APROJECT REPORT ON

SUCCESSFULLY COMPLETION OF ON THE JOB

TRAININGWITHREGARDS

To
Smart Bazaar by Reliance, Chandigarh
SUBMISSION FOR THE DEGREE OF
BACHELOR OF VOCATIONAL
STUDIES ON JOB TRAINING
COURSE NAME: B.VOC (RETAIL
MANAGEMENT)

Team Leader

SUBMITTED BY: SUBMITTED TO:

Name: Divya Sharma Mr. Hukam verma

Govt. Post Graduate College Seema (Rohru). Vocational trainer

Mgmt. Roll No:227111010. Level 5

Semester 2
Trade: Team Leader
Job Role: Team Leader NSQF Level -
5
B.voc TRAINEE RETAIL MGT
Smart Point BY Reliance
 ACKNOWLEDGEMENT

I feel deeply indebted to my project. Mr. HUKAM VERMA, for imparting

constant attention, useful suggestions expert guidance and valuable assistance

during the course of this project. It has been aa pleasure and privilege to work

under his supervision.

I wish to acknowledge the sincere co-operation and moral support rendered to

me by my friends and classmates and especially grateful to our coach in

successful completion of this work.

In the end it would be out of place to express sincere thanks to my family and

friends for their moral support and encouragement.

DIVYA SHARMA
 PREFACE

This is a project report on OJT of Retail Management at SMART Point

BY Reliance, Chandigarh particular reference to working criteria of
Retail Sales associate in renowned
A Systematic approach has been made by engulfing all the business aspects of
the company and its report module.

After giving a brief introduction of retail sector, history of retail industry,

characteristics, function, types of retail formats and limitations of this industries,
I have been covering the whole working criteria in Smart Point BY Reliance as a
Team Leader

Although it was very difficult to me to describe all the features of this industry
but I have made a humble effort to present a clear picture of the store and my
training part. Although it covers the day wise report that what we learnt from the
store in 210 hours.
 STUDENT DECLARATION

i. I hereby declare that the report on our training and project work
entitled “Role of Team Leader”
ii. Submitted in the fulfillment only for the ON JOB TRAINING REPORT
work to Govt. Post Graduate College, Seema Department of B. Voc. is
my original work is not submitted for the reward of any other degree,
diploma, fellowship or similar title or prize.

Institute: Govt. Post Graduate College, Seema (H.P.)

Name: DIVYA SHARMA

Roll No. :227111010

Department of B. Voc. Retail Management
 CERTIFICATE

This is to certify that the project work done on “On the job training with regards
to Smart Point BY RELIANCE “submitted to Govt. Post Graduate College Seema
by DIVYA SHARMA in partial fulfillment of the requirement of the award of
degree of Bachelor in vocational training (B. Voc.) Trade: Retail Management is
related work carried
out by her under my supervision and guidance. This work has not been submitted
anywhere else for another degree/diploma. The original work carried during one
month OJT at Smart Point BY RELIANCE, CHANDIGARH.

Date: Mr. HUKAM VERMA

Introduction

To

Retail

Industry
 INTRODUCTION

Retail is the process of selling consumer goods or services to customer through

multiple channels of distribution to earn a profit. Retailers satisfy demand
identified through a supply chain. The term “retailer” is typically applied where a
service provider fills the small orders of many individuals, who are end users,
rather than large orders of a small number of wholesales, corporate or
government clientele. Shopping generally refers to the act of buying products.
Sometimes this is done to obtain final goods, including necessities such as food
and clothing; sometimes is takes place as a recreational activity, Recreational
shopping often involves window shopping and browsing: it does not always result
in a purchase.
Retail markets and shops have a very ancient history, during back to antiquity.
Some of the earliest retailers were itinerant peddlers. Over the centuries. Retail
shops were transformed from little more than “rude booths” to the sophisticated
shopping mall of the modern era.
Most modern retailers typically make a variety of strategic level decisions
including the type of store, the market to be served. The optimal product
assortment, customer service, supporting services and the store’s overall market
positioning. Once the strategic retail plan is in place, retailer devise the retail mix which
include product, price, place, promotion, personnel and presentation, in
the digital age, an increasing number of retailers are seeking to reach broader
markets by selling through multiple channels, including both bricks and mortar
and online retailing. Digital technologies are also changing the way that
consumers pay for goods and services. Retailing support services may also include
the provision of credit, delivery services, advisory services, stylist services and a
range of other supporting services.
Retail shops occur in a diverse range of types and in many different contexts- from
strip shopping centers in residential streets through to large, indoor shopping
malls.
Streets may restrict traffic to pedestrians only. Sometimes a shopping street has a
partial full roof to create a more comfortable shopping environment - protecting
customers various types of weather conditions such as extreme temperatures,
winds or precipitation. Forms of non-shop retailing include online retailing (a type
of electronic-commerce used for business-to-consumer (B2C) transactions) and
mail order.
Retail Strategy:
The distinction between "strategic" and "managerial" decision-making is
commonly used to distinguish "two phases having different goals and based on
different conceptual tools. Strategic planning concerns the choice of policies
aiming at improving the competitive position of the firm, taking account of
challenges and opportunities proposed by the competitive environment. On the other
hand, managerial decision-making is focused on the implementation of
specific targets."
In retailing, the strategic plan is designed to set out the vision and provide
guidance for retail decision-makers and provide an outline of how the product
and service mix will optimize customer satisfaction. As part of the strategic
planning process, it is customary for strategic planners to carry out a detailed
environmental scan which seeks to identify trends and opportunities in the
competitive environment, market environment, economic environment and
statutory-political environment. The retail strategy is normally devised or
reviewed every 3-5 years by the chief executive officer. The strategic retail
analysis typically includes following elements:
Market analysis
Market size, stage of market, market competitiveness, market competitiveness,
market attractiveness, market trends.

Customer analysis :
Market segmentation, demographic, geographic and psychographic profile, values
and attitudes, shopping habits, brand preferences, analysis of needs and wants,
media habits
Internal analysis Other capabilities e.g. human resource capability, technological
capability,
financial capability, ability to generate scale economies or economies of scope,
trade relations, reputation, positioning, past performance
Competition analysis
Availability of substitutes, competitor's strengths and weaknesses, perceptual
mapping, competitive trends
Review of product mix
Sales per square foot, stock-turnover rates, profitability per product line
Review of distribution channels
Lead-times between placing order and delivery, cost of distribution, cost of
intermediaries
Location
The perspective of marketing in large-scale enterprises is based on the theory of
supply chain management; it emphasizes that the suppliers, large-scale retail
enterprises, and customers form a chain of cooperative marketing that
establishes mutually beneficial long-lain relationships. Relationship marketing of
huge retail enterprises from the perspective of supply chain mainly includes two
relationship markets, supplier relationships and customer relationships, as the
two greatest influences on retail profits are suppliers and customers. First, as the
supplier of commodities to retail enterprises, it directly determines the
procurement cost of commodities to retail enterprises, which is mainly reflected
in the purchase price of commodities themselves, the cost incurred in the
procurement process, and the loss cost caused by unstable supply of
commodities. In addition, the good relationship with supplier interaction, large
retail enterprises can also promote the suppliers timely grasp the market
information, improved or innovative products according to customer demand,
which contributed to the retail enterprises improve the market competitiveness
of the goods are sold, so the retail enterprise's relationship with supplier directly
affects the retail enterprises in the commodity market competitive. Second, due
to the transfer of advantages between buyers and sellers, the retail industry has
turned to the buyer's market, and consumers have become the key resources for
major retailers to compete with each other.

Macro factors
Macro factors include market characteristics (demographic, economic and socio-
cultural), demand, competition and infrastructure (e.g., the availability of power,
roads, public transport systems) Channels
A major retail trend has been the shift to multi-channel retailing. To counter the
disruption caused by online retail, many bricks and mortar retailers have entered
the online retail space, by setting up online catalogue sales and e-commerce
websites. However, many retailers have noticed that consumers behave
differently when shopping online. For instance, in terms of choice of online
platform, shoppers tend to choose the online site of their preferred retailer
initially, but as they gain more experience in online shopping, they become less
loyal and more likely to switch to other retail sites. Online stores are usually
available 24 hours a day, and many consumers in Western countries have
Internet access both at work and at home.
Pricing strategy and tactics
The broad pricing strategy is normally established in the company's overall
strategic plan. In the case of chain stores, the pricing strategy would be set by
head office. Broadly, there are six approaches to pricing strategy mentioned in
the marketing literature:
Operations-oriented pricing: where the objective is to optimize productive
capacity, to achieve operational efficiencies or to match supply and demand
through varying prices. In some cases, prices might be set to demarked. Revenue-
oriented pricing: (also known as profit-oriented pricing or cost based
pricing) where the marketer seeks to maximize the profits (1.e., the surplus
income over costs) or simply to cover costs and break even.
Customer-oriented pricing: where the objective is to maximize the number of
customers, encourage cross-selling opportunities or to recognize different levels
in the customer's ability to pay.
Value-based pricing: (also known as image-based pricing) occurs where the
company uses prices to signal market value or associates price with the desired
value position in the mind of the buyer. The aim of value-based pricing is to
reinforce the overall positioning strategy
e.g., premium pricing posture to pursue or maintain a luxury image.
Relationship-oriented pricing: where the marketer sets prices in order to build or
maintain relationships with existing or potential customers. Socially-oriented pricing:
Where the objective is to encourage or discourage
specific social attitudes and behaviors. e.g., high tariffs on tobacco to discourage
smoking.

Discount pricing:
Disco where the marketer or retailer offers a reduced price. Discounts in a variety
of forms – e.g.
quantity discounts, loyalty rebates, seasonal discounts, periodic or random
discount etc.
Everyday low prices (EDLP)
Everyday low prices refer to the practice of maintaining a regular low price-low
price – In which consumers are not forced to wait for discounting or specials. This
method is extensively used by supermarkets Loss leader
A loss leader is a product that has a price seals a price set below the operating
margin. Loss laddering widely used in supermarkets and budget-priced retail
outlets where it is intended to generate store traffic. The low price is widely
promoted and the store is prepared to taka small loss on an individual item, with
an expectation that it will recoup that loss when customers purchase other higher
priced-higher margin items. In service industries, loss laddering may refer to the
practice of charging a reduced price on the first order as an inducement and with
anticipation of charging higher prices on subsequent orders.
Price bundling
Price bundling (also known as product bundling) occurs where two or more
products or services are priced as a package with a single price. There are several
types of bundles: pure bundles where the goods can only be purchased as
package or mixed bundles where the goods can be purchased individually or as a
package. The price of the bundle is typically less than when the two items are
purchased separately. Price bundling is extensively used in the personal care
sector to prices cosmetics and skincare.

Price lining:
Price lining is the use of a limited number of prices for all product offered by a
business. Price lining is a tradition started in the old five and dime stores in which
everything cost either 5 or10 cents. In price lining, the price remains constant but
quality or extent of product or service adjusted to reflect changes in cost. The
underlying' rationale of this tactic is that these amounts are seen as suitable price
points for a whole range of products by prospective customers. It has the
advantage of ease of administering, but the disadvantage of inflexibility,
particularly in times of inflation or unstable prices. Price lining continues to be
widely used in department Stores where customers often note racks of garments
or accessories points e.g. separate racks of men's ties, where each rack is priced k
is priced at $10, $20 and $40.

Promotion :
In the 1980s, the customary sales concept in the retail industry began S concept in
the retail industry began to show many o disadvantages. Many transactions cost
too much, and the industry was unable to retain customers as it only paid
attention to the process of a single transaction rather than to marketing for
customer development and maintenance. The traditional marketing theory holds
that transactions are one-time value exchange processes and the means of
exchanging goods needed by both parties. Accordingly, when the transaction is
completed, the relationship between the two parties will also end, so the theory is called
"transactional marketing". Transactional marketing aims to find target
consumers, then negotiate, trade, and finally end relationships to complete the
transaction. In this one-time transaction process, both parties aim to maximize
their own interests. As a result, transactional marketing raises follow-up problems
such as poor after-sales service quality and a lack of feedback channels for both
parties. In addition, because retail enterprises needed to redevelop client
relationships for each transaction, marketing costs were high and customer
retention was low. All these downsides to transactional marketing gradually
pushed the retail industry towards establishing long-term cooperative
relationships with customers. Through this lens, enterprises began to focus on the
process from transaction to relationship. While expanding the sales market and
attracting new customers is very important for the retail industry, it is also
important to establish and maintain long term good relationships with previous
customers, hence the name of the underlying concept, "relational marketing".
Under this concept, retail enterprises value and attempt to improve relationships
with customers, as customer relationships are conducive to maintaining stability
in the current competitive retail market, and are also the future of retail
enterprises.

Presentation :
Presenting refers to the physical evidence that signals the retail image physical
evidence may include a diverse range of elements- the store itself including premises,
offices, exterior facade and interior layout, website, delivery vans,
warehouses, staff uniforms.
The retail services cape includes the appearance, equipment,
display space,
retail counters, signage, layout and functionally of a retail outlet.
Service escapes Model RETAIL FORMATS: TYPES OF
RETAILOUTLETS
The retail format (also known as the retail as the retail formula) influences the
consumer's store choice and addresses the consumer's expectations. At its most
basic level, a retail format is a simple marketplace, that is; a location was
goods and services are exchanged. In some part of the world, the retail sector is
still dominated by small family-run stores, but also chains are increasingly
dominating the sector, because they can exert considerable buying power and
pass on the savings in the form of lower prices. Many of these large retail chains
also produce their own private labels which compete alongside manufacturer
brands. Considerable consolidation of retail stores has changed the retail
landscape, transferring power away from wholesalers and into the hands of the
large retail chains.
In Britain and Europe, the retail sale of goods is designated as a service activity.
The European Service Directive applies to all retail trade including periodic
markets, street traders and peddlers.
Retail type by product:
Retail stores may be classified by the type of product carried:

Food retailers:
Retailers carrying highly perishable foodstuffs such as meat, dairy and fresh produce
typically require cold storage facilities. Consumers purchase food
products on a very regular purchase cycle - e.g. daily, weekly or monthly.
Softline retailers
Softline retailers sell goods that are consumed after a single-use, or have a limited
life (typically under three years) in they are normally consumed. Soft goods
include clothing. other fabrics. footwear, toiletries, cosmetics, medicines and
stationery.
Grocery and convenience retail
Grocery stores, including supermarkets and hypermarkets, along with
convenience stores carry a mix of food products and consumable household items
such as detergents, cleansers. Personal hygiene products. Consumer consumables
are collectively known as fastmoving-consumer goods (FMCG) and represent the
lines most often carried by supermarkets, grocers and convenience stores. For
consumers, these are regular purchases and for the retailer, these products
represent high turnover product lines. Grocery stores and convenience stores
carry similar lines. but a convenience store (staffed or automated) is often open at
times that suit its clientele and may be located for ease of access.
Hard-line retailers
Retailers selling consumer durables are sometimes known as hardline retailers:
1561 – automobiles, appliances, electronics, furniture, sporting goods, lumber,etc., and
parts for them. Goods that do not quickly wear out and provide utility
over time. For the consumer, these items often represent major purchase
decisions. Consumers purchase durables over longer purchase decision cycles. For
instance, the typical consumer might replace their family car every 5 years, and
their home computer every 4 years.
Specialist retailers
Specialist retailers operate in many i IS operate in many industries such as
the green grocers, contemporary art galleries, bookstores, handicrafts,
musical instruments, gift shops.
CHALLENGES:
To achieve and maintain a foothold in an existing market, a prospective
retail establishment must overcome the following hurdles:

Regulatory barriers including

Restrictions on real estate purchases, especially as imposed by
local governments and against "big-box" chain retailers;
o Restrictions on foreign investment in retailers, in terms of both
absolute amount of financing provided and percentage share
of
voting stock (e.g. common stock) purchased Unfavorable taxation structures, especially
those designed to penalize
or keep out "big box" retailers (see "Regulatory" above);
• Absence of developed supply chain and integrated IT management;
• High competitiveness among existing market participants and resulting
low profit margins, caused in part by o
• Constant advances in product design resulting in constant threat of
product obsolescence and price declines for existing inventory; and
Lack of properly educated and/or trained work force, often including
management. caused in part by loss in Business.
O Lack of educational infrastructure enabling prospective market entra abling
prospective market entrants to respond to the above challenges.

Wheel of Retailing:
The wheel of retailing refers to a hypothesis, which depicts the life cycle of a
retail organization. It starts as a discount retail business to attract price-sensitive
consumers and then gradually converts into a luxury brand store or
departmental store to cater to high-end consumers.
Wheel of Retailing TheoryThe wheel of retailing theory explains the life cycle of a retail
organization and the
different levels through which it passes. The life of a business is divided into four
quadrilaterals, each of which are discussed in detail below:
Quad 1: Entry
The initial phase of the wheel of retailing is when the organization en When the
organization enters the market with limited products at a very reasonable price,
keeping a low margin.
Since the business entity still needs to build its reputation at this stage, and the
consumers are not very much aware of the organization.
Moreover, the organization provides minimal services and the infrastructure
used is usually low cost and temporary. Thus, at this level, the company tries to
penetrate the market with a low-price strategy. Quad 2: Growth
With the low-price strategy, the organization can build its reputation in the
market. At this level, the retailer can adopt growth strategies like slightly hiking
the price of the products, widening the product category, upgrading the store
and providing additional services.
Quad 3: Maturity
At this phase, the organization has gained a high reputation and established
itself as a well-known business entity. Now, the business is unable to acquire
more new consumers, also the customer turnover increases.
Therefore, the retailer's main area of concern at the maturity level is customer
loyalty and retention by enhancing their satisfaction level.
Quad 4: Decline
This is the level where the business starts going down. The other sirms enter the
market with their low-priced competitive products, to drag customer's attention.
In no time, me competitor's products take over the market, and the organization
tend to lose its customers.
Thus, the organization now plans to revive the business through divestment,
merger, acquisition and other strategic alliance. Wheel of Retailing Strategies
The actions of the retailer or the strategies implemented depend upon the
business requirements and stages. The various stages and the strategies adopted
to improve the business performance of the organization can be classified as
follows:

Low-End Strategy at Innovation Stage

The innovation stage is the one where a product is introduced to the customers.
At this level, the strategies are also framed for the growth of the business.
It is usually a trial or experimental phase where the retailer adopts low-end
strategies to test the products. The organization tries to keep the things
simple and attract the Simple and attract the consumers through lowest price
factor.

COMPANY PROFILE: SMART

POINT BY RELIANCE
INTRODUCTION
Reliance Retail is an Indian retail company and a subsidiary of Reliance
Industries Limited. Founded in 2006, it is the largest retailer in India in terms of
revenue.[4] Its retail outlets offer foods, groceries, apparel, footwear, toys,
home improvement products, electronic goods, and farm implements and
inputs. Apart from physical outlets, the company also sells products on its
e-commerce channels.
Reliance Retail
Reliance Retail.png
Type
Subsidiary
ISIN
INE002A01018
Industry
Retail
Founded
2006; 16 years ago
Founder
Mukesh AmbaniHeadquarters
Mumbai, Maharashtra, India
Number of locations
14,412[1] (2020)
Area served
India
Key people
Mukesh Ambani (chairman)
Services
Supermarket
Hypermarket
Superstore
Convenience shopRevenue
Increase ₹162,936 crore (US$22 billion)[2] (2020)
Operating income
Increase ₹9,654 crore (US$1.3 billion)[1] (2020)
Total equity
US$62 billion[3]
Owner
RIL (85.12%)
Vanishree Commercials (4.7%)
Infotel Infocomm (0.6%)
Sovereign wealth funds (5.86)
Private equity firms (4.32%)
Number of employees
139,000+ (2020)[1]
Parent
Reliance Industries Limited
Subsidiaries
Reliance Fresh
Reliance Digital
Reliance Footprint
Justdial
Hamleys
JioMart
Dunzo
AJIO
Fynd
Urban Ladder
Netmeds
C-SquareFinancial position Edit
It had a turnover of ₹337 billion in the financial year 2016–17. Reliance Retail
announced
revenues of ₹450 billion for the nine months ended December 2017 for financial year
2017–18, showing over a 90% jump from the corresponding previous period. The
company
also reported a profit of ₹7 billion for the period. In financial year 2019–2020, the
company
reported record breaking revenue of ₹1.62 trillion and EBITDA of 9,654 crore growing
55.7% year over year. The company also became the country's largest retailer by
reach,
scale, revenue and profitability.
In September 2020, it was announced that American investment firm Silver Lake has
bought 1.75% stake in Reliance Retail for ₹7,500 crore (US$1.0 billion) valuing the
business at ₹4.28 trillion (US$57 billion). On 23 September, it was announced that KKR
has bought 1.28% stake for ₹5,500 crore valuing the venture at ₹4.28 trillion or $58
billion.
In October 2020, Singapore's GIC bought a 1.22% stake for $752 million, while TPG
acquired a 0.41% stake for $250 million giving Reliance Retail a pre-money evaluation
of
$58.5 billion.Acquisitions and partnerships
On 29 August 2020, Reliance Retail announced that it is acquiring the retail, wholesale,
logistics and warehousing business from the Future Group for ₹24,713 crore (US$3.3
billion) adding 15 lakh square meters of retail space to the company.
On 15 November 2020, Reliance Retail announced that it had acquired a majority
ownership of the furniture and decorating company Urban Ladder.
On 7 October 2021, the company announced its partnership with 7-Eleven to open its
stores in India.The announcement came a day after Future Group announced the end
of its
partnership with 7-Eleven, citing the inability to meet the target of opening stores and
payment of franchisee fees. The first 7-Eleven in India opened in Mumbai.
On 6 January 2022, Reliance Retail invested $200 million in Dunzo for 25.8%
stake.Subsidiaries and divisions
A Reliance Trends Woman store in Kollam.
A Reliance Trends Woman store in Kollam.
There are over 45 subsidiaries and divisions of Reliance Retail. Following is a list of
major
divisions:
No. Name
Note
1 .Reliance Fresh Retail outlets of fruits, vegetables and groceries.
2 .Reliance Smart Reliance Smart offers a one-stop shopping experience by offering
fresh produce, bakery, dairy products, home, and personal care products, general
merchandise, fruits, vegetables, and groceries.
3 .Reliance Digital Consumer electronics retail stores. It had 689 stores in October
2014.
4 .Reliance LYF
4G mobile handset manufacturer based in Mumbai, founded in
2015.
5 .Reliance Jewels Jewelry retail; it had revenues of about ₹8 billion in financial year
2012–13
6 .Reliance Trends Apparel and clothing. It had revenues of about ₹16 billion in
financial year 2012–13 with a store count of 287.
7 .Reliance Footprint
It had revenues of about ₹1.6 billion in financial year 2012–13.
8 .AJIO E-commerce, fashion shopping website, officially launched at the Lakme
Fashion Week SS16.
9 .Hamleys
Hamleys, one of the oldest and largest toy retailers in the world, was
acquired by Reliance Retail in 2019.
10. JioMart
JioMart is the e-commerce venture of Reliance Retail that provides
grocery delivery from neighbourhood Kirana stores. It operates in 200 cities in India and
was started as a joint venture between Reliance Retail and Jio Platforms.
11.Shri Kannan Departmental Store Shri Kannan Departmental Store is a retail store
chain that sells fruits, vegetables, dairy, staples, home, and personal care, and general
merchandise. It operates 29 stores in Coimbatore.[23]
12.Future Group
The acquisition of Future group by Reliance Retail is yet to be
approved by competition commission of India and there is also an ongoing tussle
betweenamazon and the promoters of Future group regarding the selling off the
company to
Reliance Retail. Future group is known for having a significant prominence in Indian
retail
and fashion sectors, with popular supermarket chains like Big Bazaar and Food Bazaar,
lifestyle stores like Brand Factory, Central, etc. The group also has a notable presence
in
integrated foods and fast-moving consumer
Private label products
Although Reliance Retail's grocery businesses primarily markets products of third party
FMCG players, they also sell inhouse brands including: Best Farms, Good Life, Enzo,
Mopz, Expels and Home One.
References
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"Revenue of Reliance Retail from financial year 2010 to 2024" at statista
Annual Report, RIL (20 July 2020). "Reliance Retail sales cross $23 bn mark". Reliance
Industries Limited. Retrieved 11 September 2020.
"Reliance Retail's pre-tax profit jumps 40% in FY17 - ET Retail". ETRetail.com.
Retrieved
13 September 2018.
"Reliance Retail's total revenue up by 21.2 percent - ET Retail". ETRetail.com.
Retrieved
13 September 2018.
"Reliance retail reports highest ever quarterly turnover of Rs 6,042 crore in Q3". The
Economic Times. 2016. Retrieved 13 September 2018.
Dsouza, Sharleen (11 September 2020). "Brokerage view on Silver Lake investment in
Reliance retail". Bloomberg Quint. Retrieved 11 September 2020.
news, moneycontrol (23 September 2020). "KKR-Reliance Retail deal: American
buyout
firm to invest Rs 5,550 crore for 1.28% in RIL unit". Moneycontrol. Retrieved 23
September
2020.
"TechCrunch". TechCrunch. Retrieved 5 October 2020.
Deb, Aparna (29 August 2020). "Reliance Retail buys Kishore Biyani's Future retail for
Rs
24,713 crore". Times Now.
Singh, Manish (November 15, 2020). "Reliance Retail buys Urban Ladder for $24.4
million". TechCruch. Retrieved 15 November 2020."Reliance Retail to launch first 7-
Eleven store in India this week; Mukesh Ambani takes
master franchise". The Financial Express. 7 October 2021. Retrieved 7 October 2021.
Livemint (7 October 2021). "Reliance Retail to launch 7-Eleven convenience stores in
India". mint. Retrieved 7 October 2021.

"Reliance Retail picks up 25.8% stake in Dunzo, leads $240 mn funding". The
Economic
Times. 6 January 2022. Retrieved 6 January 2022.
"Subsidiaries of Reliance Retail Limited". ril.com. Archived from the original on 12
August
2013. Retrieved 27 August 2013.
"Few RIL retail arms still making losses". Business Standard. 11 May 2013.
Retrieved 27
August 2013.
"Reliance SMART JioMart"
"Reliance Retail's growth trail". The Hindu Businessline. 31 July 2013. Retrieved
19
August 2013.
Gandhi, Forum. "Reliance Retail's AJIO to start selling luxury brands".
@businessline.
Retrieved 17 November 2020.
"Reliance Brands completes acquisition of Hamleys". The Economic Times.
Retrieved 17
November 2020.
"Mukesh Ambani's JioMart expands to 200 Indian cities in challenge to Amazon
and
Flipkart"
"Reliance Retail acquires Shri Kannan Departmental Store for ₹152.5 crore"
"Reliance Retail buys Future Group's businesses for ₹24,713 crore". mint. 29
August
2020. Retrieved 17 November 2020.
Sharma, Samidha; Peermohamed, Alnoor. "Reliance retail acquires majority stake
in
Netmeds' parent for Rs 620 crore". The Economic Times. Retrieved 17 November
2020.
"Reliance Retail acquires Urban Ladder for ₹182 crore – at a sixth of the startup's
peak
valuation in 2018". Business Insider. Retrieved 17 November 2020.
"Mukesh Ambani's Reliance Retail plans to sell in-house brands in kirana stores".
www.businesstoday.in. Retrieved 10 March 2021.
Pathak, Kalpana (29 July 2019). "RIL plans a big push for private-label brands".
mint.
Retrieved 10 March 2021.
Pathak, Kalpana (25 May 2020). "For Reliance Retail's JioMart, private labels are
the way
Our Job Role: Team Leader

In a retail environment, a team leader carries many responsibilities;

these may vary slightly depending on the type of retailer employing
him, but certain elements are consistent across retail stores, catalog
order retailers and online retailers. The team leader's main role is to
improve the individual sales people employed beneath him. Every
other role is an extension of this basic function.
Instruction and Training
A team leader should provide new and existing sales associates with tips
and training to give them a competitive edge on the sales floor, the
telephone or the Internet. Sales tips can include help on closing a sale
in your particular industry, answers to frequent questions voiced by
customers or advice on how to handle problem clients. Sales training
 focuses on ensuring that your sales associates are able to successfully
complete orders or input data into existing computer systems, operate
any necessary machinery and follow company policies regarding proper
behavior with clients or co-workers. Training focuses on properly
orienting an associate with his job; tips focus on improving sales and
job performance.

Motivate, Praise, Criticize and Reward

A team leader must be prepared to motivate employees to reach
individual sales goals or requirements. Consistently encourage your
employees to work better, not harder, when speaking with customers or
potential clients. Praise a worker who does a stellar job; use his sale or
sign-up as a case study to motivate other associates. Reward the
worker in a manner approved by your company. Common rewards
include an "employee of the month" distinction, a bonus or small prizes.
Do not avoid criticizing employees when you have constructive
comments to make on how a worker can improve his sales tactic.
Correcting an employee's errors allows him to work more efficiently
towards meeting a sales quota or goal.

Lead by Example

Many times, a team leader operates behind the scenes at a retail store, a
catalog call center or a website. Situation often occur that demand the
intervention of a supervisor or leader above the sales-associate level.
In such a case, you must lead by example. In your customer
interactions, treat the customer in exactly the same manner in which
you want team members to treat the customer. Be helpful, polite and
respectful. If a customer becomes hostile, maintain your composure
and deal with the hostility by following company policy. Avoid resorting
to sarcasm, rude comments or a raised voice.

Communication

As a team leader, you must complete your own daily work while
maintaining an open ear for your retail sales team. Part of your role as
a team leader is acting as a liaison between your team and your
supervisor or upper management. When your team has complaints
 relating to safety concerns, inadequate compensation or a hostile
work environment, present them to your boss; otherwise, you run the
risk of a team member seeking help from a person in a higher position
than you -- which is not a beneficial situation for anyone.

DAILY WORK REPORT:

● "To process credit applications for purchases:
● Identify the customer’s needs for credit facilities.
● clearly explain to the customer the features and conditions of
credit facilities.
● provide enough time and opportunities for the customer to ask
for clarification or more information.accurately
● fill in the documents needed to allow the customer to get
credit.successfully carry out the necessary credit checks and
authorisation procedures.
● promptly refer difficulties in processing applications to the right
person."

With Department Manager

DAY 2
"To help keep the store secure:
● take prompt and suitable action to reduce security risks as far as
possible,
● where it is within the limits of his/her responsibility and authority to
do so follow company policy and legal requirements when dealing
with security risks
● .recognise when security risks are beyond his/her authority and
responsibility to sort out, and report these risks promptly to the right
person use approved procedures and techniques for protecting
personal safety when security risks arise.
● follow company policies and procedures for maintaining security
while working
● .follow company policies and procedures for making sure that
security will be maintained when he/she goes on breaks and when
he/she finishes work."
DAY 3
● "Help maintain healthy and safety:
● follow company procedures and legal requirements for dealing with
accidents and emergencies.
● speak and behave in a calm way while dealing with accidents and
emergencies report accidents and emergencies promptly,
accurately and to the right person
● .recognize when evacuation procedures have been started and
follow company procedures for evacuation
● .follow the health and safety requirements laid down by the
company and by law, and encourage colleagues to do the same.
● promptly take the approved action to deal with risks if he/she is
authorised to do so.report risks promptly to the right person, if
he/she does not have the authority.use equipment and mate
● rials in line with the manufacturer’s instructions."
DAY 4
● "To demonstrate products to customers: prepare the demonstration
area and check that it can be used safely
● .check whether the required equipment and products for
demonstration are in place.
● demonstrate products clearly and accurately to customers.present
the demonstration in a logical sequence of steps and stages.
● cover all the features and benefits he/she thinks are needed to gain
the customer interest.
● promptly clear away the equipment and products at the end of the
demonstration and connect with the customer"
DAY 5
● "To help customers choose right products:find out which product
features
and benefits interest individual customers and focus on these when

discussing products describe and explain clearly and accurately relevant

product features and benefits to customers.
● compare and contrast products in ways that help customers choose the
product that best meets their needs
● .check customers’ responses to his/her explanations, and confirm their
interest in the product.
● encourage customers to ask questions & respond to their questions,
comments & objections in ways that promote sales & goodwill.
● identify suitable opportunities to tell the customer about associated or
additional products and do so in a way that promotes sales and goodwill."
DAY 6
● "To help customers choose right products:constantly
check the store for security, safety and potential
● sales whilst helping customers give customers enough time to evaluate
products and ask questions handle objections and questions in a way that
promotes sales and keeps the customer’s confidence
● .identify the need for additional and associated products and take the
opportunity to increase sales.clearly acknowledge the customer’s buying
decisions.clearly explain any customer rights that apply.
● clearly explain to the customer where to pay for their purchases."
DAY 7
● To provide specialist support to customers facilitating purchases : talk to
customers politely and in ways that promote sales and goodwill.
● use the information given by the customer to find out what they are use
for by the people.
● .help the customer understand the features and benefits of the products
they have shown an interest in
●. explain clearly and accurately the features and benefits of products and
relate these to the customer’s needs promote the products that give the
best match between the customer’s needs.
● the store’s need to make sales spot and use suitable opportunities to
promote other products where these will meet the customer’s needs
●. control the time he/she spends with the customer to match the value of
the prospective purchase. Constantly check the store for safety, security
and potential sales while helping individual customers.
DAY 8
● To provide specialist support to customers facilitating purchases :find
out
if the customer is willing to see a demonstration.
● set up demonstrations safely and in a way that disturbs other people as
little as possible
●. check whether he/she has everything needed to give an effective
demonstration give demonstrations that clearly show the use and value
of the product offer customers, the opportunity to use the product
themselves, where appropriate
● .give customers enough chance to ask questions about the products or
services he/she is demonstrating to them.
● check that the store will be monitored for security, safety and potential
sales while he/she is carrying out demonstrations

DAY 9
● "To maximize sales of goods & services identify promotional
opportunities and estimate their potential to increase sales.
● identify promotional opportunities which offer the greatest potential to
increase sales.
● report promotional opportunities to the right person fill in the relevant
records fully and accurately
●. tell customers about promotions clearly and in a persuasive way.identify
and take the most effective actions for converting promotional sales into
regular future sales.
● gather relevant and accurate information about the effectiveness of
promotions, and communicate this information clearly to the right
person. Record clearly and accurately the results of
DAY 10
● "To provide personalized sales & post-sales service support: use
available
information in the client records to help prepare for consultations.
● check whether the work area is clean and tidy and that all the required
equipment are in hand before starting a consultation quickly create a
rapport with the client at the start of the consultation
●. talk and behave towards the client in ways that project the company
image effectively. Ask questions to understand the client’s buying needs,
preferences and priorities.
● tactfully check, where appropriate, how much the client wants to spend
explain clearly to the client the features and benefits of the
recommended products or services and relate these to the client’s
individual needs.
● identify suitable opportunities to sell additional or related products or
services that are suited to the client’s needs."
DAY 11

● "To provide personalized sales & post-sales service support: use: make
recommendations to the client in a confident and polite way and without
pressuring them.
● pace client consultations to make good use of the selling time while
maintaining good relations with the client.

● meet the company’s customer service standards while dealing with the
client follow the company’s procedures for keeping client records
up-to-date. Record client information accurately and store it in the right
places in the company’s system
●. keep client information confidential and share it only with people who
have a right to it. keep to clients’ wishes as to how and when they may be
contacted.
● follow the company’s policy and procedures for contacting clients. Tell
clients promptly and offer any other suitable products or services, were
promises cannot be kept."
DAY 12
● "To create a positive image of self & organization in the customers mind:
meet the organisation’s standards of appearance and behavior
● .greet customers respectfully and in a friendly manner. Communicate
with
customers in a way that makes them feel valued and respected.
● identify and confirm customer’s expectations treat customers
courteously
and helpfully at all times.
● keep customers informed and reassured adapt appropriate behavior to
respond effectively to different customer behavior respond promptly to
a customer seeking assistance
●. select the most appropriate way of communicating with customers
●. check with customers to ensure complete understanding of their
expectations. Respond promptly and positively to customers' questions
and comments."
DAY 13
● "To create a positive image of self & organization in the customers mind:
select the most appropriate way of communicating with customers
●. check with customers to ensure complete understanding of them
expectations
●. respond promptly and positively to customers' questions and comments
allow customers time to consider his/her response and give further
explanation when appropriate quickly locate information that will help
customers.
● give customers the information they need about the services or products
offered by the organization.
● recognize information that customers might find complicated and check
whether they fully understand. Explain clearly to customers any reasons
why their needs or expectations cannot be met."
DAY 14
● "To resolve customer concerns: identify the options for resolving a
customer service problem. Work with others to identify and confirm the
options to resolve a customer service problem.
● work out the advantages and disadvantages of each option for
customers
and the organization.
● pick the best option for customers and the organization identify for
customers, other ways that problems may be resolved if you are unable
to help.
● identify the options for resolving a customer service problem. Work with
others to identify and confirm the options to resolve a customer service
problem
●. work out the advantages and disadvantages of each option for your
customer and your organization"
DAY 15
● "To resolve customer concerns: pick the best option for your customer
and your organization. Identify for your customer other ways that
problems may be resolved if you are unable to help.
● discuss and agree the options for solving the problem with customers
● .take action to implement the option agreed with the customer work with
others and the customer to make sure that any promises related to
solving the problem are kept
● .keep customers fully informed about what is happening to resolve
problem. Check with customers to make sure the problem has been
resolved to their satisfaction.
● give clear reasons to customers when the problem has not been
resolved
to their satisfaction."

DAY 16
● "To organize the delivery of reliable service: plan, prepare and organize
everything that is needed to deliver a variety of services or products to
different types of customers organize what he/she does to ensure
consistency in giving prompt attention to customers
●. reorganize his/her work to respond to unexpected additional workloads.
● maintain service delivery during very busy periods and unusually quiet
periods and when systems, people or resources have let you down
●. consistently meet customers’ expectations. Balance the time he/she
takes
with customers with the demands of other customers seeking attention
●. respond appropriately to customers when they make comments about
the products or services being offered."
DAY 17
● "To organize the delivery of reliable service: alert others to repeated
comments made by customers take action to improve the reliability of
his/her service based on customer comments.
● monitor whether the action taken has improved the service given to
customers record and store customer service information accurately
following organizational guidelines.
● select and retrieve customer service information that is relevant,
sufficient and in an appropriate format quickly locate information that
will help solve a customer’s query.
● supply accurate customer service information to others using the most
appropriate method of communication"
DAY 18
● "To improve customer relationship: select and use the best method of
communication to meet customers’ expectations.
● take the initiative to contact customers to update them when things are
not going as per plan or when further information is required.
● adapt appropriate communication to respond to individual customers’
feelings meet customers’ expectations within the organization’s service
offer explain the reasons to customers sensitively and positively when
their expectations cannot be met.
● identify alternative solutions for customers either within or outside the
organization
● .identify the costs and benefits of these solutions to the organization and
to customers negotiate and agree solutions with customers which satisfy
them and are acceptable to the organization."
DAY 19
● "To improve customer relationship: negotiate and agree solutions with
customers which satisfy them and are acceptable to the organization.
● take action to satisfy customers with the agreed solution. Make extra
efforts to improve his/her relationship with customers recognize
opportunities to exceed customers’ expectations
● .take action to exceed customers’ expectations within the limits of
his/her
authority
● .gain the help and support of others to exceed customers’ expectations"

DAY 20
● "To monitor and solve service concerns: respond positively to customer
service problems following organizational guidelines solve customer
service problems when he/she has sufficient authority work with others
to solve customer service problems
●. keep customers informed of the actions being taken. Check with
customers that they are comfortable with the actions being taken solve
problems with service systems and procedures that might affect
customers before they become aware of them
●. inform managers and colleagues of the steps taken to solve specific
problems identify repeated customer service problems. Identify the
options for dealing with a repeated customer service problem and
consider the advantages and disadvantages of each option."
DAY 21
● "To monitor and solve service concerns, work with others to select best
options for solving repeated customer service problems, balancing
customer expectations with the needs of the.
● the approval of somebody with sufficient authority to change
organisational guidelines in order to reduce the chance of a problem
being repeated
● .action the agreed solution
● .keep customers informed in a positive and clear manner of steps being
taken to solve any service problems.monitor the changes that have been
made and adjust them if appropriate"
DAY 22
● "To promote continuous improvement in service:gather feedback from
customers that will help identify opportunities for customer service
improvement.
● analyse and interpret feedback to identify opportunities for customer
service improvements and propose changes.discuss with others the
potential effects of any proposed changes for customers and the
organisation.
● negotiate changes in customer service systems & improvements with
somebody of sufficient authority to approve trial / full implementation of
the changorganise the implementation of authorised changes.implement
the changes following organisational guidelines
● .inform people inside and outside the organisation who need to know of
the changes being made and the reasons for them.monitor early
reactions to changes and make appropriate fine-tuning adjustments..
● collect and record feedback on the effects of changes.analyse and
interpret feedback and share the findings on the effects of changes with
others.
● summarise the advantages and disadvantages of the changes.use your
analysis and interpretation of changes to identify opportunities for
further improvement.present these opportunities to somebody with
sufficient authority to make them happen."
DAY 23
● To work effectively in a retail team: display courteous and helpful
behaviour at all timestake opportunities to enhance the level of
assistance offered to colleagues.
● meet all reasonable requests for assistance within acceptable workplace
timeframes.complete allocated tasks as required
● .seek assistance when difficulties arise.use questioning techniques to
clarify instructions or responsibilities
● .identify and display a non discriminatory attitude in all contacts with
customers and other staff members.
● observe appropriate dress code and presentation as required by the
workplace, job role and level of customer contact.
● follow personal hygiene procedures according to organisational policy
and relevant legislation.
● interpret, confirm and act on workplace information, instructions and
procedures relevant to the particular taskinterpret, confirm and act on
legal requirements in regard to antidiscrimination, sexual harassment and
bullying.
● ask questions to seek and clarify workplace information.plan and
organise daily work routine within the scope of the job roleprioritise and
complete tasks according to required timeframes
● .identify work and personal priorities and achieve a balance between
competing priorities.
DAY 24
● "To work effectively in a retail team:share work fairly with colleagues,
taking account of own and others’ preferences, skills and time available
● .make realistic commitments to colleagues and do what has been
promised.let colleagues know promptly if he/she will not be able to do
what has been promised and suggest suitable alternatives.
● encourage and support colleagues when working conditions are difficult
● encourage colleagues who are finding it difficult to work together to treat
each other fairly, politely and with respect.
● follow the company’s health and safety procedures while working
discuss
and agree with the right people goals that are relevant, realistic and clear.
● identify the knowledge and skills needed to achieve his/her goals agreed
action points and deadlines that are realistic, taking account of past
learning experiences and the time and resources available for learning
● .regularly check his/her progress and, when necessary, change the way
of
working."
DAY 25
● "To work effectively in a retail team: ask for feedback on his/her
progress
from those in a position to give it,
● use their feedback to improve his/her performance encourage
colleagues to ask him/her for work-related information or advice that
he/she is likely to be able to provide.
● give colleagues opportunities to practice new skills, and give
constructive
feedback.check that health, safety and security are not compromised
when helping others to learn."

● explain and demonstrate procedures clearly, accurately and in a logical

sequence encourage colleagues to ask questions if they don’t understand
the information and advice given to them.