“Study of Comparative Edge of Customer Loyalty Programme”

FACULTY: CORPORATE GUIDE: Prof. Upendra ku Dash (AIMS) Mr. Sabyasachi Biswal Senior Manager Talent Transformation,RIL,Odisha Sambit Chinara Regd no: P109008, Batch-2009-2011


Of Astral Institute of Management Studies, BBSR towards the Partial Fulfillment of Requirement for the Award of the Degree of “Post Graduate Diploma in Management”


For a management student theoretical knowledge as well as practically orientation exposes oneself to experiences, one can again be mastering it is best possible time. PGDM curriculum has been fine-tuned in such a way that a student not applies the theoretical knowledge but also gain it in a practical sense. Thus objective can be attained through application of theory tools concepts and techniques of Management. The Project Starts With Introduction about: Chapter -1 includes Introduction Chapter-2 includes Introduction to the company Chapter -3 includes understanding planogram Chapter-4 includes research methodology Chapter-5 includes data analysis and findings Chapter-6 includes conclusions and suggestions

There is always a sense of gratitude which one express to other for the helpful so needy services they render during all phases of life. I would like to express my gratitude towards all those who have been helpful to me in getting this mighty task of training to a successful end. First of all, I consider it a pleasant duty to express my heartfelt appreciation, gratitude and indebtedness to Mr. Alok Dash for their keen interest, invaluable pains taking & excellent guidance, patience, endurance, encouragement & thoughtful advice for the project work. I am thankful to Prof. Upendre ku Dash- faculty Guide for Enlighting me on this subject with his valuable guidance from time to time in Completing this project. I am also great full to my project guide Mr. Sabyasachi Biswal, Senior Manager Talent Transformation, Reliance Retail Limited, Orissa. I am also thankful to Mr.Surojit Das, Store Manager, Reliance, Fresh, Bomikhal, Bhubaneswar, for their valuable suggestion.

I Sambit Chinara a student of Post Graduate Diploma in Business Administration at your institute AIMS,BBSR take this opportunity to submit my summer internship project title “Study of Comparative Edge of Reliance Fresh Customer Loyalty Programme”, Bomikhal, Bhubaneswar to this institute in partial fulfillment of the requirement. I ensure that this is an original piece of research work comprising mainly of primary data, and has not been published elsewhere or submitted for any degree in full or in part. Only the borrowed literature comprises of secondary data. I am grateful to the institute for giving me this opportunity to undertake this project and gain practical experience about corporate sector.

Thanking you, Yours faithfully, Sambit chinara Regd no: P109008 AIMS, Bhubaneswar


The project studies were conducted at Reliance Fresh convenience store of Reliance Retail situated at Bomikhal, Bhubaneswar. The Summary of the project is as follows: Project title is “Study of Comparative Edge of Reliance Fresh Customer Loyalty Programme”, Bomikhal, Bhubaneswar.

Objectives of the study: To study & Increase the “Loyalty Sales Percentage” (in consultation with

Franchisee Manager, Franchisee Development Manager (F.D.M.)).  Better utilization of available resources.  To increasing Loyalty Sales Percentage.
 Aware customer about Reliance One Membership card.

 To increase store profit and methods to reduce costs.  Identify methods to study and evaluate the stock movement of Non Food Fast Moving Consumer Goods (NF-FMCG) & high value SKUs esp. large chocolates and house wares and suggest appropriate low value NF-FMCG product mix.  To study the effective utilization of Planogram of the store.





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Retailing consists of the sale of goods or merchandise, from a fixed location such as a department store or kiosk, in small or individual lots for direct consumption by the purchaser. Retailing may include subordinated services, such as delivery. Purchasers may be individuals or businesses. In commerce, a retailer buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail establishments are often called shops or stores. What is retailing?  The sale of goods or commodities in small quantities directly to consumers.  Buy, Sell & Move Buy, Move & Sell

1. Buy Buying would involve the following activities, which would mean setting the guiding principles for all the merchandise decisions that a retailer makes. It should reflect target market desires, retailer’s institutional type, market place positioning, defined value chain, supplier capabilities, costs, competitors & product trends. 2. Move It can be easily said but the processes that are involved in the “move” part are complex but simple. From the product stage through the processing stage to the packed ones the move stage would continue. Various levels that involves in “move” part are: • The buyer shortlists the product, places the order. • The vendors receives the order, process the same, packs and send it to the distribution center from where it reaches the store for the customer to buy. • One of the fast picking up aspects of the logistic in India is the COLD CHAIN. More and more organizations are looking for various aspects of cold chain to ensure that the products where temperature plays a vital role is maintained and sustained till such time the sale happens. 3. Sell Finally of the Buy, Move & Sell comes the selling part of it which involves a running of a retail stores. Operations as it is known are the crucial functions, which derive its strength from various other faculties.

The beginning of the day is done with the store being opened by the competent person. The first activity to happen will be the housekeeping activities followed by the staff scheduling. The morning’s meetings happen chaired by the head of the store. The stock outs are established and the replenishments happen as the day progresses, though it is suggested that replenishments of the stock should always happen when the customer is not there. The head of the store usually inspects any one or all the departments of the store, which is otherwise, called the “FLOOR WALK”. The cashier would ensure that all the cashiers have enough and correct float cash, whether the POS role, card swap machine and pen is in place or not. In starting of the day head cashier gives all cashiers a sum of Rs.1500 as loan. Having set everything in place, the store would then be opened for the customers. The department’s heads in turn would brief their team on the achievements of the previous day and set target of the day. During this brief any incidents worth mention would also be discussed and the promotion offers, which are current, will also be taken up. Orders will be placed for all the stock out SKU follows up will also be done for those articles, which are delivered during the day. Cleaning of the self and also ensuring that the stocks are kept as per the planogram are checked. It’s just not the duties mentioned above but selling also happen simultaneously. At the end of day the process of concluding the activities is called the “END OF THE DAY” activities. As the person who is in charge of closing the store goes around checking whether the locks are in place or not; the high value merchandise counters are properly secured; check for any person hidden in the change rooms or cloaks rooms; the cashier would ensure that all the money that has been given as float tallies apart from the money that need to be submitted by the respective cashiers. There will be a checklist that needs to sign off together by the security as well as the in charge for having checked for conformity at the end of the day.

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The project was done at Reliance Fresh convenience store of Reliance Retail situated at Bomikhal, Bhubaneswar. This project is all about to increase the Loyalty Sales Percentage of the individual stores. Who is a customer? A customer, also called client, buyer, or purchaser, is usually used to refer to a current or potential buyer or user of the products. This is typically through purchasing or renting goods or services. The slogans "the customer is king" or "the customer is god" or "the customer is always right" indicate the importance of customers to businesses - although the last expression is sometimes used ironically. What is Loyalty? The degree to which customers are inclined to stay with one company and resist competitive offers.

Building Customer Loyalty
1. SERVICE NETWORK: The mantra for marketing professionals is service, service and more service! That’s right! One of the best ways of ensuring your customers keep coming back to you is providing impeccable service. This includes everything from service at the point of sale to after-sales service, which builds a lasting relationship with the customer. Most manufacturers of white goods understand relationship marketing like no one else. The peculiarity lies in the product itself, where it might need to be serviced long after it is bought. Moreover,

the purchase might have taken place somewhere different from where the service is required. Companies like Eureka Forbes and Whirlpool pride themselves on superb customer service satisfaction levels. They manufacture a wide range of durables which can be serviced at various locations throughout the country.

2. QUALITY CONTROL: “You never get a second chance to make a first impression” was the tagline for ‘Head and Shoulders’ shampoo years ago. Impeccable service too cannot save you if you do not deliver a good quality product each and every time. This is true especially for restaurants, where the food served has to be of the same quality time and again to keep customers coming back to you. Here, quality is conveyed via word-of-mouth. One bad experience is enough to ruin the impression forever. 3. CONSTANT INNOVATION: “Once a customer, always a customer”, is no longer true in these days of fluctuating brand usage. Customers now have more choices than before and are more willing to try out new brands. This fickle-minded buying warrants a constant focus on the changing mindset of the customer. The brand too has to change with customer tastes. Nestle India does it best with its brand of Maggi food products. They now have variants for their instant noodles like ‘Dal Atta Noodles’ and ‘Rice Noodle Mania’. Their competitors in the food segment, HLL (Hindustan Lever Limited, now called Hindustan Unilever Limited) tickled the Indian palate by making multiple variants of the traditional Tomato Ketchup in flavors like mint, tamarind and chilli. Amul, which has a strong presence in the ice-cream segment, sensed the need to keep the health-conscious customer in its kitty by adding the new Probiotic range of sugar free ice-creams!

4. DIVERSIFICATION INTO SIMILAR PRODUCT LINES: If a customer feels that Dove Soap is the best for her skin, why not make her think the same way about shampoos as well? That’s exactly why the brand name has now been extended to shampoos in the Indian market. Stretch the loyalty and benefits associated with a brand to include other similar products. Lotus Herbals, for instance, makes chemical-free skincare products like creams, lotions and sunscreens. It has a strong base of happy customers because of its USP ‘herbal ingredients’. Now, it has also launched its ‘herbal’ range of cosmetics on the shelves. 5. STRONG DISTRIBUTION CHAINS: If I want to buy a product, it must simply be available. For fast moving consumer items, it means availability at the nearest grocer. From personal experience, I can tell you how important this is. I like Nestlé’s Munch chocolate a lot, but many a time I end up coming home with a Cadbury’s Perk in hand, due to unavailability of the other brand. Perk tastes just as good, and pretty soon I ended up asking for Perk at the local grocery shop instead of Munch. This shows how just availability or lack of it can affect the customer’s brand choices forever. For a long period Amul faced a similar problem with its products. Originating from Gujarat, the availability of its products was restricted to the home state and a few neighboring ones. Consciously, after a lot of effort Amul successfully expanded its distribution chains throughout the country. An effective media campaign helped pass this advantage on to the customers. If you want people to keep buying your brands, make sure the grocery store around the corner stocks it.

6. REINFORCE THE DECISION: Lastly, after people have tried your product, tell them that they have made the right decision. What better example to

give you than the Pepsi ad which said, “Yehi hai right choice baby, aha!” You will have customers hanging on to you forever. The human mind looks for signals to reinforce the decision made by it, to tell itself that yes, you were correct! It’s no wonder then that the L’Oreal ad shows Aishwarya Rai spouting the phrase “Because you’re worth it! Benefits •Customer loyalty towards your brand can give you the advantage of decreased cost of advertising. •You can also increase the price of your brand to capitalize on the same. Loyalty Sales % = Sales through the Loyalty Card Total Sales X 100

Customer Loyalty programs need to stay fresh is easy to administer, and tightly integrate with the central price file and all the customer touch points. Successful Loyalty programs pinpoint value to a specific group of consumers. The continuous change in programs keeps consumers engaged and avoids the attitude of entitlement. The Retalix customer loyalty application suite, however, is not your run-of-the-mill solution. It is comprehensive, easy to administer, and effective. Retalix Loyalty is a real time, online, centralized system that manages the Loyalty and Promotional marketing campaigns for Grocery and Convenience Store Retailers. Coupled with the Retalix 1-to-1 Targeted Marketing Analysis tool, a retailer can easily reward customers according to their specific taste and loyalty level via a multitude of reward programs to keep it fresh and fun.

Retalix Loyalty includes:  Integrated POS and Pump interface to collect data, print Loyalty program information on the receipt, display messages to the cashier and customer, discount items, and redeem e-gift certificates, tender credits, and loyalty points  Net-based online communications architecture  Multiple set of basic programs (Charity, Continuity, Sweepstakes, eCoupons, Points)  Tiered pricing rewards (electronic discounts) including fuel, according to loyalty levels  Reports to measure loyalty not only by gross spending but also by gross profit  Reports to measure program participation by store and chain  Net-based Centralized Management System  Retalix 1-to-1, Targeted Marketing

Why the card is not being used?  Customer forgets their card.  Customer doesn’t know the benefits of card.  Quality of temporary card is very poor.  Cashier forgets to ask about the card.  Many unwanted details are to be filled in form by customer.

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The Indian Retail market is worth a whooping 93000 crores. If one has to divide between the organized and unorganized sectors the major contribution comes from the unorganized sector, which contributes close to 98% of the total retail market. The balance of 2% amounts anywhere between 18-2000 crores. Factors that influence the growth in retail To summarize the top 6 factors that drive the growth of the retail industry in India would be as follows:  The Demographics  Lifestyles  Needs and Desires  Shopping Attitudes and Behavior  Retailers action  Environmental Factors These six factors clubbed with a co-coordinated logistics make the sale happen. As in any industry there is a social commitment also to be fulfilled. These can be recapitulated as under:  Quality products  Competitive prices  Wide range to choose from  Employment opportunities that are created  The economy would experience sea of change and  Would mean a WIN WIN situation to everyone


Alike any other industry the retail industry also has a wide range of

terminologies, which are in use on a day-to-day basis. Few samples of them would include the following: Till - The cash point Tender - The type of payment the customer is making SKU - Stock keeping unit Merchandise Credit - Credit note Assortment - Range of products and so forth Maximum Bay Quantity - It is the maximum quantity of each product, which can be placed on each shelf. Maximum Display Quantity – It is the number of SKUs, which can be directly seen by the customer in the front side.

Top Retailer Worldwide
Rank 1 2 3 4 5 Retailer Wal-Mart Stores, Inc. Carrefour Group The Kroger Co. The Home Depot, Inc. Metro Home Country U.S.A. France U.S.A. U.S.A. Germany



Malls: The largest form of organized retailing today. Located mainly in metro cities, in proximity to urban outskirts. Ranges from 60,000 sq ft to 7, 00000 sq ft and above. They lend an ideal shopping experience with an amalgamation of product, service and entertainment; all under a common roof. Examples include Shoppers Stop, Pyramid, and Pantaloon. Specialty Stores: Chains such as the Bangalore based Kids Kemp, the Mumbai books retailer Crossword, RPG's Music World and the Times Group's music chain Planet M, are focusing on specific market segments and have established themselves strongly in their sectors. Discount Stores: As the name suggests, discount stores or factory outlets, offer discounts on the MRP through selling in bulk reaching economies of scale or excess stock left over at the season. The product category can range from a variety of perishable/ non perishable goods. Department Stores: Large stores ranging from 20000-50000 sq. ft, catering to a variety of consumer needs. Further classified into localized departments such as clothing, toys, home, groceries, etc. Department Stores: Departmental Stores are expected to take over the apparel

business from exclusive brand showrooms. Among these, the biggest success is K Raheja's Shoppers Stop, which started in Mumbai and now has more than seven large stores (over 30,000 sq. ft) across India and even has its own in store brand for clothes called Stop!.

Hyper marts/Supermarkets: Large self service outlets, catering to varied shopper needs are termed as Supermarkets. These are located in or near residential high streets. These stores today contribute to 30% of all food & grocery organized retail sales. Super Markets can further be classified in to mini supermarkets typically 1,000 sq ft to 2,000 sq ft and large supermarkets ranging from of 3,500 sq ft to 5,000 sq ft. having a strong focus on food & grocery and personal sales. Convenience Stores: These are relatively small stores 400-2,000 sq. feet located near residential areas. They stock a limited range of high-turnover convenience products and are usually open for extended periods during the day, seven days a week. Prices are slightly higher due to the convenience premium. MBO’s: Multi Brand outlets, also known as Category Killers, offer several brands across a single product category. These usually do well in busy market places and Metros.



Founder Chairman of Reliance Group "Growth has no limit at Reliance. I keep revising my vision. Only when you can dream it, you can do it."

Dhirubhai H. Ambani Founder Chairman Reliance Group December 28, 1932 - July 6, 2002 Shri Dhirubhai Ambani was an exceptional human being and an outstanding leader. He dared to dream on a scale unimaginable before in Indian industry. His life and achievements prove that backed by confidence, courage and conviction, man can achieve the impossible. From a humble beginning, he went on to create an enviable business empire within a span of just 25 years. The US$ 54

billion Reliance Group is a living testimony to his indomitable will, single-minded dedication and an unrelenting commitment to his goals. Today, the Group's turnover represents nearly 3 percent of India's GDP. The Reliance Group is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group's annual revenues are in excess of USD 22 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company and is the largest private sector company in India. Backward vertical integration has been the cornerstone of the evolution and growth of Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of backward vertical integration - in polyester, fiber intermediates, plastics, petrochemicals, petroleum refining and oil and gas exploration and production - to be fully integrated along the materials and energy value chain. The Group's activities span exploration and production of oil and gas, petroleum refining and marketing, petrochemicals (polyester, fiber intermediates, plastics and chemicals), textiles and retail. Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fiber producer in the world and among the top five to ten producers in the world in major petrochemical products. The Group exports products in excess of USD 7 billion to more than 100 countries in the world. There are more than 25,000 employees on the rolls of Group Companies. Major Group Companies are Reliance Industries Limited (including main subsidiaries Reliance Petroleum Limited and Reliance Retail limited), Indian Petrochemicals Corporation Limited and Reliance Industrial Infrastructure Limited.

Mr. Mukesh Ambani Chairman & Managing Director Mr. Mukesh D. Ambani, age 49, is a Chemical Engineer from the University of Bombay and pursued MBA from Stanford University, USA. He is the eldest son of Mr. Dhirubhai H. Ambani, Founder Chairman of the Company. Mukesh Ambani is the chairman, managing director and the largest shareholder of Reliance Industries, India's largest private sector company and a Fortune 500 Company. His personal stake in Reliance Industries is 48%. His wealth is US$ 20.1 billion as of March 2007, making him the world's 14th richest person and the second richest person in India. Mukesh and younger brother Anil are sons of the late founder of Reliance Industries. Mukesh Ambani joined Reliance in 1981 and initiated Reliance's backward integration from textiles into polyester fibres and further into petrochemicals. In this process, he directed the creation of 60 new, world-class manufacturing facilities .Mukesh Ambani is also steering Reliance's initiatives in a world scale, offshore, deep water oil and gas exploration and production program, a pan-India petroleum retail network involving 5,800 outlets and a research-led life sciences initiative covering medical, plant and industrial biotechnology.

Mr. Ambani's Achievements include:  Conferred 'ET Business Leader of the Year' Award by The Economic Times (India) in the year 2006.  Had the distinction and honor of being the co-chair at the World Economic Forum Annual Meeting 2006 in Davos, Switzerland.  Ranked 42nd among the 'World's Most Respected Business Leaders' and second among the four Indian CEOs featured in a survey conducted by Pricewaterhouse Coopers and published in Financial Times, London, November 2004.  Conferred the World Communication Award for the 'Most Influential Person in Telecommunications in 2004' by Total Telecom, October 2004.  Chosen 'Telecom Man of the Year 2004' by Voice and Data magazine, September 2004.  Ranked 13th in Asia's Power 25 list of 'The Most Powerful People in Business' published by Fortune magazine, August 2004. 30 Growth is Life  Conferred the 'Asia Society Leadership Award' by the Asia Society, Washington D.C., USA, May 2004.  Ranked No.1 for the second consecutive year, in The Power List 2004 published by India Today, March 2004.

Major Subsidiaries & Associates:-

The Reliance Industries Limited is the flagship company of Reliance Group which has ownership interest in the following subsidiaries & associates Major Subsidiaries: Reliance Petroleum Limited Reliance Netherlands BV (including Trevira) Reliance Retail Limited Ranger Farms Private Limited Retail Concepts and Services Private Limited Reliance Retail Insurance Broking Limited Reliance Dairy Foods Limited Reliance Retail Finance Limited RESQ Limited Reliance digital Retail Limited Reliance Service Solutions Limited Reliance Jamnagar Infrastructure Limited Reliance Haryana SEZ Limited Reliance Industrial Investment & Holdings Limited Reliance Exploration & Production - DMCC Reliance Industries (Middle East) DMCC Reliance Global Management Services (P) Limited Reliance Commercial Associates Private Limited RIL (Australia) Pty Limited Major Associates: Indian Petrochemicals Corporation Limited Reliance Industrial Infrastructure Limited

Reliance Fresh
Reliance Industries launched its first retail format called Reliance Fresh in Hyderabad. Spread over 2,000-5,000 sq ft, 11 such Reliance Fresh neighborhood convenience stores were come up in the city.

• • • • • • • • • • • Chennai, New Delhi, Hyderabad, Jaipur, Mumbai, Chandigarh, Ludhiana, Orissa, UP West Bengal Jharkhand

Reliance is gearing up to revolutionize the retailing industry in India. Towards this end, we are aggressively working on introducing a pan-India network of retail outlets in multiple formats. A world class shopping environment, state of art technology, a seamless supply chain infrastructure, a host of unique value-added services and above all, unmatched customer experience, is what this initiative is all about The retail initiative of Reliance will be without a parallel in size and spread and make India proud. Ensuring better returns to Indian farmers and manufacturers and greater value for the Indian consumer, both in quality and quantity, will be an integral feature of this project. By creating value at all levels, we will actively endeavor to contribute to India's growth.

Product range of reliance fresh
Vegetables and fruits: this is the specialty of the store as they provide fresh fruits and vegetables at a rate lower than the market price. Households Items: In the stores we can get items which are at slight premium rate than market price, but usually of high quality. Food and Beverages: This area of the product line they stock all the premier brands and also their private label. Groceries: In this sector reliance is promoting its private label as they are promoting their own brands and they do the packaging of the product and then label it privately and then sell it at premium as compared it to the loose items. Dairy Products: The dairy products in some locations are procured from the farmers themselves and some places they procure it from the manufacturers. Refrigerated products: This product line is dominated by the brands available in market and very less private labeling is done. Non food items: Here we get many petty non food items at a premium than market price. Reliance Fresh would carry fresh fruits and vegetables, staples, top-up grocery, non-food items and dairy products and a whole lot of other categories at very competitive prices. All the stores opened have an average area of about 1,800 sq ft and an average of about 20 sales associates attending to customers in each store open from 8 a.m. to 10 p.m. on all seven days of the week. A targeted sales turnover of Rs 90,000 crores (US$ 20 billion) by 2010 with a planned investment of Rs 30,000 crores over the next five years – that's the retail vision of Mukesh Ambani and his RIL retail team. RIL's retail venture seems all set to achieve the status of being the flag-bearer of India Retail Inc, and that too in record time!

It's been in the news for quite some time now. Earlier, about a year ago, it was only whispered in close industry circles. Slowly the whispers become louder, and the word gained ground that India's largest private sector company, Reliance Industries Limited (RIL), is entering the Indian retail sector in a real big way. But with virtually nothing coming from anyone in the know inside RIL about their retail plans; this has to be one of the most closely guarded secrets of India's corporate story. Retail Will Become Core Business of RIL: Reliance Industries Limited is the largest and one of the fastest growing private sector companies in India, with business activities encompassing almost all major growth sectors of the Indian economy. The company manufactures and markets a wide range of products with market leadership in almost all its businesses. All of Reliance Group production and services ventures have one common feature – global scale operations employing state-of-the-art technology in all fields. The company is truly emerging as a well diversified conglomerate with global competence in technology, management and financial capabilities to meet the needs of a rapidly growing Indian market. With domestic market shares ranging from 40-80 per cent, RIL is also ranked among the top 10 producers globally, for all its major product segments. It is one of India's largest business conglomerates with total revenues of Rs 1, 00,650 crores (US$ 22.6 billion). It is being speculated within the industry that the ROIs made by RIL in the retail space will far out-shadow its existing core flagship businesses – and very soon retail will become the core business for the Mukesh Ambani-controlled Reliance empire.

Future Planning: Company plans to have a pan-India presence by opening stores in 784 cities and 600 small towns and achieve a target of Rs.10 billion revenue by 2010 by which time it hopes to complete Phase 1. In the first phase company plans to employ 500,000 people. It is following an all-inclusive model giving the right affordability across all income groups. Company is aggressively partnering farmers by following a farm-to-fork strategy in its supply chain management model and ensures that it delivers fresh fruits and vegetables at affordable prices to consumers. Currently, Reliance Fresh has over 100 stores across the country. Reliance Fresh also offers a membership and loyalty programme - Reliance One to deliver customized benefits to frequent shoppers. Currently, it has 200,000 loyalty customers across Hyderabad, Jaipur and Chennai. Reliance Retail, the 100% subsidiary of Reliance Industries, on October 28 unveiled Reliance Fresh, the first of its multi-format retail foray involving an investment of Rs 25,000 crores. Reliance Fresh is the company’s brand for neighborhood fresh-food outlets. It will also sell kitchen equipment and other edibles. The Reliance Fresh supermarket chain is RIL’s Rs 25,000 crores venture and it plans to add more stores across different geographies, and eventually have a panIndia footprint by year 2011. The super marts will sell fresh fruits and vegetables, staples, groceries, fresh juice bars and dairy products and also will sport a separate enclosure and supply-chain for non-vegetarian products.

Supply Chain Management: A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. Supply chains exist in both service and manufacturing organizations, although the complexity of the chain may vary greatly from industry to industry and firm to firm.


Collection center

Reliance Fresh

Distribution center

From the above pictorial representation of supply chain management of reliance fresh it is clear that raw material is procured from vendors, transformed into finished goods in a single step, and then transported to distribution centers, and ultimately, customers. Realistic supply chains have multiple end products with shared components, facilities and capacities. The flow of materials is not always along an arbores cent network, various modes of transportation may be considered, and the bill of materials for the end items may be both deep and large.


Reliance Fresh Loyalty Programme

1. What is Loyalty Membership? Loyalty Membership is a program devised by Reliance Industries Limited for Reliance Fresh to retain the customers visiting their stores. It is a program by which Reliance Fresh store issues a Loyalty Membership Card to its customers to encourage them to shop at the store regularly. Each time they buy something they collect points which will allow them to redeem cash vouchers to shop at store in future. Followings are the features of the program: • An electronic method of identifying customer purchases and translating that information to reward customers based on their shopping habits. • There is a reward point system by which customers receive reward points on every purchase made at the store. • For every purchase of Hundred Rupees customer will receive one reward point. • Customer should accumulate minimum of 25 points to get a reward voucher by which he can make purchase at the store equivalent to Rupees 25. • Customers can also retain these points and receive reward voucher whenever they want. • Members will also receive accidental insurance of Rupees 50,000 under this program. • Customer will be issued a permanent membership card after 180 days of issuing of temporary card.

2. How Loyalty Membership Program benefit Retailers? • The program data help retailers to adjust their product assortment to customer demands. • Retailers remove or cut back slow-moving items and devote more shelf space to the products that program members buy. • Identify their most loyal customers. • Learn more about their best customers buying habits. • Offer the products and services according to their best customers demand.

3. How do Loyalty-Membership Program works?

To enroll, customers typically complete an application form asking for their Name, address, gender, phone number, e-mail address, income etc. Each time cardholders make a purchase; the store scans their membership card, tracks the sale and converts this data into useful information.

• Loyalty Membership programs give customers points that accrue with their purchases and can be redeemed for rewards. • Cardholders receive their discounts by presenting their card at the checkout or by redeeming targeted coupons.

4. How can food retailers help consumers and Manage Operations with the data they collect? Analyze shopping habits, refine marketing programs and fine-tune the product mix at the chain or individual store level. Stores use data gleaned from loyalty-marketing programs to: • Identify the promotions that appeal most to various customer groups, e.g., discounts or rebates for price-conscious shoppers; home delivery services for busy shoppers. • Reduce the shelf space devoted to slow-moving items in order to stock the products that customers prefer. • Reveal when products were sold and whether they were sold on or off promotion, and the profit margin on each sale. • Improve speed-to-shelf and decrease out-of-stocks. • Determine how product deletions affect their best customers, and take steps to keep those customers from taking their business elsewhere.

5. What are the advantages of this Loyalty Program for customers? Following are the advantages of Loyalty Program: • Loyalty Program gives customers the sense that the retailer values them personally and respects them. • This program has an inbuilt system of giving discount over the competitive prices of the goods, if compared from general retailers. • Besides this it also offers an accidental insurance of rupees 50,000.

6. How we can make Loyalty Program more Effective? • We can make it effective by introducing various types of schemes which can attract customers. • We can issue prepaid cards in different denominations to our customers and provide additional discounts and offers in addition to our normal reward point system. • We can also categories the cards as Platinum, Gold and Silver based on purchasing capacity/trend of different segments of customers. The advantages can be increased with the upgraded membership. • Card can be made attractive by issuing a plastic or a laminated card in place of the present paper card so that it can be retained for a long time. • Increase level of personalized service/interactive approach with the customers. Through interaction and personalize service the front line staff should ensure to make the customers feel that they are the valued clients. • Cashier should request and enlighten the customers to use their cards. • Regular announcement should be made to encourage customers to use their loyalty cards to redeem reward points. • There can be additional rewards depending on the frequency of usage of card or can be based on their visit to the store. • The Loyalty Program form can be bilingual and should be of one page so that customers find it easy to fill. 7. Can Loyalty be bought? • Yes, it can be bought by winning the faithfulness of the customers by giving them quality services without interruption. Meeting the changing expectations of the customers will help strengthen a lasting relationship and ensure that the customers no longer feel like going elsewhere.

8. What is the percentage of customers using Loyalty Cards? • On an average every Reliance Fresh is issuing 80-120 loyalty cards per day. • The ratio of customers using this card floats between 50%-60%. • Educated people are giving more attention to the loyalty card. 9. How many customers are having more than one card? Why? • Customers are not able to retain existing paper card for a long time so customers can be issued a new card with the same number if the exiting card cannot be scanned by machine properly. • 10% cards cannot be scanned as these are paper cards and get distorted. 10. How we can build our product awareness? • The advantages of a customer card must be actively conveyed from the management to the customer via the staff. • We can utilize the time of customers by making them aware about the reward program when they are waiting for billing. • Regular announcements can be made by the MSR’s regarding the benefits of the Loyalty Card and asking customers to use the benefits of the program. • Clippings about the product may be flashed through the electronic media. • Details of the Loyalty Program may also be circulated through pamphlets in newspapers.

11. What are the problems being faced by customers? How we can work on it? • Token system should be introduced; as yet customers are facing problems as their belongings are not safe outside the store. • Customers have to wait for a long time for billing so we can introduce a system of separate queues for ladies and senior citizens and can also increase number of cash counters. • Customer is coming in Reliance Fresh due to a brand name and thinking its product would be of good quality, but sometimes there are rotten fruits and vegetables with the bunch of fresh ones this leads to a wrong impression on customers. So, there should be proper sorting to maintain the consistency in their quality. • Sometimes store staff are ignorant and don’t pay much attention to customers and this frustrates the customers. So store staff should be trained to assist the customers in a proper way. • Facility of drinking water should be provided at the store which is not available at present . • Toilets for customers should be made available. 12. How to increase efficiency of employees? • Providing refreshments like tea, coffee at least in two intervals so that the employees feel energetic and work more efficiently. • Orientation program can be conducted for the employees to make them aware of the targets to be achieved. • The employees should be kept in high state of morale. This could be achieved by the effective leadership. • Career progression of the employees should be chalked out.



• This is a card which was given to the customer at free of cost. This card helps to increase the loyalty sales percentage of the store. Benefits of this card are: • Customer will get 1% point of his purchasing amount added to his\her membership card. • When these points will become 25, it means that 25 points is equivalent to 25/-. He\she will be able to redeem his\her points & get a discount of 25/• With this card customer will get “Accidental Death Insurance” of 50000/- by default. • If customer will recharge their Hutch, Reliance, Airtel & Idea mobile from CSD then also 15 point of the amount he recharge will be added to his card. • In starting customer will get temporary card, which is valid for 180 days. Within 180 days customer will get permanent card, which is look like plastic card at postal address given by the customer in the form for issuing of Reliance One Membership Card. Conditions for eligibility of permanent card are as follows:

CUSTOMER INFORMATION CHANGE REQUEST: • If customer wants to change his Postal address, Telephone Number or Email ID then customer have to fill the “Customer Information Change request”.

Customer Information Change request
Please incorporate the following changes in my Reliance One membership details

(Please tick the appropriate box) Reliance One Membership No. First Name Last Name I have moved to a new house. Please send all communication to my new address given below Address Line 1* Address Line 2 Landmark City\ Taluka* Pincode*

My Phone Number has changed
Std Code Mobile Std Code I have a new email address Email Date D D M M Y Y Y Y Signature Phone (Off) Phone (Res)


Store Code Request ID: MSR Code CIC Store code D D M M Y Y -


Serial No

Replacement Card Request :

If the card of the customer is damaged or lost then he has to fill a “Application Form for Request for Replacement Card”. The format of Application Form for Request for Replacement Card is: Application Form for Request for Replacement Card
RelianceOne Membership No. First Name Last Name This is to inform you that my RelianceOne membership card is lost/ damaged. I have been issued a replacement card with card number

I request you to deactivate my old card and transfer all the points to my new card number mentioned above. I understand that I would not earn any points on usage of my old card. I declare that I have surrendered the damaged card at the customer service desk I declare that I will destroy the lost card if found. Date D D M M Y Y Y Y Signature

Store Code Request ID: MSR Code MSR Signature RRC Store code


Serial No






A planogram is a diagram of fixtures and products that illustrates how and where retail products should be displayed, usually on a store shelf in order to increase customer purchases. It is an arrangement of different products in the most appropriate order with optimum utilization of available space. It also shows the exact quantity of each product in the store as well as its position on a particular bay & shelf. They may also be referred to as Planogram, Plano’s, Plano-grams, plan-o-grams, schematics (archaic) or POGs. A Planogram is often received before a product reaches a store, and is useful when a retailer wants multiple store displays to have the same look and feel. Often a consumer packaged goods manufacturer will release a new suggested Planogram with their new product, to show how it relates to existing products in said category. Since the purpose of a Planogram is to communicate how to set the merchandise to increase customer purchases, much research often goes into the layout of a Planogram. Attention is given to adjusting the visibility, appearance and presence of products to make them look more desirable, or to ensure sufficient inventory levels on the shelf or display. There are some consulting firms which specialize in retail space layout and planogramming. Some chain stores and wholesalers also create and maintain Planogram for their stores. Planogramming is a skill developed in the fields of merchandising and retail space planning. A person with this skill can be referred to as a planogrammer.

Scope: To study and re-engineer the existing Planogram. Purpose: • To communicate how to set the merchandise. • To increase customer purchases. • To adjusting the visibility, appearance and presence of products • To make them look more desirable. • To ensure sufficient inventory levels on the shelf or display. • To use space effectively whether floor, page or virtual. • To optimize short- and long-term returns on investment into retail space. • To provide a logical, convenient and inspiring product-customer interface. • To make right selection of products available. • To facilitate communication of retailer’s brand identity. • To maximize profit per centimeter of shelf space. • Understand the relationship between space, sales and profit Merchandising: Merchandising refers to the methods, practices and operations conducted to promote and sustain certain categories of commercial activity. Visual Merchandising (VM) is the art of presentation, which puts the merchandise in focus. It educates the customers, creates desire and finally augments the selling process.

Visual Merchandising helps in:  Educating the customers about the product/service in an effective and creative way.  Establishing a creative medium to present merchandise in 3D environment, thereby enabling long lasting impact and recall value.  Setting the company apart in an exclusive position.  Establishing linkage between fashions, product design and marketing by keeping the product in prime focus.  Combining the creative, technical and operational aspects of a product and the business.
Sample Planogram Image

The whole system of RELIANCE FRESH is connected through an ERP SOFTWARE i.e. SAP and the replenishment procedure is based on auto indenting & manual indenting. Auto Indenting: MBQ of each SKU is already stored in the system of DISTRIBUTION CENTRE. (D.C. is the place from where the required quantity of stock is sent to the respective stores.) As & when sales of a particular SKU takes place it is automatically recorded in the system. Within 3 days D.C. dispatches the required quantity of each SKU to the store, to maintain the MBQ level of each shelf. Manual Indenting: Before closing the store daily CSA of each category identify the requirement of each SKU and communicate it to supervisor and finally it is feed to SAP or mailed to Distribution Centre (D.C.) to maintain the required level of inventory.




Step 1: Per day sales of each SKU was obtained. The SKUs list of Reliance Fresh which contains approximately 6000 SKUs/products of all different categories (Fruits & Vegetables, Staples, Process Food, Non-Food Fast Moving Consumer Goods, House wares, Beverages, Dairy, Bakery, Frozen, etc.) is provided by the head office. With the help of this list, at store, daily sales of each SKU was obtained from CSAs by interviewing them in depth. The probable demand of those SKUs which were not in the Planogram of the store were also obtained so that these could also be introduced if found appropriate. Step 2: Per day sales was then multiplied by 3 so as to maintain the required stock level for 3 days. After getting the daily sales of each SKU, it was then multiplied by 3. Since, the supply of SKUs other than Fruits & vegetables and Dairy from Distribution Center is made after every 3 days and in order to maintain the required MBQ level the sales figure is multiplied by 3. For example, the daily sales of Parle Krackjack 75-gram biscuit were 5 units approximately told by the CSA. This projection of MBQ level was totally based on the judgments of CSAs and on the previous month’s sales report.

Therefore, its required MBQ level should be 5x3, i.e., 15 units in the store. This approach was applied for all SKUs of each category in order to adjust the MBQ level of all SKUs of Planogram. Step 3: Figure obtained in step 2 was then compared with MBQ figure of current Planogram for each SKU. The figure so obtained for all the SKUs, by applying the same approach, was then compared with the actual MBQ level of respective SKUs in the Planogram. By this comparison the difference between actual and obtained MBQ level was found. This difference was then used to adjust the MBQ level. For example, the MBQ level as per current Planogram of FORTUNE SOYA OIL 1 LT POLY PACK was 56 units but actual per day sales of this were 32 units, therefore, according to this sales figure MBQ level should be 96 units. But this figure is more than actual MBQ level; therefore, its MBQ level was increased to 96 units by providing it single facing and double vertical stacking. Step 4: MBQ level of each SKU was adjusted by either increasing or decreasing its quantity. Similarly the MBQ level of each SKU was adjusted by either increasing or decreasing its quantity which was required for the optimum utilization of available bay space and better inventory management. This approach helped in better visibility of the SKUs and raising the profitability of the store. This step resulted in the empty spaces on the different bays. Step 5: Empty spaces obtained because of step 4 was then filled by new SKU which was obtained in consultation with CSAs, FDM, Franchisee Manager, on the basis of our judgment & based on feedback from store staff . After getting the empty shelves, those SKUs were finalized in consultation with CSAs, FDM, and Franchisee manager and on the basis of our own judgments, which were mostly

demanded by customers other than those SKUs which were available in the store. This helped in introducing some new SKUs in Planogram.

Methodology Used For re-engineering Planogram, following research was done: 1. Research Design Research Design is the overall plan to conduct research. It covers: • data collection methods • sampling decisions • data analysis methods Often constraints on resources limit research design so that it is less ideal. Types of Research Design There are three types of research designs: 1. Exploratory research design Used for discovering ideas and insights 2. Descriptive research design – longitudinal and cross-sectional Used for describing characteristics of population 3. Causal research design Used for proving cause-effect relationship 2. Exploratory Research Following designs (methods) are used for exploratory research: I. Secondary data II. Focus groups III. Depth interviews 3. Depth Interview

Principle of Depth Interview  Respondent will reveal truth about sensitive issue after taking him in Confidence.  Respondent’s answer will be obtained by probing

Collection of Data:
Secondary Data Secondary data is the data gathered by someone else prior to the current needs of the researcher. It is already available to the researcher before he starts conducting his research work. Advantages of secondary data  Quickly available  Economical  Dependable  Easy to Use  Accessible  Understandable Primary Data The researcher originates the primary data. The primary data for re-engineering Planogram was collected as follows:  Feedback from  CSA  Customer (limited to people known)  Customer demographics

Feed Back Questions asked from CSAs 1. Which SKUs have the maximum queries? 2. Which SKUs have maximum complains? 3. Which SKUs customers are happy with? 4. Are there any SKUs that you suggest as a substitute? a.) For what SKUs? b.) What is the substitute? 5. Do you receive any queries for any SKUs which are not stocked? 6. How much does each SKU is being sold on daily basis? 7. Is the customer satisfied with the quality of products available in the store?
8. Is the customer happy with the pack size available (especially for

staples, ghee & vegetable oil) or they require big or small one? Feedback received from CSAs  Maximum demand is for Fruits & Vegetables (F&V) category.  Customers are happy with F&V and Process Food (P.F.) but for P.F. introduce some more products.  Substitute suggested is mainly for staples and P.F. category. For example:- Customer demanded a particular brand of Atta but sometimes due to unavailability of stock, Atta of other brand was offered.

 Customers query more about NF FMCG & toiletries (Currently this category of SKUs is not available in the store.)  Sometimes customers complain about the freshness of F&V as they Strengths • Brand Name • Strong Financial Backup • Good employee base • Easily Reachable • First Mover advantage Weaknesses • More time in billing • Fruits & Vegetables are not always fresh • Offer’s announcements are not proper Threats •Local retailers •Opposition by Govt. •Big retailers are entering Opportunities •Potential Market

find it rotten and also fresh ones mixed with rotten ones.  Some customer also asks for smaller pack size for staple SKUs.




There was a questioner, which was filled by the customer to know the feedback of the customer about the “Customer Loyalty Programme”. There were 50 sampling had filled up by the customer who were coming to the Reliance fresh store at Bomikhal. The ratio between the male & female were 3:1.Maximum customer were service holder Business man. The format of questioner is as follows:

Reliance Retail:
Study of “Comparative Edge Of Reliance Fresh Customer Loyalty Programme” At Bhubaneswar

1. Where do you purchase your monthly household provision? a)Reliance Fresh , b) Any other modern outlet, c) Local Market 2. If other modern outlet, then please specify the name of outlet and please specify reason? 3. If Reliance Fresh, do you purchase your total monthly requirements regularly from RF or occasionally? 4. Please specify reason for regular/occasional purchase from Reliance Fresh? a) Quality stuffs. B) Availability of all items, c) Good ambience, OR, d) Any other specific reason 5. Are you aware of Reliance Fresh Customer Loyalty Programme? a) Yes b) No 6. If yes, have you enrolled in Reliance Fresh Customer Loyalty Programme? a) Yes b) No 7. If yes, how you find the programme? a) Excellent, b) Very Good, c) Good, d) Needs improvement 8. What is your suggestion to make Customer loyalty programme of Reliance Fresh more popular? a) Offering discount to customer participated in this programme. b) Door delivery of the merchandise under this programme. c) Establishing direct relation with customer by organizing loyal customer meets. OR d) Any specific suggestion. 9. How you find Reliance Fresh modern retail format in comparison to Big Bazar, Pantaloon etc.? a) Superior, b) Not much different. 10. How do you find the customer service staff of Reliance Fresh?

a) Excellent, b) Good. c) Needs improvement .d) Poor 11. Have you ever faced any problem with Reliance Fresh floor manager during your purchases? a) No never. B) Yes, sometimes. C) Often faced. 12. Which section of Reliance Fresh you like most? a)Grocery. B) Vegetables c) Cosmetics & stationery.

13. Which aspect of Reliance Fresh attracts you most? a)Commitment level. b)Relationship building with customer. c) Understanding of Customer need, d) Friendly approach towards all section of customer. 14. Are you getting all your household requirements during your visit to Reliance fresh? 15. Do you feel the products more in demand are often not available during your visit? 16. Do you feel the perished/expired items are not properly differentiated from fresh items? 17. Do the price charged by Reliance fresh is competitive? 18. Do the Reliance Fresh sales personnel informing you about the schemes and discounts applicable on specific products on that day during your visit? 19. Are the products having discounts/schemes are available for billing? 20. Do Reliance fresh display the updated price of each product correctly ? 21. How much average time you spend at billing counters? 22. How comfortable you are with exchanging a bought product which does not meet your requirement/need? 18. Are you getting the privilege of availing all schemes announced by Company? 19. How is your overall experience with Reliance Fresh? a) Above expectation, b) Below expectation. c) At par with the expectation. 20. Would you ask your relatives and friends to shop in Reliance Fresh? a) Yes b) No c) Not sure 21. Would you like to provide any suggestion to make Reliance Fresh service team more effective? 22. Profile: a) Name: b) Age: c) Sex: d) Profession:

• Lack of professionalism in the behavior of CSAs. • Customers are not aware with the benefits of the card. • Customer forgets their card at home. • Customer has no time. • MSR not asking for the cards major of the time. • No one is there who give card number from Membership Master Dump. • Rigid ness to follow Planogram in spite of non-availability of SKUs. • Place for Mobile counter is not proper. • Dummy of some mobile handsets were not available. • Customers feel inconvenience to purchase wheat without seeing & touching its sample. • Store becomes too congested during peak hours. • Many a time’s fresh F&V are mixed with rotten ones. • Non-availability of NF FMCG (Toiletries etc.). • Consistency in quality in case of F&V is not maintained. • Planogram of F&V changes as per its supply & sorting, therefore, Its Planogram changes frequently. • Planogram of staple, P.F., beverages, dairy etc. exits for longer Duration, therefore, these are emphasized. • Some items were not available in the store given in Planogram. • Sorting of F&V was not done at right time. • Customers` feel inconvenience to purchase wheat without seeing & touching its sample. • Non-Planogram SKUs were continuously sent by the D.C. to Store. • The store has ample but unorganized parking space. • The problem of storage space was solved in time, which helped in effective inventory management. • There are possibilities of introducing NF FMCG & toiletries in the store as customer frequently ask about these and required Space for these can also be created.

Category contribution to total sales:







17% 5% 5% 9% 3% 5% 4%



 Category contribution to gross margin
60% 50% 40% 30% 20% 10% 0% 9% 11% 5% 8% 49%

13 % 5%

120 100 80 60 40 20 0

Contribution To Gross Margin

Contribution to Total Sales




 Bomikhal is a price sensitive area. People prefer smaller quantities and good quality products. There are less retail shops nearby the store. Instead some small grocery stores and local vegetable mandies at Cuttack road  There is always a gap analysis between Retailer & customer.  Customers are ready to buy even at same rate or more than as compared to outside if we provide them a quality.  Customer has no time. They don’t want to waste their time in selecting good vegetables.

 By analyzing the primary and secondary data it was identified that majority of sales is from F&V category instead of mandi near to store only in the case when quality is good. While for other categories some changes like introducing more variety and keeping competitive prices can be done to increase their sales.  Data gathered through sales report and CSAs were analyzed to adjust the MBQ level of each SKU and to increase the store profit.  Reliance Fresh needs to adjust its Planogram according to the tastes and preferences of customer. Since store does not offer NF FMCG and toiletries most of the customers are switching to other players.

 Announcement for the Membership card should be there.  Effective utilization of storage space is possible.  Rigidity in following Planogram should be avoided.  Possibility of Non-Food FMCG  Effective utilization of empty Shelves  Consistency in quality should be maintained.  Proper training should be imparted to CSAs.  Effective utilization of space should be done.  Mark down of SKUs especially for Fruits & Vegetables should be done at proper time.  Sample of wheat and other staple items can be kept for better exposure.  Consistency in quality should be maintained

 Proper training should be imparted to CSA’s  Effective utilization of space should be done  Mark down of SKU’s, especially for Fruits & Vegetable should be done at proper time.  Sample of wheat & other staples items can be kept for better Exposure  Fine Line Product Differentiation of SKUs should be done.  Announcement for the Membership card should be there.  Effective utilization of storage space is possible.  Rigidity in following Planogram should be avoided.  Possibility of Non-Food FMCG

1) Philip Kotler ,” Marketing Management”, New Delhi, Pearson Education Inc,

2) Kothari, C. R, Research Methodology methods and techniques, New Delhi,

New Age International (p) Ltd,1990. 3) Copy of current Planogram 4) List of SKUs

3) 5) Websites:


www.ril.com www.businessworldindia.com www.ORG-GFK.com www.india-reports.com www.wikipedia.org www.economictimes.indiatimes.com

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