the terrace for recreational activities
of the staff. Employees can watch TV, play carom, avail the facility of a pantry.
On Saturdays there is a staff meeting where in employees are updated on the
progress of the store. This is then followed by games like open house
h) Employee Benefits: Termed by the HR Manager, Soni Jha employee

benefits are motivational benefits which consists of
a) Gift vouchers for new borns
b) Gift vouchers on marriage of an employee
c) Birthdays – cake cutting, cards
d) Medical benefits
e) Employee of the month
i) Promotions and Incentives: The promotions and incentives given to an

employee is decided by the Operations Team and is implemented by the HR
Team. As told to us by Chetan Shedye, Senior Executive, HR & Admin Senior,
the appraisal is based on performance and target achievement of the employee
which is tracked on a daily basis through punching, registers and musters, Staff
IDs and tracking software called management information.
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Merchandise Management
Efficient merchandising methods prevent stagnancy and propel a retailer

towards growth. This is something that Pantaloon firmly believes in. And this is
where the company has made a difference. Against the traditional brand
management merchandising practice followed by most retailers, Pantaloon has
employed the concept of product (which it calls category management)
management in its day-to-day merchandising function 'The core assumption
Pantaloon makes is that customers are more product-driven than brand-driven,
when they go shopping', says Kishore Biyani, MD, Pantaloon Retail. Pantaloon's
internal studies confirm this out of every 100 customers that enter a retail store to
buy a specific product, 98 are not very particular about the brand. This is primarily
because there are various factors like price, quality of the garment, texture, colour
and so on that influence a customer's choice of merchandise. So the customer's
preference for a particular brand gets overshadowed by these other aspects, which
lead to his ultimate decision. Thus, management of a category of merchandise is a
more effective tool than managing individual brands. 'The whole idea of category
management as implemented by Pantaloon is to create products across the length
and breadth of a category at different price points, as in fabric, design, shape,
seasons, colour and sizes, without special importance being given to any particular
brand’, says Nikhil Chandra, senior category manager, Pantaloon Retail. The aim
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is to create products, which are traffic builders and margin managers within the
store, rather than brands that compete with each other The Pantaloon system does
not lay any emphasis on the brand and does not require the creation of shops in
shops. Therefore, excessive building or spending on brands becomes unnecessary.
Instead, the company stresses on promoting a product category, thus making brand
marketing a secondary function.
The Brand-Category Link
Pantaloon’s merchandising team is divided into the category management team

and the merchandise management team. There is also a special design team. To
understand the functions of each, let us first look at the type of merchandise
presented by the company. The Pantaloon model differs from the others on
category management especially for the apparel segment. Most other models start
with category management individual selection of products across various classes,
sub-classes and brands. Thus, brands do play an important role in the
merchandising function of the store in other models. This is also due to the fact
that most other stores
deal with multiple
brands and not with
own store labels. “What
we have done is
segregate the functions
of the brands, with no
brand cannibalising on
the function of the other
brands”, says Bina
Mirchandani, chief
category manager
(ladies & kids). For
example, John Miller is
formal and semiformal
shirts, Dare is denim
and casual wear, the
Pantaloon brand
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represents only trousers, Knighthood is evening wear, Annabelle is western wear

for women over 25, while “Y?” western wear for women aged between 18 and 25.
Thus, the significance of the brands is limited and even at the stage of brand
management, the company deals mainly with a product category.
The merchandise developed by Pantaloon is of three types. The first is

classic - these are products that last for one or two seasons. Then there is fashion
or style or standalone type - mainly fashion- related merchandise that stays for one
or two months. Finally, there is the collection or the stories type. Collections,
especially in womens wear, are part of fashion merchandise. In the women’s
segment, close to 60 per cent is 1fashion category. For men, 40 per cent of
formals, 30-40 per cent knits and 20 per cent of casuals fall under the fashion
category - the rest is all core. There are coordinated collections of tops, blouses
and trousers in women and shirts, T-shirts and trousers in men, which complement
each other and can be bought as sets. For example, a typical story for women
would include two blouses, two T-shirts, one trouser, one Capri and one Skirt. The
collections category follows a theme and Pantaloon has several running during the
year in the different seasons. For the January-March season, the company is
planning themes like Desert Song, Ocean Blues, Blue Fin and Spirit in womens
wear. Desert Song is merchandise in earth colours and batik prints - typical of a
desert Ocean Blues has products in various shades of blue with water related
prints, while the Spirit collection is mainly embroidered white and beige garments.
For men, the collections are usually based on colours and fabrics. Symphony on
Ice and Cloud Nine are some of the themes in menswear. Often, accessories are
developed to match with the theme. The collections are part of fashion
merchandise and enjoy a shelf life of one or two months.
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The lines are developed in such a way that they appeal to all age groups. In
womenswear, Pantaloon’s in-house design team’s forte is western wear for ethnic
clothing; the company mainly depends on external labels. Sometimes, the category
manager for ethnic wear may offer suggestions on the type of merchandise
required and the vendors develop this for the store. The company does not have
any brand in this segment and the goods are sold under the vendor’s labels. This
saves on the double excise levy, which it would have had to pay if it used its own
name.
Before
moving on, let us
first understand
how the
merchandise
functions are
monitored at
Pantaloon (see
chart ‘Down to the
Last Detail’). It
has nine
departments,
representing the
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various products housed by the store - menswear, womenswear, household

articles, jewellery, cosmetics and ‘fragrances, books, music and stationery, toys
and footwear. Each department has sections within: for instance, menswear is
classified into formal and casual wear. This is where category management comes
in. Each sub-department is further divided into categories. Thus, formal wear is
grouped into shirts and trousers and so on. Category managers are appointed for
each of these. Currently, Pantaloon deals with 16-17 categories. Then there are
sub-categories, which primarily deal with details like stripes, checks and plains.
Each sub category is further divided into classes, which cover fabrics like cotton,
blends and so on. Sub- classes focus on styles as in sleeves and collars, among
others. Here the final stock-keeping unit (SKU) is arrived at. In apparel itself, any
Pantaloon store at any point in time, deals with as many as 17,000 different SKUs.
There are 3,000 options (classes) in apparel, each of which has at least 5 styles
(sub-classes). Overall, any store stocks as many as 36,000 different SKUs.
To keep a track of the performance of the SKUs, the company has evolved a
coding system. Each SKU is allotted a 14-digit code. The first 4 digits represent
the department and the sub-department, the next 2 stand for the price point the
next is the season’s collection and the last 7 digits symbolise the design, shape,
colour and size of the product. The company now plans to replace this code by the
Universal Product Code (UPC), which is followed internationally.
26
27
PLANNING PROCESS
The Planning Process
Planning at Pantaloon is a top-down, bottom-up process. The top management

forecasts the sales for each store and category and decides the space allocation for
each category based on which targets are set for sales, gross margins, inventory
turnover, discounts, mark-ups, stock levels and net margins for each store and each
category. The category managers take a more micro approach wherein they study
the category’s past performance and trends in the marketplace. This helps them
prepare a range plan, procurement plan and distribution plan, The range plan deals
with the merchandise mix that the category manager feels would sell in the coming
year. Based on the range, its procurement and distribution plans are laid. The
category manager here performs the twin functions of vendor development and
sampling of SKUs, which would finally go into the merchandise mix of the stores.
This is known as an assortment plan. The objective is to try and achieve the sales
and return per square foot target laid down by the top management. The category
manager also provides feedback to the top management on the ability of the
category to match the sales target. We now closely examine how the entire
planning process happens once the top management lays down the sales forecast.
The Merchandising Process
First, the design team develops the design or a new pattern. The team is led
by the visual merchandising head and has 20 designers for product development.
The design department depends on fashion forecast magazines, exhibitions and
may also visit leading retailers in the city to understand the latest styles. Designs
are developed not only for the fashion and collections category but also for the
classic segment so that there is something new every season, The new designs are
presented to the category management team, which consists of close to 40 people
handling 16-17 categories of merchandise. The category captain and his team is
given the entire year’s budget and sales target for the category based on which he
decides whether to experiment with a new design or not. If yes, then the category
manager will first establish the total purchase quantity of that design and the stores
in which this should go. This is the most crucial stage where the category manager
prepares the merchandise control chart (see table ‘Keeping a Tab on Tags’).
28
Table:KEEPING A TAB ON TAGS
This chart gives the details to be ordered from each vendor and the total cost and
revenue it would generate. It also puts out the style code for the design for all
future reference. This code gives information on the style, brand, the season for
which it is ordered and the vendor. The merchandise control chart is attached to
the catalogue which describes all the styles and designs, colour options, visual
merchandising and mood of the merchandise and all the categories within which
the given style has to be manufactured. For Desert Song, for example, the
catalogue gives the various colours and fabrics to be used, the number of blouses,
trousers, skirts, capris and so on which would be made under the collection, the
visual merchandising plan and the mood plan. The mood for the line comes from a
single dried out tree standing in the midst of the desert with major use of earth,
brown, beige and maroon colours and big prints. Thus, the entire selection of
colours, designs and patterns revolves around this mood.
Table :SORTING OUT SIZES
29
Then the merchandise team comes into the picture. Each category team has a
merchandiser who helps in sourcing the right kind of material as per the
specifications given by the category manager and is responsible for the quality and
timely delivery of the merchandise. They also negotiate for prices with the
vendors. At Pantaloon, almost 70 per cent of the menswear and 50 per cent of
womenswear merchandise is produced by Pantaloon Industries - a group company.
The company has 25-35 private vendors. The category manager is involved in the
negotiation process with external vendors whereas for in-house vendors,
merchandisers handle the entire deal.
Along with the details on the products to be manufactured, the category manager
also has to give the time and place of delivery to the vendor, which emerges from
the micro-merchandising chart. This chart details the product category, description
of style, style number (reference number), category of merchandise - story or
classic or fashion, ratio of sizes, colour, store of allocation, time and place of
delivery to the warehouse or the store. The column listing total number of pieces
helps in tracking the movement of merchandise across the stores (see table ‘How
Much of What Goes Where & When’). The micro-merchandise chart is the
allocation plan of the company and is based on the ratio of sizes in each
merchandise category (see table ‘Sorting out Sizes’). For example in womenswear,
Pantaloon has 4 sizes - small, medium, large and extra large. The merchandise
control chart is the basis of opento-buy (OTS), which defines the month-on-month
30
or season-on-season purchases by each store, based on the opening stock and

closing stock situation.
Thus, Opening stock + sales - closing stock = Open to buy.
The company makes the 0Th for the season on which the micro-
merchandising chart is based. The basis of OTS is the merchandise control chart
which, in turn, is derived from the inputs received from the designers for the
forthcoming seasons of the year and the analysis of past performance.
The table ‘Sorting out Sizes’ shows the OTB for the past season. Here the key is
the analysis of the closing stock of merchandise. Pantaloon follows a principle that
the closing stock of the merchandise should be equivalent to, at least two-month’,
sales. This rule is based on the past studies of the merchandise mix and the
average requirement of stock. So if the season was for 4 months then the “two-
month” sale for each size is given. The table clearly shows that while small size
has the right proportion of closing stock, the medium and large sizes are under-
stocked and the extra large size is over-stocked. This implies that Pantaloon may
have missed out on some potential sales in the medium and large categories
whereas the buying decision for the extra large size was totally wrong. This forms
the basis of next season’s ratio between sizes. Now, the company would see to it
that it buys higher quantities of medium and large sizes and lower quantities of
extra large sizes in ladies’ blouses, irrespective of the story it is presenting in the
store. So the design team decides which design will sell whereas the quantities that
should be purchased are calculated by the category management team based on
their analysis of past sales performance across various styles and sizes. This
analysis is also done on month-to-month and store basis so that the company can
generate the revised OTB for every month and every store based on the movement
of each style. The revised OTB is then matched with the original merchandise
control chart OTS and the original micro-merchandising chart to check:
1) The movements of merchandise as compared to the plans.
2) Any serious deviations from the original plan.
3) The performance of each store as compared to the projections.
4) For new trends that are emerging in any store.
31
Vendor Management
Marketing channels are often conflict ridden as manufacturers haggle to get the
most for their goods and services and retailers pit vendors against one another to
get the lowest possible prices. In recent years, this process is changing.
Manufacturers and wholesalers have come to realise that selling merchandise to
retailers accomplishes little if those retailers cannot resell it to customers who will
consume the goods. Thus, their emphasis has shifted to satisfying the customer
and retailers are now less concerned with getting the lowest possible price and
more with maximising the long-term returns for all parties. This new perspective
has fostered a much closer association between retail buyers - the people who
purchase the items - and vendors/salespeople - those who sell the merchandise to
buyers. As a result the consumers now get what they want at the right time and
price and all members of the channel benefit.
This is the driving force behind Pantaloon’s vendor management policy. The key
aspects that the ‘company looks a while selecting a vendor are
1) Price points
2) Timeliness and quantities of deliveries
3) Quality of goods
4) Credit period given
5) Type of inputs the vendor can provide to Pantaloon
6) His production capacity and whether he has sales tax registration.

Pantaloon does not employ a vendor who does not have a
minimum of 20-25 machines.
7) His financial strength and the level of dependence he would have

on Pantaloon
8) The relation he keeps with Pantaloon,
32
9) His ability to keep back-up in terms of fabric and garments, which

would also depend on his ability to do repeat business
While some of these factors are important in the introduction process, the others
decide the long term relationship with the vendor. Usually, the vendor approaches
the company and if approved the quality control team conducts a survey of its
facilities. The vendor is also asked to fill in a registration form, The lead-time for
any consignment right from the design stage to delivery is 270-300 days. The
company takes six months to develop the design. 45-60 days for procuring the
fabric and 30 days for manufacturing. The company also takes into account 10-15
days for delays in transit. The company is planning a system of order cancellation,
where if the order gets delayed by over 15 days, it can get cancelled or the vendor
would have to shell out 7-15 per cent discount. It is also introducing rules in terms
of excess supplies. Typically1 in case of fashion garments, the vendors tend to
supply more than the ordered quantity due to availability of extra fabric. The
company will now start a policy of accepting only + 5 per cent variance in
quantities. It has also successfully introduced the system of getting shelf-ready
merchandise in 60 per cent of the western womenswear category. This is expected
to help the company bring in concepts like cross docking at the warehouses. The
company is also developing a statistical programme to measure vendor
performance against select parameters and throw up serious deviations. This
would influence the company’s decision on retaining vendors and on training
them.
33
34
On-shelf Strategies
All the planning and strategies undergo the ultimate test when the merchandise
actually reaches the shop floor. The company plans for two major seasons -
spring-summer and festive season. During January-February and July-August the
company has clearance sales, which do not just include unsold merchandise but
some fresh stock too. Thus, Pantaloon makes clearance sales an event for which
special merchandise is planned.
In terms of on-shelf strategies, Pantaloon has a clear policy for each category of
merchandise. The company gets weekly reports on Tuesdays, which it calls dump.
This data is analysed to see the movement of various types of goods. The tracking
is done based on the merchandise category classic, fashion or collection. Every
month, the company identifies the good and bad sellers. According to company
policy, a bad seller is a product that stays on the shelf for more than 60 ways In
case of any slow moving goods, the company analyses the results in context of
price, style, colour and size. The company believes that if the style or colour is not
right no amount of discount will help sales. So if the merchandise does not move
during its shelf life, it is just removed and kept at the warehouse for end of season
sale. If the price appears to be a deterrent, the company corrects it right away and
marks down the price immediately. The company has been able to reduce the
amount of wrong decisions in classics as it has an in-built learning on this range.
But at times it does falter on the fashion and the collections series, in which case it
just removes the goods from the stores and sells these at a discount. To its
advantage, the company is present in three formats — the Pantaloon department
store, the factory outlet and the Big Bazaar. A slow moving good is often moved
to the factory outlet or the Big Bazaar, where it is discounted and sold. The factory
outlet stores also hold sales to dispose off the merchandise. In each of these cases,
the company takes the approval of the vendor and often, the vendors take part in
the sales. The company discounts the goods -- from 10-40 per cent at the factory
outlet to get rid of the stock. Thus the factory outlet acts as a liquidation agency
for the Pantaloon department store.
If the goods move very fast, then the company’s action depends on the timing and
type of merchandise. In the collections range, the company’s sole aim is to get rid
35
of the goods. So even if the merchandise does really well, the company does not
reorder the goods. The performance of each story is documented for future
reference, On the other hand, for the classic or fashion categories, if the company
can gauge the demand in the beginning of the season, it immediately increases the
order sizes of future consignments. But if it is end of the season, it just allows the
merchandise to exhaust and documents the earnings for the next season. In any
case, the company follows a policy of base stock levels for classics and so
whenever the stocks touch that point, which is about two months sales, the order
for replenishment is placed directly by the supply chain management team.
Merchandise Performance Evaluation
Finally, the company completes the season with a strategic review meeting that it
conducts every 6 months. The meeting is attended by the CEO, category
managers, assistant category managers, zonal heads, heads of various departments
and the store managers. The idea of this meeting is to sort out all the
miscommunications and gaps in the functioning of the merchandise department
and the stores. All the performance data for the season is presented to bring out the
reasons for under or over- performance. The highlight of this meeting is the
learning process. New insights on the customer, merchandise or other aspects of
the business are revealed and general issues like competition, international
retailers and world-class practices are discussed. The company plans to have these
meetings on a three-monthly basis. It is also in the process of implementing a
balanced scorecard approach. This would bring out department-specific
performance on key quantitative and qualitative parameters. For example, a typical
scorecard for the category managers would include:
1) Targeted versus achieved gross and net sales in the category
2) Stock turns in the category
3) Mark-downs in the category
4) Percentage of private label sales versus other
5) label sales (The company has a policy that private label sate
should not be less than 75 per cent of total sales)
36
6) Gross and net return on capital targeted versus actual
7) Gross and net margins
8) Year-on-year growth of that category
9) Addition of new stores and same store growths in the category
10) Mind to market - the amount of time the manager took In

introducing new designs
11) Sourcing leadership - this is a qualitative factor
A rough version of the balanced scorecard was used in the March 2001
strategic review meeting and the company is in the process of further streamlining
this approach.
37
Supply Chain Infrastructure
The function of the supply chain management (SCM) department starts where the
functions of the category management and merchandise management departments
end The SCM team is given the entire delivery schedule of the merchandise and
the store
allocation
schedules with
exact dates. This
team handles
several regional,
zonal and city
warehouses along
with the store
warehouses (see
chart ‘Taking
Stock’ where the
arrow lines show
the
communication
links between the various warehouses).
Each store has a warehouse, which is around 10- 15 per cent of the size of
the store and holds around 7 days inventory. The stores deal with either the zonal
38
or city warehouse for replenishments. Pantaloon has 3 zonal warehouses in

Bangalore, Kolkata and Mumbai and one city warehouse in Hyderabad. The city
warehouse can, in turn, deal with the zonal warehouse for some of its
requirements. The zonal and city warehouses store 7 days inventory and use the
central warehouse for refills. The company has three central warehouses - two in
Mumbai and one in Tarapore. In the future, one central warehouse in Mumbai will
be used to form a zonal warehouse. The central warehouse keeps 2 weeks
inventory. Pantaloon also has its own manufacturing base in one of its group
companies - Pantaloon Industries.
This company has a manufacturing warehouse which deals individually with each
of the other warehouses. However, the company is now in the process of
streamlining all communications and plans to link the manufacturing warehouse
with only the central or zonal warehouse. In all, the company maintains one-month
inventory plus the inventory in transit.
This maze of warehouses is not without reason. The company was mainly present
in western and southern India, with a store in Kolkata. Since Kolkata was a very
different market, the company needed to source material from the region and so
had a zonal warehouse. Sangalore was too far to feed the Hyderabad market,
where the company now has major interests. Thus, Hyderabad has its own city
warehouse. The role of the zonal warehouse is mainly to house the goods procured
from the region, so that these do not have to travel all the way to the central
warehouse. Of course, the future plan is to move to a more zone-specific structure.
Here, there may be only one central warehouse to receive common goods and each
zonal warehouse would procure goods from its region to sell not only in stores
based in the zone, but to other stores as well. As of now, the entire structure and
the communication pattern is very fluid and should become more concrete with
more stores coming up. Today, a lot of material is centrally procured - this may
change with time and so would the role of the zonal warehouses.
Bar coding of the merchandise is done at the zonal warehouses. Roughly 50 per
cent of the goods that Pantaloon receives today is pre bar coded - this means that
this merchandise is available in shelf- ready form. In this case, only one entry is
39
made at the zonal or central warehouse. The goods are then dispatched to the
respective store warehouse or are held at the zonal or city warehouse. Here, a
quality check is conducted and the goods are bar coded and sent to the stores. This
entire process takes at least 3 days. The company is now moving towards cross
docking and is training its vendors to send shelf-ready goods to reduce the cycle
time. The key sources of merchandise for Pantaloon are:
1) Pantaloon group companies manufacturing the in house brands
2) Vendors manufacturing only the Pantaloon in-house brand
3) Vendors manufacturing external labels like Free look
Almost 70-80 per cent of the stocks in the store is Pantaloon in-house brands and
this makes supply chain management much simpler The SCM team, on receipt of
the delivery schedules (micro-merchandising chart) from the category managers,
receives the goods, checks their quality, bar codes them and sees to it that they
reach the respective stores on time. In case of fashion and new merchandise, the
purchase invoice is raised by the category management department since the goods
are under test of performance. But for regular goods and replenishments, the SCM
team raises the invoice and informs the category management department
accordingly. 60-70 per cent of the SKUs in the store are regular goods. Usually,
vendors for various goods are given the plan 3-4 months in advance. The
merchandise team normally works for three seasons.
After the goods are made shelf ready at the zonal or after they are ready for
shipping at - the central warehouse, the SCM department arranges for the
transporters and courier companies. These are decided according to the weight of
the shipment and the destination. The company has a host of transporters
managing vehicles of various sizes. It is usually the transporter’s responsibility to
arrange the entire truckload and the reverse loads as well. Once the goods reach
the zonal warehouses, the company has its own set of vehicles to transport the
goods to stores in the area. If the stores are in different cities, they are transported
through third party transporters. Replenishment is mainly done either at night (at
40
Big Bazaar, for example) or early morning (Pantaloon departmental store).

Replacements during the day are done from the store warehouse.
Use of IT
Pantaloon has employed ERP software Baan to better manage its merchandising
functions. The aim was to get ahead of the competition by a clear 18 to 24 months
and set benchmarks in (faster) response, lower inventories and (quicker) cycle
time turnarounds. Pantaloons mantra is to build upon its existing retail network by
41
adding more space in cities where it already has a presence, as well as moving to
fresh markets. The company used Baan simple, flexible, open-ended software – to
incorporate latest business practices like category I, management. Not easy for a
retailing operation generating two mn transactions per month through 46 retail
shops across the country, totalling a data size of 15GB every month.
The main challenge was tracking dispatch and replenishment of stocks to all
the stores in the country. These weren’t merely challenges, but primary sales
drivers as well, as the company knew it was registering lost sales due to mistimed
stock allocations to various retail outlets and inability to meet customer demands.
Fixing this was critical for Pantaloon.
In Pantaloon, each department was divided into categories; the product lines
too were converted into categories based on the revenue generated by t each of
them. The categories were then mapped to seven levels in the category master in
Baan and 14-digit items were assigned to these. Managing business at the category
level helps the organisation to stay focused, as each category is treated as a
business unit and therefore run as a separate business. The seven levels of category
master capture the attributes of the consumer buying process and the entire supply
chain is linked to these levels (see chart ‘Getting Tracking on Track’).
42
Pantaloon went live on BaanlVS2 in a quick ten months and the systems are
online at the transaction levels. A business transaction at the head office and
central warehouse is effected online in an integrated environment and all modules
- finance, distribution, purchase, sales and manufacturing - have been implemented
in one go. A leased line has also been drawn up from the central warehouse at
Goregaon to connect to the Baan server at the head office in Andheri to enable
online information sharing. This should connect the diverse operations of the
company and makes information easily accessible. In fact, Pantaloon is the first
customer of Baan in the retail LOB to go online anywhere in the world and the
second global Baan customer in garment manufacturing.
The implementation happened in the following manner:
Category Management: Pantaloon implemented category management

through Baan with massive customisation. Eighty per cent was customised
independently and the rest via Baan’s process module. The software’s open-ended
architecture enabled implementation and the seven levels were mapped to Baan.
The company used baan’s ORT module extensively to define the lengthy 14-digit
item code structure that classifies each product. Integration: Prior to Baan,
Pantaloon was on Lotus Notes. Baan discussion databases on Lotus Notes
facilitated a higher level of integration across functional users.
DEM Tool
The implementing team at Pantaloon used the Dynamic Enterprise Modeler

extensively to map the company’s processes and linked the roles, responsibility
and accountability of the various functional users. This simplified processes and
clarified authorisation issues in day-to-day operations.
43
Interfaces
Pantaloon operates in a
very complex and
highly processor-
oriented environment.
Currently, it has 46
retail shops across the
country and plans to
open ten more in the
current year. The
company has 65,000
14-digit items in its
item data master
Because of this complexity and usage of various middleware, the company
developed 11 interfaces with Baan that were built in the sales, stock transfers,
delivery, receipts and between the central warehouse and all the retail shops.
These interfaces ensure accurate MIS to top management (see chart ‘Knowing is
Rewarding’).
The company has achieved the following operational effectiveness through Baan:
More Control: The major gain is in efficient allocation of materials to various

product lines. The company has 15 work centres in Mumbai. Earlier, due to faulty
allocation, they were actually cancelling purchase orders. With Baan, the company
has attained very high visibility, which enables it to pinpoint the exact workload at
each centre and the capacities are optimally utilised. The company has achieved 60
44
per cent more accurate material allocation after going online with Baan. Other
incremental benefits include:
1. Timely delivery to various retail outlets and absolutely no overloading;

hence space which is at a premium at the retail outlets is used effectively
2. A great deal of money otherwise incurred in shipping materials to-and-

fro between work centres and retail outlets has been saved.
3. Because of the visibility in data flow, the company now has the
flexibility of reallocating and changing the work centre to meet a
particular demand.
Fewer Losses: By implementing a greater retailing concept - category

management - a lot of workflow initiatives have been automated. With Baan, the
company has detected almost 30K dead items which constitute 5 per cent of the
total stock in the warehouse. Raw materials like buttons, tags, zips 9 and collars,
which were either misplaced or lying unused, were utilised
Better Systems: With Baan, Pantaloon understood that it was operating in a high
growth environment and clearly wanted to establish top class systems and
processes to handle moving targets and manage growth effectively. The spin-offs
are many:
1. Cycle-time turnaround is reduced by half. Currently, stock turns are once

every quarter
2. Safety stock levels have been recalibrated to be updated every month
3. Data visibility and information sharing is better. The company is now

getting proper MIS reports.
4. There is an integrated information flow across various departments of the

company and more transparency.
45
5. Currently, requirement of fabrics, MRP and production orders for

finished goods are automated and generated from the Baan system. The
company now manufactures garments with online integration with the
supply chain process.
6. The company balance sheet is prepared through Baan.
The company has developed its POS software in house and this has been
integrated with Baan to cull out useful data. Since the ERP software does not help
the company in undertaking intelligent analysis of the vast data generated by the
system, company executives manually analyse all the data to understand the
trends. The company is in the process of implementing business intelligence
software called Adaytum, which it has developed in- house. With this software,
the company will be able to generate custom-made reports. Using Adaytum, the
company claims that it would be in a position to decide the exact shelf to display a
particular product in every store. The software will create a range plan catalogue,
which would help the company to present to the store all the merchandise it can
expect in the next season. The floor staff would be trained accordingly on the
merchandise, its fabric and features so that they are better prepared to assist
customers. This software will enable the convergence of visual merchandising
efforts of the company with its allocation plans. Moreover, it will help in dynamic
planning and would further reduce the gaps between results, actions & plans.
46
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Retail Marketing Towards pantaloon

Running a successful retail enterprise is a formidable task. Dealing With multiple

Future Group is one of the country’s leading business groups present in

Pantaloon Retail (India) Limited

Pantaloon Retail (India) Limited, is India’s leading retailer that operates

The company’s leading formats include Pantaloons, a chain of fashion

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

At Pantaloons, they take pride in challenging conventions and thinking out

• Family Vs. an individual

• Unlimited choice Vs. limited

• Enter and grow the industry Vs. enter a growth industry

• Top line and bottom line Vs. only top line

• Manufacture Vs. outsource

• Build your own brand Vs. sell others’ brand

• Mass customers Vs. class customers

2) Logo and Tagline

The logo of Pantaloons primarily consists of the color green which

The events are organized on the basis of occasions which come on a

a) Among the in-house celebrations/events conducted by Pantaloon,

b) They also conduct the “End of Season Sale” on a periodic basis

for being the most successful sale/promotional event for

PR Events – Pantaloons Femina Miss India 2008 : Window

i. Contestants shopped at Pantaloons which was telecast on

ii. Pantaloons clothes used for one round

iii. There was one round called the Fresh Face

iv. Pantaloon clothes are also shown in movies which have a

b) Office Uniforms - The HR Manager of the Pantaloons retail outlet at

c) Vision - To deliver Everything, Everywhere, Every time to Every Indian

In 1987, the company incorporated as Manz Wear Private Limited. It launched

The Managing Director of Pantaloons Retail (India) Limited, Mr. Kishore

b) Greater chunk of wallet

The functional benefit that Pantaloon offers is an extensive and exclusive

f) Values and Personality

1) Reasons to Believe – Pantaloons stands for fresh fashion by

2) Discriminator – Pantaloons offers Fresh Fashion. People feel

The range offered under Fresh Fashion, be it in terms of apparel,

Pantaloons is a lifestyle store which offers a variety of products ranging

a) Retail space design

The criteria for selection of a location for the Pantaloon outlets is a

b) Scientific store planning and layout

The Store design lays emphasis both on placement of various sections

The sections are as follows:

Ground Floor Layout

First Floor Layout

Second Floor Layout

1) Lights : The lights used are yellow to keep the ambience

2) Music : It is considered to be an integral part of the

3) Color : Extensive use of the color green to give a fresh feel.

4) Furniture/fixtures : The merchandise is displayed with the

o All Stacking : Used for shirts

o Half stacking – Half hanging

1) Merchandise Display : A light to dark color story is always followed while

Windows may also be designed according to the ongoing promotion. The

b) Promotions and Signage: Various schemes are promoted in

either play Pantaloon advertisements or display the various in-store

Service Culture – Pantaloon values customer feedback. They have a

As far as sales training is concerned, it is divided into ladies ethnics and

Selection criteria for employees:

a) Management trainee – The minimum level of education for a

b) Managers – The selection criteria for managers is more experience and

c) Team members – The minimum level of education for a management

d) Recruitment – A preliminary round is conducted by the HR team after

e) Hierarchy and Responsibilities: