CHAPTER I

A STUDY ON KEY PERFORMANCE INDICATORS OF ALLEN SOLLY RETAIL

STORE

1. INTRODUCTION

The India Retail Industry is the largest among all the industries, accounting for over
10 per cent of the country’s GDP and around 8 per cent of the employment. The Retail
Industry in India has come forth as one of the most dynamic and fast paced industries with
several players entering the market. But all of them have not yet tasted success because of the
heavy initial investments that are required to break even with other companies and compete
with them. The India Retail Industry is gradually inching its way towards becoming the next
boom industry.

Retail is how producers of goods and services get their products to the consumer.
Retailers often get their goods directly from the manufacturer. That is when a commodity
becomes a finished product. 

Retailers can also buy products from a middleman, known as a wholesaler or

distributor. The wholesaling company consolidates the products from around the world. It
repackages them for easier marketing and distribution. Retailers are the last stop on
the supply chain before the products end up in your shopping cart.

1.1 ABOUT THE COMPANY

The aditya birla group: a premium global corporation a us $41 billion (Rs. 2,50,000
crore) corporation, the Aditya Birla Group is in the League of Fortune 500. Anchored by an
extraordinary force of over 120,000 employees, belonging to 42 nationalities. Over 50 per
cent of its revenues flow from its overseas operations spanning 36 countries. The Aditya
Birla Group has been ranked fourth in the world and first in Asia Pacific in the ‘Top
Companies for Leaders’ study 2011, conducted by Aon Hewitt, Fortune Magazine and RBL
(a strategic HR and leadership Advisory firm). The Group has topped the Nielsen's Corporate
Image Monitor 2014-15 and emerged as the Number one corporate, the 'Best in Class', for the
third consecutive year. 50 per cent of the Aditya Birla Group's revenues flow from its

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overseas operations. The Group operates in 36 countries – Australia, Austria, Bangladesh,
Brazil, Canada, China, Egypt, France, Germany, Hungary, India, Indonesia, Italy, Ivory
Coast, Japan, Korea, Laos, Luxembourg, Malaysia, Myanmar, Philippines, Poland, Russia,
Singapore, South Africa, Spain, Sri Lanka, Sweden, Switzerland, Tanzania, Thailand,
Turkey, UAE, UK, USA, and Vietnam. 2 The Aditya Birla Group is an Indian multinational
conglomerate named after Aditya Vikram Birla, headquartered in the Aditya Birla Centre in
Worli, Mumbai, India. The Aditya Birla Group is the world's largest producer of Viscose
Staple Fiber industry. It operates from India, Laos, Thailand, Malaysia and China. It owns the
Birla Cellulose brand. Apart from viscose staple fiber, the group also owns acrylic fiber
businesses in Egypt and Thailand, viscose filament yarn businesses and spinning mills in
India and South East Asia. The group has pulp and plantation interests in Canada and Laos.
It's two companies i.e. Aditya Birla Nuvo Ltd. and Grasim Bhiwani Textiles Ltd. which is a
subsidiary of Grasim Industries are in textile business. Our Vision To be a premium global
conglomerate, with a clear focus on each of the businesses. Our Mission To deliver superior
value to our customers, shareholders, employees and society at large. Values Integrity: We
believe in growth of the organization with the growth of our people. People are our investors,
partners (Vendors), employees, customers and stakeholders of the companies. Commitment:
Aditya Birla is a name known for higher value and good quality. We do what we commit to
our people. Passion: Our excellence in every field of business and promise to provide the best
shows the passion of the organization. Seamlessness: We work beyond limits; we go one step
ahead of others to serve and to benefit. Speed: Growth is important but timely growth is the
key to success. We believe to act early. 3 Aditya Birla Nuvo Ltd. Aditya Birla Nuvo Ltd.
(ABNL) is a US$ 4 billion premium conglomerate. It is part of the Aditya Birla Group, a US$
40 billion Indian multinational operating in 36 countries in six continents. Vision To be a
premium conglomerate building leadership in businesses and creating value for all the
stakeholders. Mission Investing in promising sectors Building leadership in businesses A
platform to drive synergy of resources Delivering best value to all the stakeholders To be a
responsible corporate citizen Over the years, Aditya Birla Nuvo has transformed itself from a
manufacturing company to a diversified conglomerate. Hindalco Grasim Aditya Birla
NuvoUltratech Idea Novelis 4 The razor-sharp focus on each business has made it a leading
player in most segments, including viscose filament yarn, branded garments, agribusiness,
textiles and insulators. Over the past few years, Aditya Birla Nuvo, through its subsidiaries
and joint ventures, has made successful forays into life insurance, asset management and
other financial services, telecom, business process outsourcing (BPO) and IT services. With

2
an optimum mix of revenue and profit streams, the company is in a strong position to
maximize long-term shareholder gains.

Globally, the Aditya Birla Group is

A metals powerhouse, among the world's most cost-efficient aluminium and copper
producers. Hindalco-Novelis is the largest aluminium rolling company. It is one of the three
biggest producers of primary aluminium in Asia, with the largest single location copper
smelter • No.1 in viscose staple fibre

 No.1 in carbon black

 The fourth-largest producer of insulators
 The fifth-largest producer of acrylic fibre
 Among the top 5 cement producers globally
 Among the best energy-efficient fertiliser plants
 The largest Indian MNC with manufacturing operations in the USA, wherein 95 per
cent of the workforce comprises of Americans

Advisory Financial Services

 Asset Management
 Life Insurance
 NBFC
 Private Equity, Broking, Wealth Management, General Insurance

Manufacturing

 Agriculture
 Rayon
 Insulators

Fashion & Lifestyle

 Madura
 Pantaloons
 Textiles

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Aditya Birla Group – The Indian Scenario

 A top fashion (branded apparel) and lifestyle player

 The second-largest player in viscose filament yarn
 The largest producer in the chlor-alkali sector
 Among the top three mobile telephony companies
 A leading player in life insurance and asset management
 Among the top two supermarket chains in the retail business

Aditya Birla Group – Beyond Business

 Reaches out annually to 7.5 million people through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla.
 Works in 5,000 villages globally.
 Focuses on: health-care, education, the girl child, sustainable livelihood, women
empowerment projects, infrastructure and espousing social reform.
 Runs 42 schools which provide quality education to 45,000 children. Of these 18,000
students belong to the underprivileged segment. Merit Scholarships are given to
24,000 children from the interiors.
 Its 18 hospitals tend to more than a million villagers.
 Ongoing education, healthcare and sustainable livelihood projects in Philippines,
Thailand, Indonesia, Egypt, Korea and Brazil, lift thousands of people out of poverty.
 Set up the Aditya Birla India Centre at the London Business School. The Aditya Birla
Group transcends conventional barriers of business because we care. We believe it is
our duty to facilitate inclusive growth as well.

ABOUT THE ALLEN SOLLY

Allen Solly an initiative of Madura Fashion & Lifestyle, a division of Aditya Birla
Fashion and Lifestyle is India’s largest and fastest growing branded apparel companies and a
premium lifestyle player in the retail sector. After consolidating its market leadership with its
own brands, it introduced premier international labels, enabling Indian consumers to buy the
most prestigious global fashionwear and accessories within the country.

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 The company’s brand portfolio includes product lines that range from affordable and
mass-market to luxurious, high-end style and cater to every age group, from children and
youth to men and women.
Madura Fashion & Lifestyle is defined by its brands — Louis Philippe, Van Heusen,
Allen Solly, Peter England — that personify style, attitude, luxury and comfort.It also
includes India's first fast-fashion youth brand, People; India’s largest fully integrated fashion
multi-brand outlet chain, Planet Fashion; India's largest premium international brand
retailer, The Collective and the British fashion icon, Hackett London's mono-brand retail in
India.
ABFRL has acquired exclusive online and offline rights to market the global brand
– ‘Forever 21’ and its existing store network, in the fast-fashion segment in India.
To expand its international portfolio, ABFRL entered into exclusive partnerships with two of
UK’s most successful fashion brands, ‘Simon Carter’ and `Ted Baker’.

ALLEN SOLLY- FRIDAY DRESSING EVERYDAY

Bringing the concept of ‘Friday Dressing’ to menswear in India, Allen Solly is known
as an understated yet upbeat work wear brand. Breaking away from convetions, Allen Solly
stomped all the rules when it came to corporate dressing. Ditching the black, greys and
whites, the brand aimed to add a pop of vibrant personality to formal wear with its range of
clothing for women and men. With work cultures getting more relaxed and ditching norms,
the new age workforce can now dress fashionably smart and express their individual style
with Allen Solly’s range of clothing. Termed as ‘work casuals’ the collection ranges from
shirts, T-shirts, chinos, trousers, jeans and jackets for men, while for women the plethora of
styles range from dresses, skirts, blouses, pants and tunics.

ALLEN SOLLY- WORK APPROPRIATE CASUALS

Stylish yet sufficiently casual, you can browse and shop for an Allen Solly
shirt online and pair it up with dark washed jeans and loafers for a work-appropriate look that
is also perfect for days when you mix a little business with leisure. You can also explore the
colourful range of Allen Solly chinos to add a dash of colour to your work wear capsule. For
new-age entrepreneurs who prefer to step out of the boardroom, you can buy an Allen Solly
blazer and partner it with a casual shirt, chinos and brogues for a smart yet effortlessly
nonchalant look.

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 SOLLY SPORT- STYLE ON AND OFF THE COURT
Partnering with the most prestigious tennis event in the world, The Championships,
Wimbledon, Allen Solly’s sub brand Solly Sport offers a collection of sports inspired
clothing. The fashionable casual wear line offers a collection of T-shirts, shirts, shorts,
trousers and jackets. Perfect for the weekends, an Allen Solly T-shirt paired with shorts and
loafers marks a smart yet nonchalant ensemble that is ideal to wear on and off the court.

SOLLY BY ALLEN SOLLY

A pioneer for western wear for women in India, Allen Solly caters to the young
woman professional. Redefining work-wear for women, the chic and fashionable range is
perfect for your 9 to 5. With womenswear getting more experimental with bright colours,
innovative fabrics and stylized silhouettes, Allen Solly captures this transition with their
range that includes dresses, tops, tunics, trousers, skirts, shirts, shorts, suits and blazers. Ditch
the blacks and greys, and add a pop of colour to your work wear style with a trendy  Allen
Solly dress partnered with pumps and a stylish tote bag.

1.2 ABOUT THE STUDY

In this research paper we are going to study about the Key Performance indicators.

The KPIs contains.

 Conversion
 Average Bill Value
 Average basket size
 Average selling price
 Salesman’s Performance
 Store Sales Tracker

The KPI helps to known the business and its indicates weather the business is going
profit or loss.

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1.3 OBJECTIVE OF THE STUDY

The overall aim of the study is to study on key performance indicators of Allen Solly
retail store.

The following objectives are drawn from the overall aim of the study

 How Conversion, Average bill value, Average basket size, Average selling price, this
Key Performance Indicators effectively used in fashion retail stores.
 How Key Performance Indicators used to increase the profitability of the stores.
 To identify the store strength.
 To identify the sale performance of the store.
 To identify the salesman’s performance of the store.

SCOPE OF THE STUDY

The scope of this research is to identify the key performance indicators of Allen Solly
retail store. This research is based on secondary data. It aims to understand the salesmen’s
skill and performance. It aims to understand the store sale performance.

NEED OF STUDY

 Having more demos is what drives more customers and ultimately more revenue
through sales. So their KPI could be to grow demos by a certain amount each month
as a team.
 Having more potential customers trialling the product each month will also drive
more customers and ultimately revenue. As such, their KPIs would be about growing
trial sign-ups each month.
 Our Customer Success team are responsible for delighting our customers. Ensuring
customers don’t leave makes sure revenue continues to grow, so their KPI would be to
reduce churn rate by a certain amount each month.

1.4 LIMITATIONS OF THE STUDY

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  The study contains one store in the Chennai region.
 The study period time only given two and half month.
 The study contains only secondary data.
 The study takes more time to understand.

PROBLEM STATEMENT

 The preparation of the report was quite difficult and was very time consuming.
 The report was prepared after collecting lots of information through different sources.
 Sometimes it was very difficult to know whether the information was related to the
topic or not.
 Due to which they were not able to help in the analysis.

CHAPTER II

8
2.1 REVIEW OF LITERATURE

Hany AbdElshakour M. Ali, (2012) developed a set of KPIs that can be

implemented by construction executives in measuring the performance at the company level
in Saudi Arabia. List of 47 performance indicators classified under five performance
perspectives were identified to assess performance of construction organization. The
statistical analysis of the collected responses regarding the degree of importance of the 47
performance indicators is provided using 10 most significant KPIs which include
profitability, quality of service and work, growth, financial stability, cash flow, external
customer satisfaction, safety, business efficiency, market share, and effectiveness of
planning. Energy use, main water use, and impact on biodiversity are the lowest ranked
indicators for measuring performance of construction companies. The 10 indicators
consistently perceived as being highly important can be used as a basis to build a model for
evaluating the performance of construction companies and also can be considered as the first
step for developing a competitive benchmarking approach. But author tell that It is
recommended that more in-depth studies should be performed to better Understand KPIs.

Paramenter, (2015). KPIs and you will find a lack of focus, lack of alignment, and
underachievement because of not fully understanding the importance of the KPIs and this
make problem for most of the organizations regarding calculating and measuring the
employees and business results. In the other hand many companies are working with the
wrong measures, many of which are incorrectly termed key performance indicators (KPIs).
Very few organizations really monitor their true KPIs. The reason is that very few
organizations, business leaders, writers, accountants, and consultants have explored what a
KPI actually is. Also, KPIs are rarely new to the organization. They have either not been
recognized or were “gathering dust” somewhere unknown to the current management team
adapt to the perceived changes.

Claudia Diamantini,(2013) propose a methodology for the design of a strategic

support information system, aimed both at monitoring enterprise daily activities and at
supporting decision making by means of Key Performance Indicators (KPIs). Approach aims
at identifying the subset of requested KPIs that can be actually computed over the sources.
The KPIs are represented by means of an ontology (aimed to provide a formal reference
model for KPIs. The ontology serves as a global shared model capable to define descriptive

9
properties of indicators together with the mathematical formulas needed to calculate them).
So author described a semi-automatic methodology devoted at checking if a set of requested
KPIs can be computed from available data of the enterprise. This approach need to improve
the mapping support by extending the proposed approach with state of the art results in the
Semantic Web field.

Keck, (2014) developed a prototype KPI recommendation application. Running

alongside a traditional CRM solution, the prototype application provides company agents
with the most appropriate information generated at runtime and customized to each specific
customer and case. User Interface builds on machine learning techniques to construct a
ranking model of Key Performance Indicators (KPIs) that are used to select and present the
most important customer metrics that can be made available to business users in time critical
environments. The underlying models used for KPI selection and a comparative evaluation of
machine learning and closed form solutions to the ranking and selection problems. Results
show that the machine learning based method outperformed the closed form solution with a
66.5% accuracy rate on multilabel attribution in comparison to 54.1% for the closed form
solution.

Stefanovic, (2014) introduces a predictive supply chain performance management

model which combines process modeling, performance measurement, data mining models,
and web portal technologies into a unique model. Author presents the supply chain semantic
business intelligence (BI) model which encapsulates data sources and business rules and
includes the data warehouse model with specific supply chain dimensions, measures, and
KPIs (key performance indicators). And describes two generic approaches for designing the
KPI predictive data mining models based on the BI semantic model: (i) using OLAP data
mining dimensions, (ii) using prediction tables. However the model is a general approach and
there is no determined technique of predicting of KPIs.

Yin S.W., (2014) introduces a robust version of practical industrial applications (PLS)
to deal with outliers and missing values. The basic idea of PLS in prediction is to identify the
regression coefficient between the measurable variables and the product quality variables.
Based on it, the KPI can be predicted using the online measured process data. As PLS is

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totally based on the measured process data, the characteristics of the data are then quite
critical for the success of PLS. In practical industrial processes, outliers and missing values
are two common characteristics of the measured data that are caused by variety of reasons
like hardware failure, formatting errors, non-representative sampling, etc. So Author presents
an EM-PRM-based KPI-related prediction and diagnosis approach against outliers and
missing data, simultaneously.Based on the partial robust M-regression (PRM) method and the
expectation maximization (EM) framework, author first realizes the EM-PRM-based KPI
related prediction approach. Afterwards, author develop the EM-PRM-based fault detection
approach which can distinguish the fault related to the KPI and the fault unrelated to the KPI,
so that the false alarm rate can be significantly reduced in the sense of
KPI-related classification of faults.

Khalifa, (2015) developing a group of strategic key performance indicators (KPIs) to

monitor and improve the performance of a tertiary care hospital, including different services.
The author used qualitative survey methods through conducting semi structured interviews
with higher management officers as well as hospital department heads and performance
professionals. Suggested Fifty eight KPIs then sorted into ten categories and finally were
approved by the higher management. Each of these KPIs, and each of the ten categories, has
specific value(s); some reflects the effectiveness or efficiency of healthcare provision, such as
readmission rate and average length of stay, some reflects timeliness, such as waiting time for
admission, for an outpatient appointment or in the emergency room, and some reflects safety
and patient centeredness, such as infection rates and mortality rates. But this way to selecting
KPIs still manual way and depending on this method is still manually and depends on the
personal experiences.

AnderssonGranberg, (2013) aims to identify a set of Airport Key Performance

indicators, author divide the airport into five activity areas, and an initial selection of
indicators is made for each area. This is then used as a base for the questionnaire, where
specific opinions from Swedish and Spanish airport managers are collected. The survey
results are then used propose a final set of indicators. Based on that ranking, handpicked a
manageable number of indicators that can be used to monitor the airport and quickly get
information when some process or area fails to live up to the desired standard. But these

11
indicators have not been tested operationally. Their usefulness has thus far been validated
through the survey where airport managers in the Sweden and Spain have ranked the different
indicators.

An, (2004) present a system dynamics model (SD) based upon a scenario from supply
chain management domain. Purpose is to demonstrate an alternative approach of building
Sense-and-Respond systems. Specifically, author use system dynamics to formally define the
KPIs of both the retail inventory and the supplier backlog. The system dynamics modeling
and simulation exposes the KPI dynamics behavior and causality relationship between KPIs.
Combing with the optimal control, the SD runtime could give the best action should take to
achieve the objective defined by objective function.

Tomic and Milic (2015) focused on the KPI values, as KPIs usually have clearly
defined target values that help determine whether business goals have been met or not. Tomic
and Milic presented an approach for automated interpretation of business performance
indicator values using domain knowledge and expert system technology to transform
business data into information. Information is then presented as natural-language-like
sentences and incorporated into reports. The proposed approach is focusing in reporting to
provide a better insight for the data. An implementation of this approach is applied as an
educational tool which are presented and evaluated. It was introduced as a teaching aid which
had some limitations including speed and responsiveness. Although explanation is provided
in the reports is considered to be useful and easy to understand but need to be more
comprehensive. Comparing this work with our thesis target, the proposed system focuses on
interpreting a pre-determined set of KPIs automatically, while one of our main objectives is
the automatic exploration of the KPIs.

Abd El-Mongy et al(2016). proposed a prediction system that uses Association Rules
to discover the relations between KPIs. Abd El-Mongy et al. then developed an integrated
solution for accurate KPIs values prediction by using the discovered relations between KPIs
and KPIs history of values and applied both Fuzzy and Neural network Components to
predict KPIs values. The proposed system used the output of both components to feed a
decision tree to generate more accurate prediction result. A comparison between the proposed

12
system and the output of both components in separate has been established which showed
that the proposed system has more accurate results. However, the proposed approach focused
on extracting the relations among pre-determined KPIs which was the step for predicting the
KPIs' values, this reveal to a needed enhancement of exploring the most interesting KPIs.

Shana and Venkatachalam(2012) built a model to predict the result of students

registered in a course by analyzing the factors that affect the performance of students. The
main goal of this research was to analyze the students' data to identify the key performance
indicators which affect the result (success or failure) of the students in the course, and
analyze various classification models, then identify a high accuracy prediction model to
predict the target result. The proposed system applied Model Building Using Correlation
Analysis, Chi-Square Analysis, Information Gain Analysis and Gain Ratio Analysis methods
on an initial set of 20 attributes. Then according to the methods' analysis results, it selected 7
attributes as the list of factors that influence the performance of students. However, although
the research started with a determined set of attributes which is used to determine the
influencing factors, but list of attributes can be extended when working on a larger dataset
which exploits the need for dynamic

CHAPTER III

RESEARCH METHODOLOGY

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 Methodology of the Study This part of study defines all the process of data collection.
When it comes to data collection, there are two methods in general used by researcher to
collect data, primary and secondary 11 method. Primary method includes observation
method, interview/questionnaire method, and case study method. Secondary method is the
method in which already collected data. The present study is based on combination of both
qualitative and quantitative data. The qualitative data is collected through the sampling from
the consumer. Random consumer is selected for the sampling purpose. The sample individual
is selected from different age group, different sex and from different location of Rourkela.
The different group of people including student, employee and unemployed, housewives, etc
are considered as sample for the study

SOURCES OF DATA

 The research is possible in mainly two ways.

 Data can be found through many sources such as reports, internet, from
organisation etc.
 They are : primary data and secondary data

TOOLS USED

 Anova
 Correlation
 Percentage
 Regression
 Rank analysis

ANOVA

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Commonly, anovas are used in three ways: 
 One-Way Anova,
 Two-Way Anova, 
 N-Way Anova.
One-way anova
A one-way anova has just one independent variable.  For example, difference in iq
can be assessed by country, and county can have 2, 20, or more different categories to
compare.
Two-way anova
A two-way anova refers to an anova using two independent variables.  Expanding the
example above, a 2-way anova can examine differences in iq scores (the dependent variable)
by country (independent variable 1) and gender (independent variable 2).  Two-way anova
can be used to examine the interaction between the two independent variables. Interactions
indicate that differences are not uniform across all categories of the independent variables.
For example, females may have higher iq scores overall compared to males, but this
difference could be greater (or less) in european countries compared to north american
countries.  Two-way anovas are also called factorial anovas.

CORRELATION

Correlation is a statistical technique that can show whether and how strongly pairs of
variables are related. For example, height and weight are related; taller people tend to be
heavier than shorter people. The relationship isn't perfect. People of the same height vary in
weight, and you can easily think of two people you know where the shorter one is heavier
than the taller one. Nonetheless, the average weight of people 5'5'' is less than the average
weight of people 5'6'', and their average weight is less than that of people 5'7'', etc.
Correlation can tell you just how much of the variation in peoples' weights is related to their
heights.

Although this correlation is fairly obvious your data may contain unsuspected correlations.
You may also suspect there are correlations, but don't know which are the strongest. An
intelligent correlation analysis can lead to a greater understanding of your data.

Rating Scale

15
 Rating scales are a controversial middle case. The numbers in rating scales have
meaning, but that meaning isn't very precise. They are not like quantities. With a quantity
(such as dollars), the difference between 1 and 2 is exactly the same as between 2 and 3. With
a rating scale, that isn't really the case. You can be sure that your respondents think a rating
of 2 is between a rating of 1 and a rating of 3, but you cannot be sure they think it is exactly
halfway between. This is especially true if you labeled the mid-points of your scale (you
cannot assume "good" is exactly half way between "excellent" and "fair").

Most statisticians say you cannot use correlations with rating scales, because the
mathematics of the technique assume the differences between numbers are exactly equal.
Nevertheless, many survey researchers do use correlations with rating scales, because the
results usually reflect the real world. Our own position is that you can use correlations with
rating scales, but you should do so with care. When working with quantities, correlations
provide precise measurements. When working with rating scales, correlations provide general
indications

Correlation Coefficient

The main result of a correlation is called the correlation coefficient (or "r"). It ranges

from -1.0 to +1.0. The closer r is to +1 or -1, the more closely the two variables are related. If
r is close to 0, it means there is no relationship between the variables. If r is positive, it means
that as one variable gets larger the other gets larger. If r is negative it means that as one gets
larger, the other gets smaller (often called an "inverse" correlation).

While correlation coefficients are normally reported as r = (a value between -1 and

+1), squaring them makes then easier to understand. The square of the coefficient (or r
square) is equal to the percent of the variation in one variable that is related to the variation in
the other. After squaring r, ignore the decimal point. An r of .5 means 25% of the variation is
related (.5 squared =.25). An r value of .7 means 49% of the variance is related (.7 squared = .
49).

A correlation report can also show a second result of each test - statistical
significance. In this case, the significance level will tell you how likely it is that the
correlations reported may be due to chance in the form of random sampling error. If you are
working with small sample sizes, choose a report format that includes the significance level.
This format also reports the sample size.A key thing to remember when working with
correlations is never to assume a correlation means that a change in one variable causes a

16
change in another. Sales of personal computers and athletic shoes have both risen strongly
over the years and there is a high correlation between them, but you cannot assume that
buying computers causes people to buy athletic shoes (or vice versa).

REGRESSION

Regression is a statistical measurement used in finance, investing and other

disciplines that attempts to determine the strength of the relationship between one dependent
variable (usually denoted by Y) and a series of other changing variables (known as
independent variables).

The two basic types of regression are linear regression and multiple linear regression,
although there are non-linear regression methods for more complicated data and analysis.
Linear regression uses one independent variable to explain or predict the outcome of the
dependent variable Y, while multiple regression uses two or more independent variables to
predict the outcome.

Regression can help finance and investment professionals as well as professionals in

other businesses. Regression can also help predict sales for a company based on weather,
previous sales, GDP growth or other types of conditions. The capital asset pricing
model (CAPM) is an often-used regression model in finance for pricing assets and
discovering costs of capital.

The general form of each type of regression is:

 Linear regression: Y = a + bX + u
 Multiple regression: Y = a + b1X1 + b2X2 + b3X3 + ... + btXt + u

PERCENTAGE ANALYSIS

Percentage methods refers to the specific kind which is used in making comparison
between two or more series of data collected. Percentages are based on descriptive
relationship. It compares the relative items. Through the use of percentage, the data are
reduced in the form with base equal to 100%, which facilitate relative comparison.

RANKING ANALYSIS

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 Ranking the data involves putting the values in numerical order and then assigning
new values to denote where in the ordered set they fall. We give the smallest value the
number 1, the next largest value the number 2, the next largest number 3 etc.

The numbers 1, 2, 3... 14 that are assigned to the various values are called the ranks. If
there are n values in the sample, the largest value will have rank 'n'.

Sometimes there are ties in the data. This means that two or more values are the same,
so that there is no strictly increasing order. When this happens, we average the ranks for the
tied values.

FORMULA:

Percentage = No of Respondents x 100

Total No of Respondents

FORMULA FOR CALCULATIONS

CONVERSION = NUMBER OF BILLS/ NUMBER OF FOOTFALLS

AVERAGE SELLING PRICE = TOTAL SALES/ NUMBER OF PRODUCTS

AVERAGE BILL VALUE = TOTAL SALES / NUMBER OF BILLS

AVERAGE BASKET SIZE = NUMBER OF PRODUCTS/ NUMBER OF BILLS

TARGET ACHIVED = TARGET (-) SALES

CHAPTER-IV

18
TABLE 4.1: MONTHLY SALES

PERCENTAG
MONTH SALE E
JUNE 1580788 10.4%
JULY 1553346 10.2%
AUGUST 1506277 9.9%
SEPTEMBE
R 1319583 8.6%
OCTOBER 1657609 10.9%
NOVEMBER 1264512 8.3%
DECEMBER 1961318 12.9%
JANUARY 1584589 10.4%
FEBRUARY 1297003 8.5%
MARCH 1537650 10.1%

INTERPERTATION

In the above table store sales is high in the month of June and January. The sale is
very low in the month of February.

CHART NO:4.1
2500000

2000000

1500000

1000000

500000

TABLE 4.2: MONTHLY CASH SALES

19
 CAR PERCENT
MONTH D AGE
3715
JUNE 72 11.8%
3010
JULY 39 11.8%
4126
AUGUST 63 13.1%
SEPTEMB 3090
ER 24 9.8%
OCTOBE 4337
R 92 13.8%
NOVEMB 2373
ER 19 7.5%
DECEMB 3685
INTERPERTATION
ER 73 11.7%
JANUAR 2781
In the above table store cash sales is high on the
Y 09 8.8%
month of October(Rs.433792). The lowest card sales is
FEBRUA 2277
month of March (Rs.205185).
RY 69 7.2%
2051
MARCH 85 6.5%

20
CHARTNO: 4.2

CASH
500000
450000 433792
412663
400000 371572 368573
350000
301039 309024
300000 278109
250000 237319 227769
205185
200000
150000
100000
50000
0

TABLE 4.3: MONTHLY CARD SALES

MONTH CARD PERCENTAGE

JUNE 1209206 10.0%
JULY 1252307 10.0%
AUGUST 1093564 9.1%
SEPTEMBE
R 1010559 8.4%
OCTOBER 1223817 10.1%
NOVEMBER 1021693 8.5%
DECEMBER 1574787 13.0%
JANUARY 1300480 10.8%
FEBRUARY 1060235 8.8%
MARCH 1326967 11.0%

21
INTERPERTATION

In the above table the store cash sales is high in the month of December
(Rs.1574787). The lowest cash sales in the month of September (Rs.1010559).

CHART NO:4.3

CARD SALES
1800000
1574787
1600000
1400000 1300480 1326967
1209206 1252307 1223817
1200000 1093564 1060235
1010559 1021693
1000000
800000
600000
400000
200000
0

TABLE 4.4: MONTHLYCONVERSION PERCENTAGE

CONVER PERCEN
MONTH SION TAGE
JUNE 67 10.6%
JULY 62 10.6%
AUGUS
T 71 11.2%
SEPTE
MBER 55 8.7%
OCTOB
ER 60 9.4%
NOVEM
BER 66 10.4%
DECEM
BER 69 10.9%

22
 JANUA
RY 65 10.2%
FEBRU
ARY 61 9.6%
MARCH 59 9.3%

INTERPERTATION

The store sale conversion is high in the month of December(69%) and the low conversion
month is September(55%). The sale conversion is most important in the sales so the store can
concentrate on the store sale conversion.

CHART NO:4.4

CONVERSION
80
71 69
70 67 66 65
62 60 61 59
60 55
50
40
30
20
10
0

TABLE 4.5: MONTHLY AVERAGE BILL VALUE

PERCENT
MONTH ABV AGE
JUNE 4319 11.2%
JULY 3546 9.2%
AUGUST 3099 8.0%
SEPTEM
BER 3482 9.0%
OCTOBE
R 4103 10.6%

23
 NOVEMB
ER 3809 9.9%
DECEMB
ER 4191 10.9%
JANUAR
Y 4001 10.4%
FEBRUA
RY 3251 8.4%
MARCH 4731 12.3%

INTERPERTATION

The store contains the high average bill value in the month of March ( Rs.4731) and lowest
average bill value is the month of August( Rs.3099).

CHART NO:4.5

AVERAGE BILL VALUE

5000 4731
4500 4319 4191
4103 4001
4000
3546 3482
3500 3099 3251
3000
2500
2000
1500
1000
500
0

TABLE 4.6: MONTHLY AVERAGE SELLING PRICE

MONTH ASP PERCENTAGE

JUNE 1099 8.7%
JULY 998 7.9%
AUGUST 1099 8.7%

24
 SEPTEMBER 1468 11.6%
OCTOBER 1462 11.6%
NOVEMBER 1405 11.1%
DECEMBER 1138 9.0%
JANUARY 1157 9.1%
FEBRUARY 1326 10.5%
MARCH 1500 11.9%

INTERPERTATION

In the above table the store average selling price is high on the month of
March(Rs.1500). The lowest store average selling price is in the month of July (Rs.998).

CHART NO:4.6

AVERAGE SELLING PRICE

1600
1400
1200
1000
800
600
400
200
0

SALESMANS PERFOMANCE

JUNE

TABLE 4.7.1: SALESMAN MONTHLY TARGET

SALESMAN TARGET PERCENTAG RAN

S ACHIVED E K

25
 A 405111 25.6% 2
B 356000 22.5% 4
C 360000 22.8% 3
D 459677 29.1% 1

INTERPERTATION

In the above table salesman D (Rs.459677) got a 1st position in the sales of the month
of June. Other salesman A (Rs.405111), C (Rs.360000), B (Rs.356000),got a next positions
in the June month.
CHART NO:4.7.1

TARGET ACHIVED
500000
D; 459677
450000
A; 405111
400000
B; 356000 C; 360000
350000
300000
250000
200000
150000
100000
50000
0
A B C D

TABLE 4.7.2: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMAN
S ABS PERCENTAGE

INTERPERTATION
A 4220 24.3%
In the above table the
B 3633 20.9%
C 4235 24.4% salesman D sold the products
D 5284 30.4%
26
high average bill value(Rs.5284) and the other salesman’s C(Rs.4235),
A(Rs.4220),B(Rs.3633) got a next positions.

CHART NO:4.7.2

AVERAGE BILL VALE

5284

4220 4235
3633

A B C D

TABLE 4.7.3: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMA PERCENTA
NS ABS GE
A 3.9 24.7%
B 2.8 17.5%
C 4.1 25.9% INTERPERTATION
D 5.0 31.8%
In the above table the salesman D
sold the products in the one bill at the
Average basket size (5.0) in the month of June. other salesman’s C(4.1), A(3.9), B(2.8) got
a next positions.

CHART NO:4.7.3

27
 AVERAGE BASKET SIZE
ABS

5.0

3.9 4.1

2.8

A B C D

JULY

TABLE 4.8.1: SALESMAN MONTHLY TARGET

SALESMAN TARGET PERCENTAG

S ACHIVED E RANK
A 412032 26.5% 1
B 407580 26.2% 2
C 350630 22.6% 4
D 383104 24.7% 3

INTERPERTATION

In the above table salesman A (Rs.412032) got a 1st position in the sales of the month
of July. Other salesman B(Rs.407580), C (Rs.350630), D(Rs.383104),got a next position in
the July month.
CHART NO:4.8.1

28
 TARGET ACHIVED
TARGET ACHIVED
412032
407580

383104

350630

A B C D

TABLE 4.8.2: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMAN
S ABV PERCENTAGE
A 3780 26.4%
B 3996 27.9%
C 3615 25.2%
D 2947 20.6%

INTERPERTATION

In the above table the salesman B (Rs.3996) sold the products high average bill value
and the other salesman C (3615),A (3780),D (2947) got a next positions in the month of July.

CHART NO:4.8.2

29
 AVERAGE BILL VALE
3996
3780
3615

2947

A B C D

TABLE 4.8.3: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMA PERCENTA
NS ABS GE
A 3.3 23.3%
B 3.8 26.4%
C 4.1 28.4%
D 3.2 22.0%

INTERPERTATION

In the above table the salesman C sold the products in the one bill at the Average
basket size (4.1) in the month of July other salesman C(4.1), A(3.3), B(3.8) got a next
positions.

CHART NO:4.8.3

30
 AVERAGE BASKET SIZE
ABS

4.1
3.8
3.3
3.2

A B C D

AUGUST

TABLE 4.9.1: SALESMAN MONTHLY TARGET

SALESMAN TARGET PERCENTAG

S ACHIVED E RANK
A 435453 28.9% 1
B 420743 27.9% 2
C 340465 22.6% 3
D 309616 20.6% 4

INTERPERTATION

In the above table salesman A (Rs.435453) got a 1st position in the sales of the month
of August. Other salesman B (Rs.420743),C (340465), D (309616) got a next position in the
August month.

CHART NO:4.9.1

31
 TARGET ACHIVED
TARGET ACHIVED
500000
450000 435453 420743
400000
350000 340465
309616
300000
250000
200000
150000
100000
50000
0
A B C D

TABLE 4.9.2: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMA PERCENTA
NS ABS GE
A 2.1 21.5%
B 2.1 21.7%
C 2.4 24.4%
D 3.2 32.3%

INTERPERTATION

In the above table the salesman D sold the products at the Average bill value (3.2) in
the month of August other salesman’s C(2.4), B(2.1), A(2.1) got a next positions.

CHART NO:4.9.2

32
 AVERAGE BASKET SIZE
ABS

3.2

2.4
2.1 2.1

A B C D

TABLE 4.9.3: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMA PERCENTA
NS ABV GE
A 3250 26.2%
B 3049 24.6%
C 2935 23.7%
D 3159 25.5%

INTERPERTATION

In the above table the salesman A (Rs.3250) sold the products high average bill value
and the other salesman’s D(Rs.3159),B(Rs.3049),C(Rs.2935) got a next positions.

CHART NO:4.9.3

33
 AVERAGE BILL VALE
3250

3159

3049

2935

A B C D

SEPTEMBER

TABLE 4.10.1: SALESMAN MONTHLY TARGET

SALESMAN TARGET
S ACHIVED RANK
A 379974 2
B 380321 1
C 330432 3
D 228856 4

INTERPERTATION

In the above table salesman B (Rs.380321) got a 1st position in the sales of the month
of September. Other salesman A (Rs.379974), C (Rs.330432), D(Rs.228856),got a next
positions in the September month.
CHART NO:4.10.1

34
 TARGET ACHIVED
TARGET ACHIVED
400000 379974 380321

350000 330432

300000

250000 228856
200000

150000

100000

50000

0
A B C D

TABLE 4.10.2: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMA PERCENTA
NS ABS GE
A 2.8 29.0%
B 2.4 25.6%
C 2.2 22.9%
D 2.1 22.4%

INTERPERTATION

In the above table the salesman A sold the products in the one bill at the Average
basket size (5.0) in the month of other salesman’s B(2.4), C(2.2), D(2.1) got a next
positions.

CHART NO:4.10.2

35
 AVERAGE BASKET SIZE
ABS

2.8
2.4
2.2 2.1

A B C D

TABLE 4.10.3: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMA PERCENTA
NS ABV GE
A 4086 29.4%
B 3921 28.3%
C 3208 23.1%
D 2661 19.2%

INTERPERTATION

In the above table the salesman A(Rs.4086) sold the products high average bill value
and the other salesman’s B (3921), C (3208), D (2661) got a next positions.

CHART NO:4.10.3

36
 AVERAGE BILL VALE
4086
3921

3208

2661

A B C D

OCTOBER

TABLE 4.11.1: SALESMAN MONTHLY TARGET

SALESMAN TARGET
S ACHIVED PERCENTAGE RANK
A 501508 30.3% 1
B 438134 26.4% 2
C 357983 21.6% 4
D 359984 21.7% 3

INTERPERTATION

In the above table salesman A(Rs.501508) got a 1st position in the sales of the month
of October. Other salesman B (Rs.438134),D(Rs.357983), C(Rs.359984),got a next
positions in the October month.

37
CHART NO:4.11.1

TARGET ACHIVED
TARGET ACHIVED
600000
501508
500000
438134
400000 357983 359984

300000

200000

100000

0
A B C D

TABLE 4.11.2: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMA PERCENTA
NS ABS GE
A 3.1 27.1%
B 2.8 24.3%
C 3.5 30.4%
D 2.1 18.2%

INTERPERTATION

In the above table the salesman C sold the products in one bill at the Average basket
size (3.5) in the month of October other salesman’s A(3.1), B(2.8), C(2.1) got a next
positions.

38
CHART NO:4.11.2

AVERAGE BASKET SIZE

3.5
3.1
2.8

2.1

A B C D

TABLE 4.11.3: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMA PERCENTA
NS ABV GE
A 4965 30.1%
B 4254 25.8%
C 4068 24.7%
D 3214 19.5%

INTERPERTATION

In the above table the salesman A(Rs.4965) sold the products high average bill value
and the other salesman’s B (Rs.4254), C (Rs.4068), D (Rs.3214) got a next positions.

CHART NO:4.11.3

39
 AVERAGE BILL VALE

4965

4254
4068

3214

A B C D

NOVEMBER

TABLE 4.12.1: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMAN TARGET
S ACHIVED PERCENTAGE RANK
A 310129 24.5% 4
B 317144 25.1% 2
C 312115 24.7% 3
D 325124 25.7% 1

INTERPERTATION

In the above table salesman D (Rs.325124) got a 1st position in the sales of the month
November. Other salesman B (Rs.317144), C (Rs.312115), A(Rs.310129),got a next
positions in the November month.

40
CHART NO:12.1

TARGET ACHIVED
TARGET ACHIVED
330000
325124
325000

320000
317144
315000
312115
310129
310000

305000

300000
A B C D

TABLE 4.12.2: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMANS ABS PERCENTAGE

A 2.8 25.6%
B 2.5 23.2%
C 2.5 23.0%
D 3.1 28.3%

INTERPERTATION

In the above table the salesman D sold the products in one bill at the
Average basket size (3.1) in the month of November other salesman’s A(2.8),
B(2.5), C(2.5) got a next positions.

CHART NO:4.12.2

41
 AVERAGE BASKET SIZE
ABS

3.1
2.8
2.5 2.5

A B C D

TABLE 4.12.3: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMANS ABV PERCENTAGE

A 3736 24.4%
B 3604 23.6%
C 3672 24.0%
D 4278 28.0%

INTERPERTATION

In the above table the salesman D (Rs.4278) sold the products high average
bill value and the other salesman’s A (Rs.3736), B (Rs.3604), C (Rs.3672) got a
next positions.

CHART NO:4.12.3

42
 AVERAGE BILL VALE
4278

3736
3672
3604

A B C D

DECEMBER
TABLE 4.13.1: SALESMAN MONTHLY TARGET

TARGET
SALESMANS ACHIVED PERCENTAGE RANK
A 511043 26.1% 2
B 522114 26.6% 1
C 471531 24.0% 3
D 456630 23.3% 4

INTERPERTATION

In the above table salesman B (Rs.522114) got a 1st position in the sales of the
month of December. Other salesman A (Rs.511043), C (Rs.471531),
D(Rs.456630),got a next positions in the Decembermonth.

CHART NO:4.13.1

43
 TARGET ACHIVED
TARGET ACHIVED
540000
522114
520000 511043

500000

480000 471531

460000 456630

440000

420000
A B C D

TABLE 4.13.2: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMANS ABV PERCENTAGE

A 4223 25.2%
B 4540 27.1%
C 4173 24.9%
D 3837 22.9%

INTERPERTATION

In the above table the salesman B (Rs.4540) sold the products high average
bill value and the other salesman’s A (Rs.4223), C (Rs.4173), D (Rs.3837) got a
next positions.

CHART NO:4.13.2

44
 AVERAGE BILL VALE
4540

4223
4173

3837

A B C D

TABLE 4.13.3: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMANS ABS PERCENTAGE

A 3.6 24.2%
B 3.7 25.1%
C 3.8 26.0%
D 3.6 24.7%

INTERPERTATION

In the above table the salesman C sold the products in one bill at the
Average basket size (3.8) in the month of November other salesman’s B(3.7),
B(3.6), C(3.6) got a next positions.

CHART NO:4.13.3

45
 AVERAGE BASKET SIZE
ABS

3.8

3.7
3.6

3.6

A B C D

JANUARY
TABLE 4.14.1: SALESMAN MONTHLY TARGET

TARGET
SALESMANS ACHIVED PERCENTAGE RANK
A 430987 27.2% 1
B 412384 26.0% 2
C 365754 23.1% 4
D 375464 23.7% 3

INTERPERTATION

In the above table salesman A (Rs.430987) got a 1st position in the sales of the
month of January. Other salesman B (Rs.412384), D (Rs.375464), C (Rs.365754),
got a next positions in the Januarymonth.

CHART NO:4.14.1

46
 TARGET ACHIVED
TARGET ACHIVED
440000 430987

420000 412384

400000

380000 375464
365754
360000

340000

320000
A B C D

TABLE 4.14.2: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMANS ABV PERCENTAGE

A 4267 26.6%
B 4208 26.2%
C 3483 21.7%
D 4081 25.4%

INTERPERTATION

In the above table the salesman A (Rs.4267) sold the products high average
bill value and the other salesman’s B (Rs.4208), D (Rs.4081), C (Rs.3483) got a
next positions.
.

CHART NO:4.14.2

47
 AVERAGE BILL VALE
4267 4208
4081

3483

A B C D

TABLE 4.14.3: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMANS ABS PERCENTAGE

A 3.4 24.3%
B 3.5 25.3%
C 3.4 24.3%
D 3.6 26.2%

INTERPERTATION

In the above table the salesman D sold the products in one bill at the Average
basket size (3.6) in the month of January the salesman’s B(3.5), A(3.4), C(3.4) got
a next positions.

CHART NO:4.14.3

48
 AVERAGE BASKET SIZE
ABS

3.6

3.5

3.4 3.4

A B C D

FEBRUARY
TABLE 4.15.1: SALESMAN MONTHLY TARGET

TARGET PERCEN
SALESMANS ACHIVED TAGE RANK
A 320129 24.7% 4
B 320174 24.7% 3
C 326515 25.2% 2
D 330185 25.5% 1

INTERPERTATION

In the above table salesman D (Rs.330185) got a 1st position in the sales of
the month of February. Other salesman C (Rs.326515), B (Rs.320174),
A(Rs.320129),got a next positions in the Februarymonth.

CHART NO:4.15.1

49
 TARGET ACHIVED
TARGET ACHIVED
332000
330185
330000
328000
326515
326000
324000
322000
320129 320174
320000
318000
316000
314000
A B C D

TABLE 4.15.2: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMANS ABV PERCENTAGE

A 3857 24.6%
B 3638 23.2%
C 3841 24.5%
D 4345 27.7%

INTERPERTATION

In the above table the salesman D (Rs.4345) sold the products high average
bill value and the other salesman’s A (Rs.3857), C (Rs.3841), B (Rs.3638) got a
next positions.

CHART NO:4.15.2

50
 AVERAGE BILL VALE

4345

3857 3841

3638

A B C D

TABLE 4.15.3: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMANS ABS PERCENTAGE

A 2.8 25.6%
B 2.5 23.2%
C 2.5 23.0%
D 3.1 28.3%

INTERPERTATION

In the above table the salesman D sold the products in one bill at the
Average basket size (3.1) in the month of February other salesman’s A(2.8),
C(2.5), B(2.5) got a next positions.

CHART NO:4.15.3

51
 AVERAGE BASKET SIZE
ABS

3.1
2.8
2.5 2.5

A B C D

MARCH
TABLE 4.16.1: SALESMAN MONTHLY TARGET

SALESMANS TARGET PERCENTAGE

ACHIVED RANK
A 487432 31.7% 1
B 364587 23.7% 2
C 361102 23.5% 3
D 285764 18.6% 4
E 38765 2.5% 5

INTERPERTATION

In the above table salesman A (Rs.487432) got a 1st position in the sales of the
month of March. Other salesman B (Rs.364587), C (Rs.361102), D (Rs.285764), E
(Rs.38765)got a next position in the Marchmonth.
CHART NO:4.16.1

52
 TARGET ACHIVED
TARGET ACHIVED
600000

500000 487432

400000 364587 361102

300000 285764

200000

100000
38765
0
A B C D E

TABLE 4.16.2: MONTHLY SALESMAN AVERAGE BILL VALUE

SALESMANS ABV PERCENTAGE

A 6499 42.8%
B 4735 31.2%
C 4751 31.3%
D 3664 24.1%
E 2040 13.4%

INTERPERTATION

In the above table the salesman A (Rs.6499) sold the products high average
bill value and the other salesman’s C (Rs.4751), B (Rs.4735), D (Rs.3837), E
(Rs.2040) got a next positions.

CHART NO:4.16.2

53
 AVERAGE BILL VALE
6499

4735 4751

3664

2040

A B C D E

TABLE 4.16.3: MONTHLY SALESMAN AVERAGE BASKET SIZE

SALESMANS ABS PERCENTAGE

A 3.5 21.4%
B 3.1 19.3%
C 2.9 18.0%
D 2.9 17.8%
E 3.8 23.6%

INTERPERTATION

In the above table the salesman E sold the products in one bill at the Average
basket size (3.8) in the month of March other salesman’s A(3.5), B(3.1), C(2.9),
D(3.9) got a next positions.
CHART NO:4.16.3

54
 AVERAGE BASKET SIZE
ABS

3.8
3.5
3.1
2.9 2.9

A B C D E

CORRELATION

CARD CASH

CARD 1

CASH 0.17686591 1

INTERPERTATION

The above table shows that card is weakly correlated with cash. it shows that
customer prefer Card payment than Cash payment.

ANOVA

Significance
  df SS MS F F

55
 0.25833348 0.62498300
Regression 1 8385720740 8385720740 3 3
3246083569
Residual 8 2.59687E+11 0    

Total 9 2.68072E+11      

INTERPERTATION

The significance value is above 0.5 so there is a variance in the customer opinion.

REGRESSION

Coeffic Standard Lower Upper Lower Upper

ients Error t Stat P-value 95% 95% 95.0% 95.0%
108674 244057.3 4.452818 0.0021 523945.8 1649540. 523945 1649540.
Intercept 3.096 382 766 313 64 327 .864 3
- -
0.3835 0.754564 0.508265 0.6249 1.356509 2.123547 1.3565 2.123547
CARD 1885 494 17 83 99 693 1 7

INTERPERTATION

The P value is above 0.5 so there is no significance between card and cash. There is
low relationship between card and cash in the store sales.

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 CHAPTER-V

5.1 FINDINGS

 December month the store sales are high compare to the other months. This month the
salesman’s performance also very good.
 February month the store sales are very low compare to the other months. In this
month the ABS also very less compare to the other months.
 October month the cash sales are high compare to the other months. In month of
March the cash sales are less.
 The card sales are December month high at the same time September month card
sales is low.
 The sale conversion percentage is December month is high September month is low.
 Average bill value is March month high August month is low.
 Average selling price of the product is March month high July month is low.
 The store is selling more accessories that’s why the store average selling price is very
low.
 The store salesman’s most of the time selling more than 3 products all time but
sometimes they also billing single products
 The store salesman’s average bill value and average basket size is good but the
conversion percentage is average.

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5.2 SUGGESTIONS

 The store should be concentrate on Sale Conversion if the store is do this store sales
will be automatically increase.
 The store salesman’s should avoid the single bill product if the customers takes only
one product the salesman’s will convert accessories or other garments.
 The salesman’s should push the high value products to the customers and explain its
features of the products. If the salesman’s convey the right features of the products
definitely the customer will take those products.
 The salesman’s sometimes miss the customers that will be affect store sale conversion
so the salesman’s should give the right explanation about products to customers.

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5.3 CONCLUSION

In this study fully discussed about key performance of indicators of the retail store.
We seen how Conversion, Average bill value, Average basket size, Average selling price, this Key
Performance Indicators effectively used in fashion retail stores. In this study identified the
salesman’s performance and store sales performance of the store. the salesman’s should push
the high value products to the customers and explain its features of the products. If the
salesman’s convey the right features of the products definitely the customer will take those
products.

59
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