Amrita L. George - GP Report (External Jury Final)

Graduation Project
Increasing Brand Visibility and Analyzing Online Business

on SIS Partner Portals for brand: ONLY
Submitted
by
Amrita Lisa George
(MFM/20/25)
Under the Supervision of
Dr. Sushil Raturi
Assistant Professor
IN PARTIAL FULFILLMENT OF THE POST GRADUATE DEGREE "MASTER

OF FASHION MANAGEMENT (MFM)"
Submitted to
Department of Fashion Management Studies (FMS)

National Institute of Fashion Technology (NIFT)
Plot no. 15, Service Rd, Sector 4, Kharghar,
Navi Mumbai, Maharashtra 410210
Ph: 022 2774 7100
Web: www.nift.ac.in
i
DECLARATION
I, Ms. Amrita Lisa George, hereby declare that the Graduation Project (GP) entitled
“Increasing Brand Visibility and Analyzing Online Business on SIS Partner Portals for
brand: ONLY” is the result of my own research work carried out by me during the period
from 10th January, 2020 to 22nd April, 2022 except as cited in the references. This report
has not been submitted to any other University or Institution for award of any degree/diploma
etc.
Signature:
Name of the Student: Amrita Lisa George
Date: 21.05.22
ii
CERTIFICATE
Date: - 22nd April, 2022
TO WHOMSOEVER IT MAY CONCERN
This is to certify that Ms. Amrita Lisa George has undergone internship training with our Brand ONLY in
the Buying & Merchandising Department from 10th January to 22 April 2022 nd
During the above-mentioned training period, we found her to be sincere and

hardworking. We wish her success in her future endeavours.
(Sunil Joshi)
Authorized Signatory
ONLY RETAIL PRIVATE LIMITED

Registered Office: The Lalit Residency, 5 Floor, The Lalit Mumbai, Sahar Airport Road, Sahar, Andheri (E), Mumbai- 400 059 Tel. No. 022- 66 48 9000
th
/ 61747600
(CIN: U52100MH2015FTC269374)
iii
CERTIFICATE
This is to certify that Ms. Amrita Lisa George of National Institute of Fashion Technology
(NIFT), Mumbai has successfully completed her GP work titled “Increasing Brand Visibility
and Analyzing Online Business on SIS Partner Portals for brand: ONLY” in partial
fulfillment of requirement for the completion of 2 Years Post Graduate Programme "Master
of Fashion Management (MFM)" as prescribed by the Department of Fashion Management
Studies (FMS), National Institute of Fashion Technology.
This 'Graduation Project' report is the record of authentic work carried out by him/her during
the period from 10th January, 2022 to 22nd April, 2022 under my mentorship.
Signature:
Name of the Faculty Mentor: Dr. Sushil Raturi
Designation: Professor, Department of Fashion Management Studies
iv
National Institute of Fashion Technology
Certificate of Authorship and Originality
I, Amrita Lisa George, Daughter of Mr. George Sebastian, a bonafide graduating student
with Roll No MFM/20/25 of NIFT Mumbai campus, hereby certify that the work in this
Graduation Design / Research Project Report / Dissertation with title “Increasing Brand
Visibility and Analyzing Online Business on SIS Partner Portals for brand: ONLY” dated
12/05/2022, submitted by me for the partial fulfillment of the PG Degree in Master of
Fashion Management (MFM), Batch 2020-2022, has neither previously submitted for a
degree / diploma nor has it been submitted as a part of requirements for a degree/diploma by
self or anyone else, except as fully acknowledged within the text of this report.
I also certify that the report has been originally and completely authored by me under the
supervision/guidance of my project guide/mentors allotted by the Institute/Industry. Any
help that I have received in my design / research project / dissertation and the preparation of
the same has been acknowledged.
In addition, I certify that all the creative and research works / intellectual content presented
in this document are original and all information/data sources- textual, numerical and visual
nature, other literature used are indicated and due credit has been given in the report.
Certified by:
Amrita Lisa George
Signature & Name (of the Student)
Date: 12/05/2022
Place: Mumbai
v
ACKNOWLEDGEMENT
This Graduation Project internship organized by NIFT, Mumbai has provided me a well-
rounded experience within the practical workings of a leading fashion brand. For that, I
would like to express my heartfelt gratitude to NIFT for providing its students with this
opportunity.
I would also like to profusely thank my industry mentor Ms. Anisha Shah, the SIS Manager
of the Buying and Merchandising Team at ONLY (Bestseller), for her unending guidance,
and patience. I am deeply grateful for the support she provided me during the entirety of my
internship period. I would like to extend my gratitude to the entire B&M team at ONLY for
their sustained support and encouragement every step of the way.
I also wish to sincerely thank my college mentor, Dr. Sushil Raturi, for his sound advice and
direction in order to successfully complete this project, and for strengthening my theoretical
knowledge with essential concepts.
Lastly, I am appreciative of my family, and my friends who with their words of motivation,
have helped me directly or indirectly in the successful completion of this project.
Signature:
NAME: AMRITA LISA GEORGE
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ANNEXURE - VI
NIFT: MUMBAI
Proceedings of the MFM GP External Jury Examination of Ms. Amrita Lisa George held
at am/pm on in NIFT, Mumbai.
The GRP Internal Jury Examination of Ms. Amrita Lisa George on her MFM GP report
entitled “Increasing Brand Visibility and Analyzing Online Business on SIS Partner Portals
for brand: ONLY” was conducted in the <Place of Viva voce examination > at am/pm
on 12/05/2022. .
The following members of the External Jury were present:
vii
RECOMMENDATION
The Research scholar Ms. Amrita Lisa George presented the salient features of
his/her GP work. This was followed by questions from the External Jury
members. The questions raised by the Jury Examiners were also put to the
scholar. The scholar answered the questions to the full satisfaction of the jury
members.
Based on the scholar’s research work, her presentation and also the
clarifications and answers by the scholar to the questions, the board
recommends that Ms. Amrita Lisa George, be awarded the Master Degree in
"Master of Fashion Management (MFM)"
1. (Name of the Jury Member with Signature)
viii
TABLE OF CONTENTS
CHAPTER TITLE PAGE

NO. NO.
LIST OF TABLES xi
LIST OF FIGURES xii
1. INTRODUCTION 1
2. PROJECT UNDERTAKEN: Increasing Brand Visibility and Analysing 14

Online Business on SIS Partner Portals
2.1 Introduction 14
2.2 Objectives 17
2.3 Methodology 17
2.4 Brand visibility and Live Options on Partner Websites 18
2.5 Partner Sales Report Analysis 29
2.5.1 Lifestyle Sales Analysis: February 30
2.5.2 Lifestyle Sales Analysis: March 42
2.5.3 Shoppers Stop: Sales Analysis: February 56
2.5.4 Shoppers Stop: Sales Analysis: March 59
2.6 Recommendations 76
3 On-the-Job Tasks 78
ix
4 Learning Outcome 103
4.1 Self-Learning 103
4.2 Benefits to the Company 104
5 References 105
x
LIST OF TABLES
Table 1.1 Lifestyle: WOW Sales Value Mix (March)
Table 1.2 Shoppers Stop: WOW Sales Value (February)
xi
LIST OF FIGURES
Figure 1.1 Industry Opportunities in 2022
Figure 1.2 Consumer Shifts in Fashion Retail
Figure 1.3 Projected Growth of Apparel by 2025
Figure 1.4 Lifestyle Logo
Figure 1.5 Shoppers Stop Logo
Figure 1.6 ONLY contribution to Shoppers Stop Business
Figure 1.7 ONLY contribution to Lifestyle Business
Figure 1.8 Stock Report (Current SOH with Partner)
Figure 1.9 Pivot Table from Stock Report for Unique EANs
Figure 1.10 Style Attributes Sheet
Figure 1.11 Product Image and Details on Website
Figure 1.12 Mapped Live Status Sheet
Figure 1.13 Product Discrepancies Sheet
Figure 1.14 Kung Fu Panda Homepage Banner
Figure 1.15 Homepage Banner for Kids ONLY Launch
Figure 1.16 Shoppers Stop Social Media Promotions
Figure 1.19 Live Products Displayed - Shoppers Stop
Figure 1.21 Live Products Displayed - Lifestyle
Figure 1.24 Lifestyle - WOW Performance (February)
Figure 1.25 Lifestyle - Average Basket Value (February)
Figure 1.26 Lifestyle - Colour Performance (February)
Error! Reference source not found.
Figure 1.28 Lifestyle - Location Performance (February)
xii
Figure 1.29 Lifestyle - Region Performance (February)
Figure 1.30 Jeans: MRP Level Sales Contribution
Figure 1.31 Shirt - MRP Level Sales Contribution
Figure 1.32 T-shirt: MRP Level Sales Contribution
Figure 1.33 Tops: MRP Level Sales Contribution
Figure 1.34 Regression Analysis 1
Figure 1.35 Lifestyle: WOW Sales Value (March)
Figure 1.36 Lifestyle: WOW Average Basket Value (March)
Figure 1.37 Lifestyle - Colour Performance (March)
Figure 1.38 Lifestyle - Category Performance (March)
Figure 1.39 Lifestyle - Location Performance (March)
Figure 1.40 Lifestyle - Region Performance (March)
Figure 1.43 Lifestyle: Feb vs March (2022) Sales Value
Figure 1.44 Lifestyle: Feb vs March (2022) Average Basket Value
Figure 1.45 Lifestyle: March 2019 vs March 2022 : Sales Value
Figure 1.46 Lifestyle: March 2019 vs March 2022 : ABV
Figure 1.49 Lifestyle: March 2019-2022) Sales Value
Figure 1.50 Lifestyle: March (2019-2022) ABV
Figure 1.51 Lifestyle: February (2019-2022) Sales Value
Figure 1.52 Lifestyle: February (2019-2022) ABV
Figure 1.53 Shoppers Stop: WOW Sales Value (February)
Figure 1.54 Shoppers Stop: WOW Average Basket Value (February)
Figure 1.55 Shoppers Stop: Category Performance (February)
Figure 1.56 Shoppers Stop: Category Performance by Sales Value (February)
Figure 1.57 Shoppers Stop: WOW Sales Value (March)
Figure 1.58 Shoppers Stop: WOW Average Order Value (March)
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Figure 1.59 Shoppers Stop: Category Performance (March)Figure 1.59 Shoppers Stop: Category
Performance (March)
Figure 1.60 Lifestyle Top Sellers (Dresses)
Figure 1.61 Shoppers Stop Top Sellers (Dresses)
Figure 1.62 Lifestyle Top Sellers (Outerwear)
Figure 1.63 Shoppers Stop Top Sellers (Outerwear)
Figure 1.64 Lifestyle Top Sellers (Jeans)
Figure 1.65 Shoppers Stop Top Sellers (Jeans)
Figure 1.66 Lifestyle Top Sellers (Pants)
Figure 1.67 Shoppers Stop Top Sellers (Pants)
Figure 1.68 Lifestyle Top Sellers (Knitwear)
Figure 1.69 Shoppers Stop Top Sellers (Knitwear)
Figure 1.70 Lifestyle Top Sellers (T-shirts)
Figure 1.71 Shoppers Stop Top Sellers (T-shirts)
Figure 1.72 Shoppers Stop: February vs March (2022) Sales
Figure 1.73 Shoppers Stop: February vs March (2022) ABV
Figure 1.74 Shoppers Stop: March 2022 vs March 2019 Sales
Figure 1.77 Shoppers Stop: March 2021 vs March 2022 ABV
Figure 1.78 Shoppers Stop: February 2019-2022 Sales
Figure 1.79 Shoppers Stop: March 2019-2022 Sales
xiv
CHAPTER 1
INTRODUCTION
 E-commerce Retail industry in India

 Growth of Fashion Retail in India
 About the Company: Bestseller
 About the brand: ONLY
 Organizational structure at ONLY, Bestseller
 About the Department: Buying and Merchandising (B&M)
It is not surprising that e-commerce and the technological revolution has transformed the
manner in which consumers shop – not just in the country, but worldwide. This has been
widely supported by a rise in Internet connectivity and the penetration of smartphone usage
across the world. India has equally seen a rise in digital literacy, with the government’s
consistent push towards a ‘digital India’. The e-commerce market in India is set to see growth
by almost 21.5%, with a profit valuation of 74.8$ billion in 2022, as mentioned in a report
by data and analytics company, Global Data.
Needless to say, the pandemic has undoubtedly contributed an added impetus to this industry
with accelerated growth in preference towards online shopping among consumers. Once
again, this has been made easier by augmented digital payment systems in place that is
increasingly being accepted throughout the country, and has facilitated the ease of things in
the digital space. The report by Global Data cites that e-commerce payments in the country
are expected to see a rise of 18.2% compound annual growth rate (CAGR) between 2021
and 2025, hitting almost $120.3 billion.
Supporting factors
As per Deloitte India, there are 3 primary themes that will continue to support the
exponential growth of e-commerce. First off, the rise of D2C and ‘Phygital’ business
models that aid in procuring first-party data from consumers and is aimed at
1
providing personalized, customized experiences to potential buyers. Secondly, social
and video-based commerce that is beginning to achieve a considerable foothold
across the world and that is posing as strong competition to regular transaction -based
models that has been omnipresent for all this time. The last is the proliferation of
‘platform’ based economies that leverages technology to connect every party
involved.
The need for technology across sectors, but particularly in fashion has never felt as
compelling as it does today, being emphasized further after the raging effects of the
pandemic. Regardless of the role within the entire fashion value chain, technology is
imperative in every role that is encompassed within. In the next three to five years, artificial
intelligence, along with developments in virtual and augmented reality are now a given.
These have been adopted already to provide added impetus to the e-commerce domain within
the fashion industry.
Artificial Intelligence is set to be synonymous with the industry, becoming indispensable to

all areas functioning within – from manufacturing, marketing, consumer behaviour, product
development and supply chain movement. Intelligent automation of things will allow for
elevated shopping experiences, as it already is.
The use of AI in retail is projected to be worth almost 19 billion dollars by 2027, with the
pandemic serving as opportune time for companies looking to speed up their adoption.
FASHION RETAIL TRENDS: WORLDWIDE AND IN INDIA
Operational disruptions have been widespread around the world with the aftermath of
COVID-19, but it has failed to slow down the megatrends in the fashion industry that have
been moving faster than ever. With radical changes being led by leaders in the domain,
environmental and social priorities have gained increased focus, prioritizing diversity and
social inclusion.
2
Figure 1.1 Industry Opportunities in 2022
It has been projected that the fashion business overall will continue growing as confinement
begins to end, but the growth will likely be uneven across locations and geographies since
that is reliant on their ability to be able to recover from region-specific economic shocks and
pandemic-triggered scares.
Needless to say, the biggest challenge lies with the supply chain and logistics of the industry
and its ability to bounce from this shock. Sustainability has gained considerable traction over
the last two years, and retailers are struggling with staying true to the meaning of the word.
With consumers becoming increasingly conscious, sustainability has grown to become an
indispensable buzz word in the marketplace that retailers must now prioritise.
3
Figure 1.2 Consumer Shifts in Fashion Retail
After there being a hyper focus on categories like loungewear and sportswear within the
fashion space for more than two years owing to the pandemic, other categories are set to get
their pre-pandemic importance as social freedoms normalize. 2022 marks the beginning of
the same. Companies are understanding the importance of product development that is data-
driven and attuned to the trending lifestyle preferences of consumers.
At the same time, with growing number of people returning to the workplace and social
occasions are making a comeback, business wear is already beginning to pick up momentum
starting early this year. A carry-forward of 2021’s ‘revenge shopping’ is making waves. In
fact, according to a report by StyleSage, monthly searches around the world for ‘occasion
4
dresses’, including cocktail, formal, and party dresses was up close to 200 percent by the
end of 2021 when compared to the previous year. Seeing as several workspaces are adopting
a hybrid mode of working, there is also a marked casualization taking place within the
workplace and professional settings. Few brands are already ensuring that they are up to
speed with this shift – athletic and athleisure brands like Lululemon and Athleta have begun
expanding their range into casual workwear, while Hugo Boss even collaborated with Russel
Atheltic to create suits for work using jersey fabric. Hence, looking forward there is a distinct
preference towards experimentation and self-expression amidst consumers, and brands
hoping to conform to them. Customers are on the lookout for more playful and exuberant
dressing styles to serve as an antonym to the last two years spent in the pandemic.
INDIA
According to a report published by McKinsey’s FashionScope, the market for apparel in

India will be worth close to 59.3 billion dollars in 2022, thereby making it the sixth largest
market worldwide. Moreover, the overall aggregate income of consumers with more than a
9500 dollars annual income is anticipated to triple between 2022 and 2025.
-Urbanisation/Reurbanisation: It is predicted that 35% of India’s population is expected to

live exclusively in urban areas by the year 2025, according to McKinsey. A by-product of
urbanization is also the manner in which cities have begun expanding by immersing their
surrounding villages. In fact, close to 32% of the growth of urban population between 2001
and 2011 was caused by the re-classification of surrounding towns and further expansion of
urban areas. As a result, the working population has gained added impetus, as the kind of
occupations and industries that people are indulging in is changing.
-Middle Class Aspirations: With the average annual income of the middle class on the rise,
so are their aspirations. And this has in turn, also changed the dynamics of the apparel market
and fashion industry as a whole. The average middle class consumer will soon form 48.5%
of the total targetable customer base by 2025, making them contributors to almost 55-60%
share of the total apparel market worldwide. This is good news because consumers belonging
to the middle class normally spend relatively higher amounts of disposable income on
discretionary apparel spending than those belonging to the aspirational class. While they are
value conscious, they also desire style and trends – at the best price.
5
For the longest time, consumers residing in the smaller, indiscrete towns of the country have
not been penetrated sufficiently by apparel brands and there exists tremendous untapped
potential in this market. Although consumers here are predominantly ‘aspirers’, an
increasing proportion are opening up to ready-to-wear clothing even at slightly higher price
points – and more so after two years lost to confinement and the pandemic.
Changing family dynamics: The traditional role of women in Indian culture and Indian
families is undergoing an evolution with women increasingly being able to contribute to
their household income, thereby also increasing their power in family decision making. The
changing role of women in larger society is helping in redefining family dynamics as well
as personal preferences. Urban areas are being marked by styles that go beyond basic denims
and western styles. Innovative fabrics and stylized silhouettes are paving the way. Thus, in
an effort to gain traction from this new target market, fashion brands have begun
understanding the importance of introducing fashionable, stylish clothing. Traditional-wear
is being morphed into contemporary fusion wear to make it more palpable.
Figure 1.3 Projected Growth of Apparel by 2025
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ABOUT THE COMPANY: BESTSELLER
Bestseller is a family-owned private company that is based in Denmark. Founded in 1975,

the company heralds 20 brands under it across Womenswear, Menswear and Kidswear,
specializing in fast affordable fashion and accessories. It was founded by Troels Holch
Povlsen in Brande, Denmark. The original specialty and focus of the brand was primarily
women’s fashion. It eventually expanded its portfolio to include children’s clothing under
its banner in 1986 and menswear in 1988. It has gone on to employ almost 17,000 people
worldwide today.
Bestseller has an expansive presence around the globe – in most European countries, Middle
East, India, Uruguay, China and Canada are a few to name. It is present in more than 45
countries in all. Today, it is one of the biggest European fashion companies having more
than 1200 of its stores. Interestingly, it is considered to be one of the few foreign clothing
brands that has been successful in penetrating the mid-price rang in China’s consumer
market. The company has a host of exclusive brand outlets, shop-in-shop as well a booming
online presence.
Bestseller Business Models:
-EBO/MBOs (Exclusive Brand Outlets/Multi-Brand Outlets)
-SIS (Shop-in-shop) – with multi-brand retail partners like Shoppers Stop, Lifestyle etc.
-Online Retail Marketplaces (Myntra, Ajio etc.)
-MBF (Multi-brand Franchises)
-B2B
-Distribution
7
BRANDS
Bestseller’s products are sold and marketed under a myriad of brands including some of the
most well-known in the industry like Vero Moda, ONLY, Jack and Jones. Besides, it also
includes Juna Rose, SS Homme, Jacqueling De Yong and others.
In India, Bestseller was established in 2008. It has its flagship store at Linking Road, Bandra
in Mumbai.
ABOUT THE BRAND: ONLY
ONLY is a young womenswear international brand that was officially established in 1995.
In 2009, it was set up in India. It has grown to become one of the leading denim brands in
all of Europe. Having sold its products in more than 4000 stores worldwide, it has gained
significant foot-hold in not only the retail space, but also wholesale. It has evolved to expand
its presence across 53 EBOs and around 140 shop-in-shops.
The brand ambassador of ONLY India is the famous, young Bollywood actress Ananya
Pandey.
Denims and Licenses are the lifeline of ONLY as a brand. The target market of ONLY are
young women aged 18-30 years. The ‘ONLY girl’ is curious, fun, confident and
adventurous. For the ONLY consumer, fashion is a creative space where she gets to
experiment with styles to express herself. She has a playful attitude, and feeds her love for
denim. The brand capitalizes on this sentiment and attitude of carefree-ness and openness of
the contemporary millennial woman.
ONLY is a dynamic, energetic, playful brand that ensures to incorporate the latest styles and
most unique trends to capture the essence of the ‘ONLY girl’ and appease its audience.
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ORGANISATIONAL STRUCTURE (ONLY – BUYING AND MERCHANDISING)
PRODUCT OFFERINGS & CATEGORY ASSORTMENT
ONLY offers a wide range of product categories and offerings within each. With a well-
curated amalgamation of women’s western-wear, it channels the style, confidence and
carefree, bold spirit of the ‘ONLY girl’.
Following are the predominant product categories it offers:
i) Jeans: Denims are the biggest strength of the brand, offering a premium
collection of trendy denim jeans across various fits, styles and silhouettes like
flared, slim, straight, skinny etc.
ii) Tops, Shirts & T-shirts: with options ranging from graphic tees, placements tees
to work-appropriate shirts and fun prints.
iii) Outerwear (Jackets/Coats)
iv) Dresses and Jumpsuits
v) Athleisure: A wide range of sporty, athleisure-focused segment that also includes
Sweatshirts, joggers, hoodies and more.
9
Most recently, ONLY Kids was also launched in February 2022 as a separate line under the
brand.
ABOUT THE DEPARTMENT: BUYING AND MERCHANDISING (B&M)
Buying and Merchandising as a department finds itself often serving as a liaison or link
between other existing departments with a fashion organization, for instance, Marketing or
Design. A lot depends on the size and scope of the organization, but a merchandiser in the
fashion industry has a host of responsibilities that are different from those of a buyer’s. While
some organizations may have buying and merchandising as two separate departments or
entities, within Bestseller, this stands to be one department combined together.
Fashion buying predominantly is concerned with deciding the clothing and/or accessories
that will be part of the upcoming season’s collection. This involves being updated with
current fashion trends, extensive trend research and predictions at the start of the process,
while keeping the ethos of the brand central to such decisions. Understanding a customer’s
perspective, likes, dislikes while also balancing regional or cultural differences, brand ethos
and profitability – there are a myriad of functions to fulfil. For example, since India contains
such a heterogeneous population, different regions of the country will have different
climates, customer thinking, and culture – all which will have considerable impact on
consumer preferences and buying decisions. Hence, stocking stores in different locations
with the right kind of stock is paramount. Here is where either sometimes the merchandising
function is incorporated into that of buying, or the two separate departments collaborate for
a smooth flow. Buying clothing that may be sleeveless or skimpy for a relatively
conservative culture like the South will diminish sales in these areas since it may not align
with consumer thinking. Similarly, stocking excessively on outerwear in the South may also
curb sales since it is regionally of hot climate throughout the year.
It becomes imperative to also maintain relationships with a vast network of suppliers and
vendors.
Fashion merchandisers bring to the customers the styles that are bought by a fashion buyer.
Styles once bought for the upcoming season have to reach the customers through stores and
10
brand outlets- that is where merchandisers become essential to the smooth functioning of the
department. This requires a keen fashion sense along with a caliber for numbers and business
expertise to be able to coordinate with store representatives across regions all over the
country, and maintain margins. A fashion merchandiser seeks to ensure that the right
products or right styles are reaching respective stores at the right time. This thereby involves
selecting the merchandise that will go into each store, ensuring that there is thematic
consistency. The products presented to the customer in a store, whether EBOs or SIS stores
is crucial to customer journey and buying behavior of a customer that walks in. There may
be certain pieces that are highlighted through prominent display within a store, or on a store
wall.
Briefly, these are more or less the overarching functions involved in the B&M department:
- Research and trend forecasting for the upcoming season in liaison with the design
department.
- Assessing the design presentation presented to the team in order to pick styles that
will be bought for the season. This includes the design presentation from Denmark,
as well as the in-house India team.
- Observing the design team’s pitched themes, stories, and overall look & feel planned.
- Developing a budget based on previous sales, target margins etc.
- Creating order sheets for the styles selected along with their respective quantities
required – for EBOs and SIS included.
- Coordinating with the sourcing team for examination of garment samples, fit issues,
changes to be made to the supplier etc.
At this point, it becomes important to also assess what are the styles that have already been
repeated in the previous seasons and have become obsolete, colors specific to regions in the
country, examining sell through percentages of specific categories and styles within each.
Hence, a merchandiser and buyer together need to not just have the right qualitative skills,
but also quantitative analysis competencies to assess the customers that the brand targets,
and providing products that are within the target customer’s desired price point while also
11
maintaining profitability and sell through rates. For example, if an item has shown a poor
sell-through rate over in the last few months or the last season, it is pivotal to analyze why
that may be the case. The color, style, quantities etc. – any of these will help determine where
the team went wrong and what can be avoided in the future to save dipping sales.
Hence a combination of qualitative skills to understand a customer’s needs and the type of
merchandise that will result in high ROS (Rate Of Sales); combined with quantitative
competencies to arrive at a final buy quantity; replenishment rate; fill rate of stores etc. are
both equally important skillsets essential to the buying and merchandising function. Some
of the other day-to-day responsibilities include:
 Controlling stock levels in stores across regions. Dispatching articles from the
warehouse and coordinating accordingly.
 Making sell-through reports and visual presentations of bestsellers; bottom-sellers
etc.
 Periodic market research to be abreast with what competitor brands are doing every
season.
 Monitoring slow sellers regularly store-wise to gain perspective on what style needs
to be dropped or further replenished accordingly.
 Creating order sheets and handover sheets of final buy orders for the season. Constant
coordination with the Sourcing and Design team while making changes to styles
bought.
ABOUT SHOP-IN-SHOP (SIS)
Shop-in-shop is a retail concept or an agreement wherein a retailer or brand-owner takes up

retail space in another third-party retailer’s store and uses their dedicated space to sell their
products. For several big brands, this is accompanied by retail presence through EBOs or
Exclusive Brand Outlets. EBOs are stores that are dedicated exclusively to the brand’s own
products. Bestseller has a host of EBO outlets across its brands predominantly for Jack and
Jones, ONLY, and Vero Moda.
12
An arrangement like this proves beneficial for both parties because the retailer providing SIS
space also has the capacity to offer prime, strategic locations for which it consequently
charges high rents. On the other hand, manufacturers can make higher profits through this
model as opposed to a wholesale model. For brands selling their merchandise through the
SIS system, this is a helpful move to keep the brand and its stores look fresh while attracting
higher footfall and a wider customer base. A customer of an EBO differs distinctly from that
who shops at an SIS store – although a particular level of cross-over exists between the target
consumers of both mediums. It is also a faster and more convenient medium for brands to
scale up their physical presence at a wider level across the country/world since stand-alone
EBOs can be a costly affair.
13
CHAPTER 2
PROJECT UNDERTAKEN
Increasing Brand Visibility and Analyzing Online Business

on SIS Partner Portals
2.1 INTRODUCTION
ONLY SIS Partners – Shoppers Stop; Lifestyle
Figure 1.4 Lifestyle Logo
Lifestyle is an Emirates-based retail fashion brand which is a subsidiary of the Dubai-based

retail conglomerate, the Landmark Group. It was brought to India in 1999. Lifestyle has a
wide profile of national as well as International brands under it, with it product categories
including western-wear, traditional/ethnic-wear and accessories, handbags, footwear etc.
Their segments are Menswear, Womenswear, and Kidswear. Overall, it is one of the largest
fashion retail brands existing in India today. Almost 75% of the inventory comprises of
national and international brands, along with a host of its in-house brands which account for
approximately 30% of the revenue, and 25% of the stock in-house. Some of its private labels
14
include Ginger, and Melange, which is currently a 150 crore brand, marking its presence all
over with its eight EBO stores.
In India, Lifestyle International Private Ltd., with its sister brands- Home Centre, Max and
Easybuy, manages Lifestyle stores. The company has been listed at Rank 10 in the list of
Best Companies to Work for in 2015. In fiscal year 2016, it grew close to 24% and crossed
the 7000 crore mark.
A predominant proportion of Lifestyle International’s revenue is seen through its brick-

and-mortar retails stores (about 63 lifestyle stores). Its presence is marked not just in tier 1
cities in India, but also tier-2 cities, and soon in tier 3 as well.
Figure 1.5 Shoppers Stop Logo
Shoppers Stop is a department store franchise of Indian origin, owned by K Raheja Corp.
With around 86 stores across more than 35 stores across the country, its product categories
range from clothing and shoes, to accessories, handbags, fragrances and more. It even
comprises of a home décor and home furnishing section.
The first Shoppers Stop store in India was launched in October 1991, in Andheri, Mumbai.
In 2007, it began a partnership with conglomerate Nuance Group AG, and opened stores at
the Mumbai T1 airport, and Bangalore airport. In 2016, the company kickstarted a
smartphone app with delivery across major cities, making online shopping more accessible.
15
Shoppers Stop has been awarded the “Hall of Fame” award and even been the winner of
“Emerging Market Retailer of Year” by Word Retail Congress in the city of Barcelona back
in 2008.
2.1.2 ONLY contribution in SIS partner business. (Both online and offline)
Lifestyle and Shoppers Stop have both been long-standing partners of Bestseller since its
boom in India, with all three of its biggest brands (Vero Moda, ONLY, Jack & Jones) selling
their products through them.
Both, offline and through their online channels, ONLY has consistently been one of the top
5 biggest contributors to the overall Womenswear business of Lifestyle and Shoppers Stop,
in terms of sales value and sales quantity.
Shoppers Stop
Figure 1.6 ONLY contribution to Shoppers Stop Business
16
Lifestyle
Figure 1.7 ONLY contribution to Lifestyle Business
2.2 Objectives:
 To help increase brand visibility and check merchandise on partner websites;

 To increase overall business on SIS partner websites – Shoppers Stop & Lifestyle
2.3 Methodology:
The following project consists of two simultaneous processes as part of its methodology:
1. Helping with brand visibility and live options on SIS partner websites: Shoppers
Stop & Lifestyle.
i. Increasing the number of live options on the website.
ii. Regular hygiene checks and correction of discrepancies.
iii. Brand visibility during special collection launch.
2. Partner Sales Report Analysis (February-March)
17
2.4 Brand visibility and Live Options on Partner Websites
- Currently, the items live on the partner websites contain SS22 articles as well as a few
older articles from AW21. However, several styles from the ongoing season of SS22
were found to be missing. These are styles that have been dispatched already and have
been available in the partner warehouse, but have not gone live on their website.
- To fix this, the updated stock report from SS and LS was taken and assessed on a weekly
basis. This report is a record of items that are currently in the partner’s warehouse after
being dispatched from our end. There exists an omni-channel system wherein any order
placed online is fulfilled through the nearest store. The article is picked up from their
stores for faster delivery, or if not, then from their respective warehouses.
i) Increasing the Number of Live Options on the Website.
The process for overlooking and managing live articles on the website through inventory
check was as follows:
 Downloading the latest updated stock report from the partner, ie, Shoppers Stop &
Lifestyle. This report is a record of all the inventory that is currently available at the
partner warehouses, and hence are ‘in stock’.
In an ideal situation, as soon as articles are dispatched from ONLY to partner warehouses
every week or 10 days, the articles should simultaneously also be live on the partner’s
website.
18
Store Store Name Buyer RegionPartner Category
Article SS SKU Code EAN UPC Option ID Bi2 Sum of MRP
Mapped Live/Not L
203564 ON - SHOPPERS STOP Renuka
- GOAWestShoppers StopJEANS 2116868008 : ONLEMILY HW ST, Medium Blue Denim,#N/A
31/32 5714510654497 #N/A #N/A 3499.00 #N/A
202437 ON - SHOPPERS STOP Amrita
û KOLKATTA
EastShoppers
1 Stop
JEANS 2419965010 : ONLEMILY HW STR ANK, Black Denim, #N/A
34/32 5715209658673 #N/A #N/A 6998.00 #N/A
202487 ON - SHOPPERS STOP Amrita
- GHAZIABAD
NorthShoppers Stop
JEANS 2116868009 : ONLEMILY HW ST, Medium Blue Denim,#N/A
32/32 5714510654503 #N/A #N/A 3499.00 #N/A
202473 ON - CCNT SS û KOLKATTA
Amrita EastShoppers Stop JEANS 2092673019 : ONLERIN HW STR, Medium Blue Denim,#N/A
28/32 5714494251583 #N/A #N/A 3499.00 #N/A
200334 ON MUMBAI- SHOPPERS FauziaSTOP
WestShoppers
ANDHERI Stop JEANS 2038427025 : ONLKENYA MID C, Medium Blue Denim,#N/A
27/32 5713751878211 #N/A #N/A 3299.00 #N/A
201605 ON- Shoppers stop - VADODARA
Fauzia WestShoppers Stop JEANS 2038427025 : ONLKENYA MID C, Medium Blue Denim,#N/A
27/32 5713751878211 #N/A #N/A 3299.00 #N/A
203071 ON - SHOPPERS STOP #N/A
û BHIWANDI
#N/AShoppers
(WH RStop OUTERWEAR
2038030004 : ONLTIA DNM JACKET, Medium Blue Denim,
#N/A38 5713752975018 #N/A #N/A 2699.00 #N/A
200313 ON ELANTE-CHANDIGRAHRadhikaSHOPPERS
NorthShoppers
STOPStop
JEANS 1238417002 : ONLCARMEN ALBENIA, Medium Blue
SS22ON15273738009
Denim, 26 5715312298100 123841701 15273738 3499.00
NorthShoppers
STOPStop
SS22ON15273738008
Denim, 27 5715312298117 123841701 15273738 3499.00
NorthShoppers
STOPStop
SS22ON15273738006
Denim, 29 5715312298131 123841701 15273738 3499.00
NorthShoppers
STOPStop
SS22ON15273738004
Denim, 31 5715312298155 123841701 15273738 3499.00
NorthShoppers
STOPStop
SS22ON15273738003
Denim, 32 5715312298162 123841701 15273738 3499.00
NorthShoppers
STOPStop
JEANS 1683580002 : ONLSLOVANIA MOMFIT, Dark BlueS22ON15275270009
Denim, 26 5715314061894 168358001 15275270 3699.00
NorthShoppers
STOPStop
Denim, 27 5715314061900 168358001 15275270 3699.00
NorthShoppers
STOPStop
Denim, 28 5715314061917 168358001 15275270 3699.00
NorthShoppers
STOPStop
Denim, 29 5715314061924 168358001 15275270 3699.00
NorthShoppers
STOPStop
Denim, 30 5715314061931 168358001 15275270 3699.00
NorthShoppers
STOPStop
Denim, 31 5715314061948 168358001 15275270 3699.00
NorthShoppers
STOPStop
JEANS 2904490003 : ONLCARMEN SHERRY SK, Dark Blue Denim,
#N/A 27 5715306256703 #N/A #N/A 2799.00
NorthShoppers
STOPStop
JEANS 2904490008 : ONLCARMEN SHERRY SK, Dark Blue Denim,
#N/A 32 5715306256758 #N/A #N/A 2799.00
200313 ON ELANTE-CHANDIGRAH Figure 1.8 Stock Report (Current SOH with Partner)
RadhikaSHOPPERS
NorthShoppers
STOPStop
KNITS 1021805007 : ONLMIRACLE COLLAR S/S, Ponderosa
S22ON15273140009
Pine, S 5715311509801 #N/A #N/A 1799.00 #N/A
NorthShoppers
STOPStop
S22ON15273140008
Pine, M 5715311509818 #N/A #N/A 1799.00 #N/A
NorthShoppers
STOPStop
S22ON15273140007
Pine, L 5715311509825 #N/A #N/A 1799.00 #N/A
NorthShoppers
STOPStop
KNITS 1021805010 : ONLMIRACLE COLLAR S/, Ponderosa
S22ON15273140006
Pine, XL 5715311509832 #N/A #N/A 1799.00 #N/A
NorthShoppers
STOPStop
PANTS 1926305011 : ONLDRAKO JOGGERS JRS-IN, Tawny
S22ON15270207010
Port, XL 5715316624295 192630503 15270207 2499.00 #N/A
NorthShoppers
STOPStop
S22ON15270207009
Port, L 5715316624288 192630503 15270207 2499.00 #N/A
NorthShoppers
STOPStop
S22ON15270207007
Port, S 5715316624264 192630503 15270207 2499.00 #N/A

NorthShoppers
STOPStop
S22ON15270207008
Port, M 5715316624271 192630503 15270207 2499.00 #N/A
200313 Make a pivot table from the available data to avoid duplicates and consider only
ON ELANTE-CHANDIGRAHRadhikaSHOPPERS
NorthShoppers
STOPStop
PANTS 2039596012 : ONLPOPTRASH TEMPO STRI, Night Sky,#N/A
XS/30 5713770036593 #N/A #N/A 2999.00 #N/A
NorthShoppers
STOPStop
PANTS 2859354006 : ONLHULA JOGGERS WVN-IN, Avocado,
S22ON15267835008
34 5715306128307 285935402 15267835 2999.00 #N/A
unique EAN codes. (Over the course of time, the live status of many of these EANs
may already have been included in the earlier Live Status report of the previous few
weeks. A vlookup is done to determine the new, non-repeated EAN codes)
Mapped Live/Not Live (Multiple Items)
Row Labels Sum of Total Stock Quantity

5713736432346 3
5713745342230 1
5713751878211 7
5713752974998 14
5713752975001 2
5713752975018 2
5713752975025 1
5713753575170 4
5713753693171 4
5713753693188 1
5713753693201 2
5713753693218 3
5713753693225 7
5713753693232 1
5713753693256
5713753693263 1
5713753693362 2
5713753693379 1
5713753693409 3
5713753693416 4
Figure 1.9 Pivot Table from Stock Report for Unique EANs
5713753693423 3
5713753693454 1
5713754186139 1
5713754186146 4
5713754186153 2 19
5713754186863 1
5713758570477 1
5713758570484 1
5713758570491 2
5713758570507 1
 Once the EAN codes of those articles are received, the next step is to map the other
essential attributes of the article from the main Article Master file. Other attributes
like the Style code, Option ID, color, MRP etc. is important to know exactly which
article we are referring to, and to search them easily on the website.
Figure 1.10 Style Attributes Sheet
 Once the main sheet has been filled with corresponding attributes, using the Shoppers
Stop Generic Codes for each of the EANs, each of them is searched on the partner’s
website to check if the article is live or not. Creating a new column in the sheet to
indicate ‘Live Status’.
 Along with the product’s live status, a hygiene check of the MRP, colour and product
description details on the website is also done to ensure that all of the details
displayed are accurate.
20
 Once all the EANs have been checked, the image status of the products is mapped
from the Master data sheet. This is a record of whether the photo shoot images for
these respective EANs have already been shared with the partner previously. A new
column next to the live status column is added titled ‘Image Status’.
Colour MRP Size SS CODE SS Generic Codes Updated Live/Non Live Image Status
Cloud Dancer 36 SS22ON15252159002 SS22ON15252159 Live Yes
Cloud Dancer 34 S22ON15270745005 S22ON15270745 Live Yes
Pale Banana 34 S22ON15273580005 S22ON15273580 Live Yes
Medium Blue Denim 25/32 AW21ON15170205010 AW21ON15170205 Not Live Yes
Medium Blue Denim 26/30 205177696 #N/A Live No
Medium Blue Denim 34/30 S21ON15167994001 S21ON15167994 Live No
Figure 1.12 Mapped Live Status Sheet
21
 Now, EANs that are not live, with the image status as ‘No’ or ‘Pending’ are taken
into consideration first. This implies that the images are yet to be sent from our end
to the partner. The corresponding Option IDs for these list of EANs are shared with
the concerned person from the internal team to retrieve the images. Once shared, it
is forwarded to the partner, along with the relevant attributes needed so that they can
be taken live.
 EANs that are not live with the image status as ‘Yes’ implies that the images have
been shared previously and hence, should appear on the website. Since they are not
live– the partner is contacted for an update regarding the same.
ii) Regular Hygiene Checks and Correction of Discrepancies.
 During this process, several discrepancies were also noticed regarding articles that
currently live on the website at the time, wherein there were errors in the product
descriptions. A list of corrections was then also shared with the partner.
Figure 1.13 Product Discrepancies Sheet
22
This process is consequential in contributing to the online presence of the brand. Displaying
the right products at the right time to customers is equally important online as much as it is
offline, if not more. The growth and extent of foothold the brand will have in the online SIS
space is dictated first and foremost by the not just the products offered individually, but also
the variety and options being presented as a whole. It becomes pivotal to have a well-
coordinated array of articles that are in line with the offline stock sent to the stores.
iii) Kung Fu Panda Collection Launch: Brand Visibility on Partner websites
 The ONLY x Shoppers Stop exclusive Kung Fu Panda collection was launched
officially on March 4th, 2022 in all its stores across the country, as well as online on
the website.
 For this collection, exclusive banners on the Shoppers Stop website were to be made
part of the carousal banner with the goal of gaining more traction.
 Hygiene checks were carried out on the website to ensure that the homepage featured
a carousal banner dedicated to this collection.
 Social media brand visibility: The deal also included content-driven exclusive social
media posts on the official Shoppers Stop Instagram page. Checking was done every
day to check whether the posts had been uploaded in the time frame.
Website Banner for the exclusive ONLY x Shoppers Stop collection:
23
Figure 1.14 Kung Fu Panda Homepage Banner
Website Banner for Kids Only Launch:
Figure 1.15 Homepage Banner for Kids ONLY Launch
Social Media Promotion for exclusive ONLY x Shoppers Stop collection:
(On Partner’s Page)

24
Product Images on Partner’s Website for exclusive ONLY x Shoppers Stop Kung Fu Panda
collection:

25
Outcome:
Below is the comparison in the live options on each of the partner websites between January
and April, after this exercise was carried out regularly every 10 days.
SHOPPERS STOP
In January:
 Total options: 391

 Topwear and Winterwear have highest options; followed by Jeans/Leggings
 Topwear: 200 products/options
In April:
 Topwear and Winterwear have highest options; followed by Jeans/Leggings
 Topwear: 277
Total number of products from ONLY:
Topwear Category from ONLY:
26
LIFESTYLE
In January:

 ONLY features the highest number of products/options on the website (all categories in
total), as compared to AND, Vero Moda, and Fab Alley. Total: 380
 Topwear: 260
 Bottomwear: 93
 In Bottomwear, Jeans & Jeggings has the highest number of options (55), followed by
Trousers (28).
 Dresses & Jumpsuits: 27
In April:
Total: 1118
27
In Topwear: 280
Dresses & Jumpsuits: 118
28
2.5 Partner Sales Report Analysis (February-March)
i) Objective
Monitoring and analyzing online sales reports from each partner in order to gain insights
into business performance and improvement points.
ii) Methodology
Tracking partner e-com sales and analyzing the same week-on-week across different points
pertaining to hits, category level sales, basket size, fastest/slowest selling etc.
 With the objective of aiding in increasing online sales on our SIS Partner websites of
Shoppers Stop and Lifestyle, the sales reports for the month of February and March
were analyzed on a weekly as well as a monthly basis to gain insights into the current
performance of the brand through the e-commerce channel.
 A thorough examination of these sales reports allowed for a comprehensive
understanding of what worked, what did not work, and what could be further worked
upon to give an added impetus to online sales.
iii) Observations & Findings
2.5.1 LIFESTYLE - SALES ANALYSIS: FEBRUARY
i) Week-on-week Sales Value Growth
In the month of February, the overall week-on-week sales value has seen progressive growth
from 12% in the first week to 58% contribution in the last week to the total sales value in
the entire month.
X axis: Week 1,2,3, and 4
Y axis: Sales value mix (in %)

29
Figure 1.24 Lifestyle - WOW Performance (February)
This weekly progressive growth, among other factors, can be attributed to the timely live
status of articles on the website, and regular hygiene checks.
Average Basket Size & Average Order Value
Average order value is a type of metric that helps in understanding customer buying behavior
over a specified period of time. An average order value is the average amount of money
spent on every transaction, that is, every time a customer places an order online. It is
calculated by dividing the total amount of sales value or revenue generated by the total
number of transactions made in that period.
Average Basket Size refers to the number of products that are sold in a single transaction.
This is achieved by dividing the total number of units sold by the total number of transactions
in that period. This gives one an idea of the average number of products being bought
together in a single purchase.
These metrics are instrumental in understanding the performance of products- whether the
right range and variety of products is being offered to customers with the objective of
30
satisfying their needs and preferences. These key KPIs have the ability to offer essential
insights into customer spending patterns and overall preferences. Ideally, a high basket size
of an individual customer indicates more number of products being bought during one single
transaction, and hence more revenue being generated, resulting in high turnover
performance. Eventually, profitability and an enhanced customer experience become
inevitable.
Average Basket Value: Week-on-week
Figure 1.25 Lifestyle - Average Basket Value (February)
With February being heavy on discounts, the sales growth has shown to shoot up by the third
week of the month. At the same time, this sale period is also characterized by fluctuations in
the Average Basket Size or Average Order Value – between Rs. 3,500 and Rs. 4,000 being
the average transaction value for customers in this month.
(ii) Colour Performance
31
In terms of Sales Quantity mix:
Figure 1.26 Lifestyle - Colour Performance (February)
 Black and dark blue shades are the most preferred for Jeans and Trousers.
 Brighter colours like yellow, white, green and pink are the most sought after in the
Topwear category.
 For Dresses, white/off-white is the top performer, closely followed by darker
combinations of black and dark blue. These are the most versatile colours and
hence, have been most preferred.
32
(iii) Category Performance
Figure 1.27 Lifestyle - Category Performance (February)
Overall, Jeans and T-shirts as a category have performed the best in terms of Sales
Value as well as Sales Quantity.
 T-shirts is the top performing category in terms of sales quantity mix, followed by Jeans,
contributing almost 30% to the total sales quantity. Dresses and Sweatshirts have
performed the least.
 Jeans has performed the best in terms of sales value mix, contributing almost 30% of the
total sales generated. This may be attributed to the fact that jeans are also the highest
priced category in terms of MRP.
33
 Sweatshirts, Outerwear (Jackets) and Jumpsuits as a category have performed the least
– both, in terms of sales quantity as well as sales value contribution.
(iv) Location Performance
Store Location Sum of Sales value mix Sum of Sales Qty mix
Bangalore Warehouse-LOIPL 34% 31%
Gurgaon Warehouse-LOIPL 11% 11%
Oasis - Bangalore-LOIPL 7% 7%
Express Avenue-Chennai-LOIPL 6% 7%
LS-MGF-Jaipur-LOIPL 5% 5%
LS-Adarsh- Bangalore-LOIPL 4% 4%
LS-One Avadh Center-Lucknow-
LOIPL 3% 5%
LS-Sarath City-Hyd-LOIPL 3% 5%
LS-DLF Mall-Noida-LOIPL 3% 3%
LS-Mantri Mall Bangalore-LOIPL 3% 3%
Pacific-Delhi-LOIPL 3% 3%
LS-Runwal-Ghatkopar-LOIPL 3% 3%
LS-Viva City-Thane-LOIPL 3% 3%
LS-Citi Centre- Rohini-LOIPL 2% 2%
LS-Hilite Mall Calicut-LOIPL 2% 3%
LS-Alpha One Mall-Ahmedabad-
LOIPL 2% 2%
LS-Vijayawada Store-LOIPL 2% 2%
LS-C21 Mall- Indore-LOIPL 1% 2%
Forum Vijay-Chennai-LOIPL 1% 1%
Grand Total 100% 100%
Figure 1.28 Lifestyle - Location Performance (February)
34
Figure 1.29 Lifestyle - Region Performance (February)
 The maximum sales value as well as volume has originated from the south region of
the country more than anywhere else. The partner warehouse situated in Bangalore
has fulfilled the highest orders; amongst the various stores situated all over the
country, the Oasis Bangalore store, followed by Express Avenue in Chennai has
performed the best.
 Followed by the overall North-region stores that have performed decently (in terms
of sales value mix as well as sales quantity mix)
(vi) MRP-level analysis
An analysis was done at the sale price, ie, the MRP level to understand whether there is
measurable impact of the sale price within each category on the consumer buying decisions,
and if so, how.
i) Jeans
35
DEPT_NAME Jeans
Row Labels Sum of Sales Qty mix Sum of Sales value mix
3999 4% 6%
3699 4% 5%
2499 3% 2%
1999 2% 2%
4299 2% 3%
3299 2% 2%
2799 1% 1%
3499 1% 1%
7996 1% 2%
7998 1% 2%
3998 1% 1%
2999 0% 0%
7398 0% 1%
Grand Total 21% 28%
Figure 1.30 Jeans: MRP Level Sales Contribution
Within Jeans as a category, jeans marked at Rs. 3999 have generated the highest amount of
sales quantity, while lower price points of Rs. 1999 or 2999, are lower on the scale. This
points to the fact that MRP of the product does not appear to be a predominant deciding
factor.
The quality, fit, style and colour of the product proves to be more overpowering.
ii) Shirts
DEPT_NAME Shirt
Sum of Sales Qty Sum of Sales value

Row Labels mix mix
2299 1% 1%
2499 3% 2%
2799 2% 2%
3299 1% 1%
4998 0% 0%
5598 0% 1%
Grand Total 6% 7%
Figure 1.31 Shirt - MRP Level Sales Contribution
36
Within Shirts in the Top-wear category, it has been observed that products marked at Rs.
2499 have reflected the highest amount of sales quantity, while higher price points of Rs.
2799, 3299 and more have been purchased at relatively lower quantities. Hence, one may
assume that consumers prioritise MRP to other factors when it comes to Shirts.
iii) T-shirts
DEPT_NAME T Shirt
999 8% 3%
1499 5% 3%
1299 4% 2%
799 3% 1%
1699 3% 2%
1999 2% 1%
1799 2% 1%
2598 1% 1%
1998 1% 1%
1598 1% 0%
2299 0% 0%
Grand Total 29% 15%
Figure 1.32 T-shirt: MRP Level Sales Contribution
iv) Tops
DEPT_NAME Top
2299 7% 6%
2499 2% 1%
2799 1% 1%
4598 1% 2%
1999 1% 1%
6598 1% 1%
2999 1% 1%
2699 0% 0%
6897 0% 1%
3998 0% 0%
4998 0% 0%
3299 0% 0%
699 0% 0%
Grand Total 14% 15%
Figure 1.33 Tops: MRP Level Sales Contribution
37
A similar pattern is observed for T-shirts within the Top-wear category, where products
marked the lowest, ie, at Rs. 999 have sold the most, and reduces as the price increases.
Thus, it can be inferred that for jeans and pants, the quality and fit precede the price of the
product. Consumers may be willing to pay more if the product proves to be of superior
quality and fit. However, for top-wear like casual tshirts or tops, they are more price
sensitive, exhibiting a greater preference for products that are priced lower.
This is an important observation that can help dictate future decisions surrounding pricing
of products.
REGRESSION ANALYSIS
As mentioned above, observing the trend within the Top-wear category where products
priced at lower price points have displayed a higher sales volume, a regression analysis was
done to understand whether there exists any correlation between the MRP of the product and
the overall sales quantity within the this category. This was done to determine the extent to
which the sale price of the product impacted the customer buying behavior, as the trend
above portrays.
Objective: To determine whether MRP of a product has an impact on the sales quantity
within the Top-wear category.
X variable (independent variable): MRP of product
Y variable (dependent variable): Sales Qty Mix
The null hypothesis can be defined as:
H0: MRP of the product has an impact on the sales quantity generated by the consumer.
38
As is evident from the Regression Analysis output, the correlation coefficient (R-value) is
approximately 0.45, implying that the correlation between the two variables is relatively
weak.
The Significance-F value is 0.02. Since it is less than 0.05 at the confidence level of 95%,
we can decipher that the model is thus, significant.
Since the correlation between the two variables within this Topwear category is not a strong
one, it would be fair to infer that MRP of the product is not the sole determining factor that
affects sale quantity. It may serve as a supporting factor, but other variables like the style,
fit, and silhouette of the product may all contribute to this trend.
2.5.2 LIFESTYLE - SALES ANALYSIS: MARCH
39
Sales Value
Week Mix
1 10%
2 16%
3 34%
4 40%
Table 1.1 Lifestyle: WOW Sales Value Mix (March)
Figure 1.35 Lifestyle: WOW Sales Value (March)
Progressive growth in sales was observed week-on-week during the month of March. From
10% in week 1, to 40% contribution to the total sales value in week 4.
ii) Average Basket Size/Average Order Value
40
Figure 1.36 Lifestyle: WOW Average Basket Value (March)
The Average Order Value week-on-week through the month of March has managed to stay
largely consistent, if not progressively increased. This implies that the average amount of
money being spent per transaction has undergone minimum fluctuation.
iii) Colour Performance (Category-Wise)
41
Figure 1.37 Lifestyle - Colour Performance (March)
Much like in the previous month, colour performance showed similar patterns, with black
and blue being most popular choices in bottomwear, and brighter colours selling more within
the Topwear category.
iv) Category Performance
CATEGORY Sum of Sales Qty Mix Sum of Sales Value Mix

T Shirt 34% 21%
Jeans 20% 27%
Top 15% 14%
Shirt 13% 16%
Pants 10% 11%
Pullover 3% 3%
Dress 3% 4%
Jumpsuit 1% 2%
Jacket 0% 1%
Grand Total 99% 99%
42
Figure 1.38 Lifestyle - Category Performance (March)
T-shirts and Jeans category continue to be top contributors to overall sales.
Pullovers and Jackets are among the lowest contributors.
v) Location Performance
Location Sum of Sales Value Mix Sum of Sales Qty Mix

Bangalore Warehouse-LOIPL 52% 47%
Pacific-Delhi-LOIPL 11% 11%
LS-One Avadh Center-Lucknow-LOIPL 8% 9%
Express Avenue-Chennai-LOIPL 5% 6%
LS-Citi Centre- Rohini-LOIPL 4% 3%
LS-DLF Mall-Noida-LOIPL 4% 3%
Gurgaon Warehouse-LOIPL 3% 3%
LS-Alpha One Mall-Ahmedabad-LOIPL 3% 2%
LS-Hilite Mall Calicut-LOIPL 3% 5%
LS-Vijayawada Store-LOIPL 2% 4%
LS-Sarath City-Hyd-LOIPL 2% 2%
LS-MGF-Jaipur-LOIPL 2% 1%
LS-Mantri Mall Bangalore-LOIPL 1% 1%
LS-Viva City-Thane-LOIPL 1% 1%
LS-Runwal-Ghatkopar-LOIPL 0% 0%
LS-C21 Mall- Indore-LOIPL 0% 0%
Grand Total 100% 100%
Figure 1.39 Lifestyle - Location Performance (March)
43
Much like in February, maximum sales (in terms of quantity as well as value) was found to
be generated from the South region with a sales quantity contribution of 65%, followed by
the North at 30%.
Besides the partner’s Bangalore warehouse, it was observed that the stores situated in the
North, ie, Pacific in Delhi and Avadh Centre in Lucknow have generated higher sales in
March.
Central region is observed to be the lowest performer, with almost negligible sales
value/quantity mix contribution.
44
vi) MRP-level analysis: Regression Analysis
Objective: With all categories combined, determining whether MRP has an impact on the
sales quantity mix.
Taking MRP as the independent variable (X), and Sales Quantity Mix as the independent
variable (Y) –
The null hypothesis can be defined as:
H0: MRP of the product does not have any impact on the sales quantity mix generated by
the consumer.
The correlation coefficient is found to be only 0.35, which implies that this is a weak
correlation. Moreover, with the Significance F value much higher than 0.05, the model is
not statistically significant. That is, the evidence in the sample – or the sample data and
variables taken into consideration are not sufficient to be able to reject the null hypothesis.
Statistically significant: the evidence in your sample is strong enough to be able to reject the
null hypothesis at the population level.
45
OUTCOME
LIFESTYLE - SALES OUTCOME COMPARISON
February 2022 vs March 2022
Figure 1.43 Lifestyle: Feb vs March (2022) Sales Value
Week-on-week Average Order Value Comparison:
Figure 1.44 Lifestyle: Feb vs March (2022) Average Basket Value

46
 February is typically the online sale season. Hence, sales are expected to shoot up
during this time, as opposed to March which is usually the non-sale period online.
This fall is anticipated. It is not surprising that the Average Basket Value, or Average
Transaction Value has seen a higher progressive growth in February, being the sale
season. This could imply that the sale season has incentivized customers to shop
more at discounted prices, thereby increasing the cart value. March, in comparison,
has still managed to maintain the level of the AOV with no sharp fall week on week.
We, thus, take into consideration a comparison of March 2022 with previous non-sale
months.
March 2019 vs March 2022 (Pre-Pandemic vs Post-Pandemic)
47
When comparing March 2022 with March 2019 as they are both non-sale seasons, it was
observed that 2019 had a higher progressive growth week-on-week. This can be attributed
to the pandemic, since customers were having to rely exclusively on e-commerce and online
platforms to fulfil their shopping desires. As it is already known, the period of the pandemic
was characterized by a sharp rise in online sales.
Hence, taking into consideration the pre-pandemic year of 2019 and comparing it with
the post-pandemic period of 2022, the overall sales value in 2022 was found to be ten
times the value in 2019.
March 2021 vs March 2022
Comparing two successive non-sale months of March 2021 and the current March 2022 -
48
When compared to last year, not only is the total sales generated higher, but the average
basket value as well.
March Month-on-Month
49
Figure 1.49 Lifestyle: March 2019-2022) Sales Value
Figure 1.50 Lifestyle: March (2019-2022) ABV
50
February Month-on-Month
Figure 1.51 Lifestyle: February (2019-2022) Sales Value
Figure 1.52 Lifestyle: February (2019-2022) ABV
Moreover, even when examining the performance of the sale period of February over the
last four years, 2022 has shown the highest growth in sales value and order value, thus
implying that this year’s sale season has proved most lucrative.
51
2.5.3 SHOPPERS STOP - SALES ANALYSIS: FEBRUARY
Table 1.2 Shoppers Stop: WOW Sales Value (February)
Figure 1.53 Shoppers Stop: WOW Sales Value (February)
With Shoppers Stop, the sales value growth in the month of February has shown
fluctuations during its sale period.
(ii) Average Basket Size/Average Order Value
X axis: Week (1,2,3,4)
Y axis: Value (in 000s)
52
Figure 1.54 Shoppers Stop: WOW Average Basket Value (February)
During a heavy sale period like in February, the average order value is likely to decrease
since the products are heavily discounted. Therefore, more number of items are able to be
bought for a lower value.
iii) Category Performance
Figure 1.55 Shoppers Stop: Category Performance (February)
53
 Taking into account the sales quantity, or volume of articles sold, Pullovers or
Knitwear category has performed the best, followed by T-shirts. Whereas,
Sweatshirts and Trousers as categories are on the lower end.
This is a distinct difference from the category performance of Lifestyle, where Jeans
and T-shirts were the top-performing categories.
Figure 1.56 Shoppers Stop: Category Performance by Sales Value (February)
When the sales value is taken into consideration, Jackets as a category is the highest
contributor, owing to the higher price points of the category; followed by Pullover and Jeans.
54
2.5.4 SHOPPERS STOP - SALES ANALYSIS: MARCH
i) Week-on-week sales value growth (Total Sales Value)
Figure 1.57 Shoppers Stop: WOW Sales Value (March)
The week-on-week sales value performance gives us an idea of the sales performance more
closely. It can be observed that following the exclusive launch of the Kung Fu collection
between the first and second week of March, the sales value picks up between Week 3 and
Week 4.
ii) Average Basket Size/Average Order Value (Week-on-week)
Figure 1.58 Shoppers Stop: WOW Average Order Value (March)
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 March being a non-sale period, the Average order value is likely to be higher when
compared to February – since the products are largely at full-value, making the
basket value higher.
 Moreover, the exclusive ONLY x Shoppers Stop Kung Fu Panda Collection was
launched in the first week of March, which could also explain the growth observed
in the first three weeks of the month.
ii) Category Performance
Figure 1.59 Shoppers Stop: Category Performance (March)
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Top-wear has shown to be the highest contributor in March overall.
Contributing about 5% to the total sales quantity, Jackets is among the lowest sellers.
(iii) Style level Analysis: Best Sellers - Shoppers Stop & Lifestyle
(February + March)
Below are images of products from every category that have performed the best in the
months of February and March combined, using data generated from both partners. The
Sales Quantity was taken into account to make note of these, indicating that these were sold
at much higher volumes through repeated online orders.
TOP SELLERS
Dresses
Lifestyle
Figure 1.60 Lifestyle Top Sellers (Dresses)

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Shoppers Stop
Figure 1.61 Shoppers Stop Top Sellers (Dresses)
 Dresses with an A-line or flared silhouette have performed better than those with a
straight or slim fit
 Open or V-necked dresses have been preferred, over collared or round-neck styles.
 Midi-length styles have performed the best.
 3/4th to full sleeve length dresses shown to be preferred.
 For Shoppers Stop, darker coloured dresses have sold more.
Outerwear
Lifestyle
Figure 1.62 Lifestyle Top Sellers (Outerwear)
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Figure 1.63 Shoppers Stop Top Sellers (Outerwear)
 Unconventional, muted colours in jackets have performed visibly better, as

compared to the conventional colours of brown, black and beige.
 For Shoppers Stop, brighter and unconventional colours that are more fashion-
focused have performed well.
Jeans
Lifestyle
59
Figure 1.64 Lifestyle Top Sellers (Jeans)
Shoppers Stop
Figure 1.65 Shoppers Stop Top Sellers (Jeans)
 Black has been the highest performer in colour for this category.
 Skinny and Straight fit styles have sold the highest.
 Whereas for Shoppers Stop, light shades of blue have done extremely well, with
carrot fit/mom fit styles have shown greater preference. These are more fashionable
and experimental than the regular straight-fit styles.
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Pants
Lifestyle
Figure 1.66 Lifestyle Top Sellers (Pants)
Shoppers Stop
Figure 1.67 Shoppers Stop Top Sellers (Pants)
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 Black, in Solids particularly, has once again shown precedence – over heavy prints
and graphics.
 Looser, breathable fits have shown to be preferred by customers: like Jogger-style
pants.
 For Shoppers Stop, even softer, solid colours like pink and white have performed
well – besides black.
Knitwear/Pullover
Lifestyle
Figure 1.68 Lifestyle Top Sellers (Knitwear)
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Shoppers Stop
Figure 1.69 Shoppers Stop Top Sellers (Knitwear)
 Round-neck knits have performed better than V-neck styles.

 Mid to full length sleeves have the highest sales value.
 Muted, more subtle colours have sold higher volumes.
T-shirts
Lifestyle
Figure 1.70 Lifestyle Top Sellers (T-shirts)
Shoppers Stop
Figure 1.71 Shoppers Stop Top Sellers (T-shirts)

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 Unlike in bottom-wear, top-wear demands brighter colours – whites, yellows and
pinks.
 Regular fit over boxy or slim fit has shown greater preference.
 Graphic and placement print t-shirts are top performers.
It is interesting to note that several of the styles that are top sellers as per the online sales
reports, have shown to be part of the bottom sellers in the brand’s offline sales reports. This
could imply that the taste and preferences of the brand’s online SIS customer appear to be
different than those offline. It may, therefore, be worth separating the stock for both
channels, which will then allow for top sellers in the online space to receive more stock and
be pushed for amplification.
OUTCOME: FEB VS MARCH PERFORMANCE COMPARISON
February 2022 vs March 2022
Figure 1.72 Shoppers Stop: February vs March (2022) Sales
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Week-on-week Average Order Value Comparison:
The average order value has increased progressively week-on-week in March from
approximately Rs. 1600 in Week 1 to Rs. 2500 in Week 4. This can be attributed to the
traction received by the exclusive Kung Fu Panda Collection that was launched in the first
week of March.
Exhibiting a pattern similar to the case with Lifestyle, the overall sales generated in March
is lesser than that in February, as is seen in this sharp drop in the total sales value. However,
since March is a non-sale season, this fall is expected since the sale period of February
typically attracts customers and increased sales by a much higher proportion.
Thus, comparing the non-sale period of March 2022 with March 2019 allows for a better
understanding since it also provides us with a perspective pertaining to Pre-pandemic and
Post-pandemic performance.
65
As is evident above, the sales generated in March 2022 were almost double than that of
March 2019. Moreover, it can be observed that even the Average Order Value has depicted
a progressive increase over the course of March 2022.
66
There could be several external factors affecting this trend, most distinctly being that the
pandemic exacerbated the trend of online shopping. This can greatly impact the spike in
sales experienced since the beginning of the pandemic in 2020. Efforts made to ensure the
timely live status of products on the website is also an undeniable factor making measurable
impact on the sales during this non-sale month.
This positive difference is elucidated by comparing this year’s March sales with that of the
previous year, which will allow for a more accurate and visible comparison.
While March 2021 generated approximately two lakhs, March 2022 was able to generate
more than double of that.
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Figure 1.77 Shoppers Stop: March 2021 vs March 2022 ABV
The Kung Fu Panda exclusive collection with Shoppers Stop was officially launched on 4th
March, 2022 in all shoppers stop stores, both offline retail stores as well as the official
website. This may be one of the biggest contributors to the growth in average basket value
week on week during this month.
Shoppers Stop – February 2019-2022
Figure 1.78 Shoppers Stop: February 2019-2022 Sales
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 On analyzing the total sales generated over the last four years through Shoppers Stop,
there has been a dramatic growth of almost 12% in the overall sales, since February
2019, and 3.16% since 2021.
 This may be attributed in part to the consequent rise in online shopping post the
pandemic that has created a dynamic shift in preference among consumers.
 Another possible reason for this pronounced growth can also be seen in the fact that
this is a sale month, where products are heavy on discount from the preceding season.
Following the pandemic, consumers have shown to -revenge shop after having
restricted movement in the last two years.
 The aforementioned external factors, followed by the efforts taken to ensure that
products are live on the website on a timely basis; and regular hygiene checks have
contributed to the increased visibility of the brand, and thereby the overall sales.
Figure 1.79 Shoppers Stop: March 2019-2022 Sales
As stated earlier, the exclusive Kung Fu Panda Collection launched in the first week of
March 2022, along with the factors mentioned above are to be correlated with this distinct
shift in sales in the last four years during the month of March.
69
There has been an approximate growth of 1.5% when compared with March 2019, and 1.3%
when compared with March 2021.
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2.6 RECOMMENDATIONS
 Marginally increasing prices to increase the Average Basket Size/Average Order

Value
Besides recommendations to increase the overall sales generated in a given period, AOV is
an equally significant metric to help determine how much a customer invests in every
transaction. Getting a customer to increase their expenditure at the store can be done with
the help of savvy merchandising as well as marketing tactics, by ensuring that the selection
of products in front of them are enticing enough.
 Incentivizing Minimum Cart Values: One effective tactic to push customers to

purchase more products is through catalogue promotion by setting a minimum cart
value, and then providing additional incentives or rewards to customers who hit or
reach the minimum value.
To convert first-time customers to loyal customers, a discount coupon or special offer
could be provided, valid with the next purchase made. If a lower limit is set to activate
the discount coupon, this will increase the average order value per customer. For
example, setting the limit as approximately 1.5 times the average order value in a
given period. If Rs. 2500 has shown to be the AOV, setting the limit as approximately
Rs. 3,750 to activate the coupon will motivate customers to spend more.
 Boosting products and styles that are top-sellers or trending as per past sales report
analysis. Pushing products that are being preferred the most by customers under the
‘Relevance’ or ‘Popular’ tab on the website will allow them to gain more traction.
 Separation of inventory for SIS Online vs Offline. Ensuring stock availability at all
times for online as well offline SIS business can be achieved by buying stock in
excess and separating inventory for both the channels to prevent frequent “Out of
Stock” status of items online.
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 Seeing as Lifestyle as a partner has generated high sales, launching an exclusive
collection with Lifestyle (similar to the King Fu Panda collection with Shoppers
Stop) can help attract more traffic onto the online platform.
 Since Topwear and Jeans are the largest categories that are already showing high
performance with respect to sales quantity and sales value, focusing on expanding or
creating more styles within the Dresses, Knitwear and Trousers category can aid in
presenting wider assortment of options to the consumer.
 To include more of Jogger and Cargo-styles pants in the Trousers category since a
greater preference has been shown for looser, comfortable, casual pants.
 All Over Print in Dresses has shown to be part of repeated top-sellers in February
and March, creating more variations with AOP design.
 Increasing frequency of flash sales whenever possible on partner websites, to

increase visibility on the home page through carousal banners.
 Launching exclusive seasonal collections with partners that are only available online
on their website (and not in offline retail outlets) could aid in directing increased
traffic, developing brand curiosity, and increasing overall online sales.
 Organize contests and polls on partner social media to create buzz around the
product(s), where a winner gets access to coupon codes or discount offers on the
partner website for an ONLY product.
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CHAPTER 3
ON-THE-JOB TASKS
3.1 KIDS ONLY: ALLOCATIONS AND REPLENISHMENTS
Figure 0.1 Kids ONLY Banner
Introduction
About KIDS ONLY
KIDS ONLY under Only, Bestseller, is a Kidswear Girls’ fashion brand aiming to target
young kids and adolescents from the age of approximately 5 years to 15 years. The new
brand under Only has been created keeping in mind the little ‘fashionista’ who stand out
naturally from the crowd in her fashionable outfit and cool attitude. Kids Only is everything
Only, except that it is scaled down to size 104-164. For little girls with a big personality!
With close to 12 annual collections, Only Kids makes sure that it has everything one may
need for their kids to rock the schoolyard, playground or even the streets. Kids Only places
a distinct and strong focus on affordable, diverse fashion. Like Only Womenswear, the
collections place predominant focus on denim items that add a cool, hip streestyle vibe to
the little one’s wardrobe.
The objective of bringing Kidswear to ONLY is to expand the brand’s existing portfolio, to
target young girls’ market by providing the latest trends. Fun, hip and cool clothing that
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maintains and communicates the essence of ONLY as a brand, and bring in the same brand
ethos.
There exist three lines within KIDS ONLY. Style lines are the distinct thematic, overarching
sections within the brand, which will produce unique collections under each. Every line
targets a unique look, and together it provides a cohesive image to the brand. Under KIDS
ONLY, there are three overarching lines:
Figure 0.2 Kids ONLY: 3 Lines
Trend Research and Story Creation:
Before the official launch and production process for Kidswear, the process was kickstarted
with intensive research being carried out by the design team so as to understand trending
styles, colours, patters and themes of the season. For this, extensive research across trend
forecasting platforms like WGSN and Promostyl are used to gain a comprehensive idea of
what the season’s “must-have’s” are. Competitor research is also used for a comparative
analysis of what leading competitors in the same category of Kidswear are doing – their
styles, colours, options etc. are monitored. Based on all the data and observations gathered,
a moodboard is created, colours and themes are decided on for the season.
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Figure 0.3 Kids ONLY Trends
A season’s collections are divided into stories. Stories are the equivalent of thematic
collections within a season – each story has a combination of styles under different categories
of Tops, T-shirts, Dresses etc. but it is ensured that all the products under every story or
collection are consistent in terms of colour palette, design, prints etc. This is to maintain a
sense of ‘oneness’ and similarity across the elements of the collection. Moreover, this will
help distinguish one collection from the other during a particular season.
Trend moodboards made according to the story for the Spring Summer’22 collection under
KIDS ONLY:
Figure 0.4 Kids ONLY Moodboards SS'22
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Figure 0.5 Kids ONLY Moodboards SS'22
Objective
i) Understanding and conducting allocations and replenishments for newly launched Kids’
stores.
Methodology:
The project pertaining to allocation for Kids Only comprises of the following parts as part
of its methodology:
a) Conducting and in-depth market research on current spring-summer Kidswear trends in

the Luxury segment. Analyzing offerings of top luxury brands in the Kidswear sector,
specifically the Girls’ category.
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 To gain a concise and inclusive idea about the trends being capitalized upon by
leading players in the market, for creative and product inspiration.
 Assessing offerings from different perspectives like colour, prints, categories, and
overall styles.
 Making a visual-heavy presentation for the same.
b) Conducting allocation of North doors.
c) Following up with replenishments
a) Trend Research: Luxury Kidswear Trend Analysis
Conducting and in-depth market research on current spring-summer Kidswear trends in the
Luxury segment. Analyzing offerings of top luxury brands in the Kidswear sector,
specifically the Girls’ category.
The objective of this trend research was to grasp the luxury market’s current offerings as a
means of inspiration for Only as a brand. This was not limited to only the current season of
Spring Summer’22 but an overall prospect for future collections throughout the year.
A ‘comp shop’ or competitor shopping is often used synonymously with ‘competitive’

shopping. The terms refers to an in-depth analysis of what a brand’s competitors are
currently presenting in the market: in terms of products, offerings or even their marketing
efforts – depending on the department and objective of the comp shop being conducted.
Being abreast with what other key players in the market are doing to attract more customers
is pivotal; it is not enough to simply stick to what one is selling with no awareness of what
could be improved or changed.
This renders the market to be even more niche since efforts are being focalized towards the
Girls’ category within it. In this project, this research was conducted keeping in mind brands
belonging to the luxury sector – ie, Only’s aspirational brands. We were interested to capture
the category mix with Girlswear that was being sold by the brands mentioned below, along
with the product offerings.
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Methodology:
i) Identifying the top players in the luxury kidswear market that focus equally on
Girlswear within it.
The following brands were part of the trend research:
Burberry
Ralph Lauren
Gucci Kids
Moschino Kids
Dior
Versace
Dolce and Gabbana
ii) Using trend forecasting sources like WGSN to know more about the latest as well
as upcoming trends in the market that could be capitalized on in the future of
Kids Only.
The research was thus, divided trend-wise and then an analysis of how the above mentioned
brands have capitalized on them.
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Figure 0.6 Kids ONLY Trends Research
Figure 0.7 Kids ONLY Trends Research
79
OUTCOME
The outcome of this analysis was as follows:
 Helped understand what key trend setters in the market are doing right; what styles
and variations they are presenting their target group.
 How ONLY as a brand can imbibe some of those styles to incorporate them in a
manner that aligns with the brand’s ethos and personality.
 Design and style inspiration for current season’s trends.
 Helped gain an idea of what the brand can currently improve on to better suit the
variation in products being offered with respect to the styles, colours, & silhouettes
in order to stay relevant to the dynamics of the Kidswear market.
3.2 STORE ALLOCATION
Merchandise allocation is the elaborate process of determining the more effective way to
distribute merchandise or articles to individual stores across the region or country, so as to
achieve maximum sales and minimum markdowns at the end of the season.
Determinants:
-Store ranking based on ROS
-Region demographics/psychographics & culture
-Region climate/season
-Individual styles that have to be allocated
-Region-specific average sizing
-Base stock
Needless to say, there are strategic and extremely well-thought out tactics taken into
consideration during this process. By implementing distribution of stock effectively, one
makes sure that the stock becomes available to the customers at the right time, the right
location and in the right quantity. The ideal objective is to achieve customer satisfaction as
well maximizing the chances of profit. It is essential to note that if the allocation strategy at
80
a given point in time is not aligned well enough or not executed in a manner that is timely
and accurate, it can have visible impact on the actual stores like risk of empty shelves, or too
much clutter.
Only Kids was officially launched in February at the Shoppers Stop, Malad outlet in Mumbai
where the brand merchandise was unveiled for the very first time. Since then, several new
stores opened in the North, and a few across other regions in the country.
Before a new door anywhere in the country opens, the allocation is done in advance to keep
the stock ready to be dispatched from the warehouse to the store in question.
b) Allocation: Methodology/Process
 Allocation of stock to specific stores is done in the form of Drops. These drops are a
small selection of specific styles that are sent or launched together, as a pack. It is
not feasible for a brand to send all its season’s styles together right at the beginning
of the season. The entire season’s selected collection is thus, divided into drops and
then launched one by one over the course of the whole season.
 The allocation done for the newly launched doors in the North (that is, Hissar, Patiala
and all the Kapsons doors of that region) is first done from the ‘Drop Launch’ set of
styles. When stores receive a first-time allocation, often these stores in their ‘grand
opening’ and novelty phase receive a relatively wider and deeper range of
merchandise to ensure that the store not only looks full and vibrant, but also to make
an impact to new customers by providing them with a varied assortment.
 If the merchandise allotted to store exceeds the base stock number by more than 100
or 150 units, one risks the store looking too crowded or cramped, which can look
visually unappealing. On the other hand, if inventory levels drop way below the base
stock number, one risks the store looking too empty and not attractive enough to
customers walking in. Moreover, the merchandise will not be able to fulfil the
demand of customers, resulting in losses. This renders the base stock as one of the
most essential metrics to consider when getting involved in retail management.
Balance: Total Allocation – Quantity Available
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After allocating a style across respective stores, the amount of inventory left in the
warehouse is the Balance. While allocating, this Balance cannot be negative. Negative
balance would imply that over-allocation has been done for that style, and there is no
sufficient stock available in the DC to be sent to the store. Hence, the balance can be 0, but
should not go exceed 0 or become negative.
For example, if the balance reflects as -4 for a specific style after allocation, this means that
the capacity has been exceeded by 4. The warehouse is short of 4 extra articles that has been
allocated to a store. Therefore, the allocation is then adjusted accordingly by removing the
style from a select few stores to bring down the balance to 0.
Base Stoc k 588 462 462

DC Stock Allocation date 1008 939 960 932 802 802 725 725
2 8 -0 3 -2 0 2 2
2 2 -0 3 -2 0 2 2
BIN3
BIN3
BIN3
BIN3
BIN3
BIN3
BIN3
BIN3
KO-TIPSY TOPSY VIJAYWADA
KO-SHOPPERS STOP-MALAD
KO- KAPSONS-CHANDIGARH
KO- KAPSONS-JALANDHAR
KO- KAPSONS-SANGRUR
KO-SUVIDHA PANIPAT
KO-SUVIDHA ROHTAK
KO-SUVIDHA KARNAL
62317
206263
206164
206163
206162
206189
206315
206326
206317
(dc stock) 4136 58181
Q ty Avail
206263
206164
206163
206162
206189
206315
206326
206317
Total
Drop Category Des c olour SIZE Alloc atio Balanc e Total Till Date
Alloc ation
n
Drop Launch DRESSES KONALBERTE CHECK DRESS-IN Black 11/12y 40 0 40 21 2 2 2 2 0 0 0 0
Drop Launch T-SHIRTS KONALL KITTY SS TEE JRS-IN Sunshine 11/12y 30 0 30 58 2 2 2 2 2 2 2 2
Figure 0.8 Kids ONLY Allocation Sheet
Article Creation before Dispatches:
Once allocation for stores has been done, article creation has to be done for all the styles that
are going to be dispatched to these various stores. For that, a file with all the product
attributes are updated and sent to the stores, against which a PO is then raised – for official
record of the articles that are going to be sent.
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3.3 REPLENISHMENTS
-Styles that surpass the average sell-thru percent are the only styles considered for
replenishment. An above-average sell-thru of these styles implies that these styles sell faster
on the floor, and hence will require replenishment soon. Slower-selling styles need not be
replenished until later if and when the sell-thru crosses the average sell-thru mark.
This report is essential to understand the articles that need to be replenished at the earliest.
Opening Stock = the total stock quantity available in the warehouse at the start of the season.
Thus, to calculate opening stock at any given point in time:
Opening Stock = Stock quantity + Sales quantity
Stock Quantity = Stock On Hand (SOH) Current amount of stock available in the
warehouse after sales
Sell-Thru % = Current sales quantity/Opening stock
- The replenishment is done taking reference from the allocation of that style done the first
time, so as to follow the same size set pattern followed initially. If the size set pattern was
1,2,2,1 – the same pattern is followed during replenishments – unless, there is a specific size
having a higher sell-thru rate. The pattern can then be modified accordingly.
a) The DC Report
TEM SUB GROUP NAME (All)

COMPANY NAME C243 Kapsons Fashion P Ltd (Kids Udaipur)
Sum of DC
Row Labels Sum of NET SALE QUANTITY QTY
KONALBERTE CHECK DRESS-IN 1 18
13/14Y 1 18
KONALL KITTY SS TEE JRS-IN 1 30
11/12Y 1 30
KONASTA BUCKET HAT 1 -4
Free Size 1 -4
KONAXIS 3/4S DRESS WVN-IN 2 121
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13/14Y 1 5
5/6Y 0 54
9/10Y 1 62
KONAXIS SL TOP WVN-IN 1 14
11/12Y 1 14
KONBERET L TOP JRS-IN 1 82
9/10Y 1 82
KONBROOK SS TOP JRS-IN 1 9
13/14Y 1 9
KONCODE JOGGERS JRS-IN 2 7
13/14Y 1 0
7/8Y 1 7
KONDANINE 2/4S BLOUSE WVN-IN 1 1
5/6Y 1 1
KONDELTA SS TEE JRS-IN 2 22
Figure 0.9 ONLY Kids Sales Report (March)
 The store to be replenished is first filtered and selected.

 Every category is filtered one by one, to check the fast-selling styles within each.
 The styles with above-average net quantity are replenished – provided there is
adequate stock available in the DC (column 2)
‘Sum of DC Qty’ refers to the current Stock on Hand available for that given style.
In the above attached image of the report, the Net Sale Quantity column gives us the number
of styles sold till date in the month of March. Only those styles sold above the average sale
quantity, are considered for replenishment. In this case, 4/5 was the average cut-off. Hence,
fast-selling styles that have sold more than 5 pieces were replenished.
b) Allocation/Replenishment Sheet
84
KO-KAPSONS-ELANTE CHANDIGARH
KO- KAPSONS-CHANDIGARH
KO- KAPSONS-LUDHIANA
KO- KAPSONS-UDAIPUR
62317
206315
206319
206399
206316
(dc stock) 339 61978
Q ty Avail
206315
206319
206399
206316
Total
Drop Category Des Season c olour MRP SIZE Drop Alloc atio Balanc e Total Till Date
Alloc ation
n
Drop Launch PANTS KONALL MICKEY AOP JOGGERS JRS-IN SS22 Illuminating 1699 13/14y SENT TO SHOPPERS 9 0 9 14
Drop Launch PANTS KONALL MICKEY AOP JOGGERS JRS-IN SS22 Illuminating 1699 5/6y SENT TO SHOPPERS 6 0 6 14
Drop Launch PANTS KONALL MICKEY AOP JOGGERS JRS-IN SS22 Illuminating 1699 7/8y SENT TO SHOPPERS 20 1 19 29 1
Drop Launch PANTS KONALL MICKEY AOP JOGGERS JRS-IN SS22 Illuminating 1699 9/10y SENT TO SHOPPERS 21 1 20 29 1
Drop Launch T-SHIRTS KONALL MICKEY AOP SS TEE JRS-IN SS22 Illuminating 999 11/12y SENT TO SHOPPERS 21 3 18 27 1 2
Drop Launch T-SHIRTS KONALL MICKEY AOP SS TEE JRS-IN SS22 Illuminating 999 13/14y SENT TO SHOPPERS 11 2 9 14 2
Figure 0.10 ONLY Kids Allocation Sheet
 While replenishing, the previously done allocation is referred to for the size set ratio.
OUTCOME
A glimpse of the Top 20 styles out of the ones allocated on the basis of sales value, and sales
quantity. (Report Period Feb-March’22)
1. Top 20 on Sales Quantity
Figure 0.11 ONLY Kids: Top 20 Styles (Sales Qty)
As is observed in the sales report, several of the styles allocated to stores across the country
have exhibited a high sell-thru rate, as well as contribution to the overall sales value, and
sales quantity respectively.
85
2. Store Performance (by sales value & sales quantity)
Store_Name Stk Qty mix Sales_iV mix

KO-SHOPPERS STOP-VASANT KUNJ DELHI 2% 5%
KO-SHOPPERS STOP-MALAD 5% 10%
KO- KAPSONS-CHANDIGARH 3% 5%
KO-SHOPPERS STOP-TAPASYA GURGAON 2% 3%
KO- KAPSONS-ELANTE CHANDIGARH 2% 4%
KO- SUVIDHA- KARNAL 4% 5%
KO- KAPSONS-LUDHIANA 2% 3%
KO- KAPSONS-JALANDHAR 3% 3%
KO- KAPSONS-UDAIPUR 3% 4%
KO-KAPSONS-KARNAL 2 3% 3%
KO-KAPSONS-JAMMU 2 3% 3%
KO- KAPSONS-PATIALA 3% 3%
KO- SUVIDHA- PANIPAT 4% 4%
KO-KAPSONS-AMBALA 3% 3%
KO-SHOPPERS STOP-SAKET 2% 2%
KO-SHOPPERS STOP-KOLKATA 2 3% 3%
KO-KAPSONS-HISSAR 3% 2%
KO-SUVIDHA-ROHTAK 4% 3%
ON Mumbai - Linking Road 4% 4%
KO- KAPSONS-BHATINDA 3% 2%
KO- KAPSONS-PATHANKOT 3% 2%
KO-KAPSONS-TRENCH TOWER LUDHIANA 3% 2%
"MB - Model Town, Jalandhar " 4% 3%
KO- KAPSONS-AMRITSAR 3% 2%
KO- TIPSY TOPSY- VIJAYWADA 3% 2%
MB - GOA - MG ROAD PANJIM 4% 2%
KO- KAPSONS-YAMUNANAGAR 3% 1%
MB - BANGALORE - 100 FT. ROAD 4% 1%
KO- KAPSONS-PANIPAT 3% 1%
Figure 0.12 ONLY Kids Top Stores
3. Store layout images:
Following are images from some of the stores that stock was allotted to for ONLY Kids. The
theme, colours, co-ord styles, and stories created for every drop were kept in mind during
the allocations done, and the result is seen in the consistency and overall visual aesthetics of
the stores:
i) Kapsons Store, Hisar
86
Figure 0.13 ONLY Kids: Kapsons Store, Hissar
ii) Kapsons Store, Panipat
Figure 0.14 ONLY Kids: Kapsons Store, Panipat
87
Figure 0.15 ONLY Kids: Kapsons Store, Panipat
88
3.4 SHOPPERS STOP ARTICLE CREATION BEFORE DISPATCH (style setup)
Objective
To create a record of the articles that are to be dispatched to the partner warehouse, along
with all relevant attribute details in the format shared by the partner.
Before any article is dispatched from our end to the partner warehouse every week or ten
days, a style setup file is shared with the partner containing all relevant attributes that are
modified as per the set format shared by them. It is only when this file is shared, that the
Purchase Order (PO) is created by the partner against them. Only once a PO is shared,
the articles can be dispatched from the warehouse, making this activity essential for the
smooth functioning of deliveries and an accurate record of data.
This is an exercise done every 7 to 10 days, before the regular dispatch of items from the
warehouse to the partner.
Methodology
There are three important files that are used during this process of article creation:
-The Article Creation Base file
-The Attribute file which contains the list of EANs and attributes of articles that are to be
sent, and hence updated in the file.
-The SAP Format file – the final file which will be used by the partner’s software.
The first step is to update the Base file, which serves as the reference file to fill up the SAP
file. The base file contains several columns of attribute details like Length, Sleeves, Fit, and
Silhouette etc. that is filled using the V-lookup function from the Attribute file shared by the
team.
89
Figure 0.16 Style Setup: Base File
The columns marked in pink are attribute details that are filled using the format shared by
the partner for every category. Details like Article Heirarchy node, material group and
description are unique to every category and filled accordingly.
Details like length, sleeve type, fit etc. are also filled as per specific nomenclature that has
been dictated by the partner to be filled into their system. After every detail has been updated
in the correct format, the Style Level tab and EAN level tabs are updated.
Figure 0.17 Style Setup: Base File - Style Level Tab
90
Figure 0.18 Style Setup: Base File - EAN Level Tab
These tabs (worksheets) are both pivot tables created using the information in the Base File
tab. Once refreshed, the pivot table is updated to the current date’s details. These tabs will
then be used to fill information into the third file, the SAP Format File.
The SAP Format file contains two tabs that are to be updated: Article Creation Generic tab,
and the MRP tab. Using the v-lookup function in excel from the earlier updated Base file,
the columns are filled.
91
Figure 0.19 Style Setup: SAP File for Partner
Figure 0.20 Style Setup: SAP File - MRP Tab
92
3.5 REPORT ON STORE VISITS
Objective
 To go on Shop-in-Shop store visits across locations in Mumbai to be abreast of the

brand’s retail performance, as well as competitor store visits to assess their product
offerings, story displays and layouts.
 To prepare a report on the observations made regarding the same
It is essential for the team to keep track of how the brand’s products are being displayed in
the store, the styles that are currently on display, and gain feedback from the sales team at
the store. This gives a comprehensive understanding of potential real-life customer feedback
in the actual store, and other observations that may otherwise be missed. Additionally, it also
aids in gaining an idea of the status of market competitors, the styles they currently offer,
and the VM aspects in presentation.
Methodology
 Visiting two SIS outlets:

 Pheonix Marketcity, Kurla
 Utopia City (Lower Parel) – ONLY EBO outlet
Visiting competitor outlets: Zara, H&M, Levis
Observations & Outcome
- An SIS customer is likely to opt for basic, more conservative, safe styles; as opposed to
those of EBO – that may want to experiment more and seek fashion-centric pieces.
- Almost 85% of the jeans on display at the SIS store were Skinny Jeans. Skinny jeans as
a style has been declining, and a customer might want to see a wider assortment of styles
on display like straight, wide-leg, carrot etc. The store manager mentioned that customers
walking in normally only ask for Skinny jeans, which is testament to how the style is
ageless and will probably never go out of style – particularly for an SIS customer.
93
However, the white studded jeans (as seen in the image below) were displayed on one of
the innermost racks; making it hard to be noticed. We might need a wider variety of
denims displayed, besides the skinny styles.
- The right section of the SIS display did not look distinctly story-themed and
synchronized as in the EBO store.
Figure 0.21 Ginger by Lifestyle: Jeans
Figure 0.22 Ginger by Lifestyle: Crochet Styles
-Ginger, SIS : The wall styles in Ginger’s SIS store looked extremely vibrant and themed.
94
Style-wise, Crochet was predominant. The colours picked also exuded spring. There was
colour-blocking and patchwork in a lot of their styles. Y2K was present in a few tops with
frayed edges; lettuce trims etc.
ZARA:
- Lots of satin and AOP styles. Satin shirts and co-ords with abstract patterns were
predominant.
- Pop colours were the highlight. Incorporated into topwear, blazers, and pants.
- Did not look particularly “spring-summer”
Figure 0.23 Zara: Co-ords Style
95
CHAPTER 4
LEARNING OUTCOME
4.1 Self-Learning
 Understood the inner workings of the buying and merchandising team.
 Was able to understand how different teams work in tandem with each other to
achieve a common goal. (Design, Sourcing, B&M)
 Was able to participate and observe buying and review meetings to comprehend the
process by which a season’s collection is created and chosen.
 Learned to coordinate with individuals from other teams and partner companies.
 Was able to apply theoretical merchandise concepts like sell-thru, margins, buying
etc. while carrying out various tasks.
 Researched on market trends, competitor offerings and identify gaps that can be
capitalized on.
 Was able to assess how factors like ROS, culture, location and individual styles
affect buying and allocations to a store in a specific region of the country.
 Carried out allocations and replenishments for various stores after examining
region psychographics.
96
4.2 Benefits to the Company
 Notified and identified various discrepancies on partner websites with respect to
article attributes.
 Contributed by carrying out regular hygiene checks of articles live and not live on
partner websites.
 Assessed sales reports week-on-week and provided insights from the same
pertaining to sales values, average order values, top-sellers etc.
 Helped with updating Style Setup files for articles to be dispatched on a weekly
basis.
 Assisted with updating order sheets using details from the Bestseller portal.
 Creation of presentations for shortlisted/reviewed styles of the season.
97
REFERENCES
Our company. (n.d.). Retrieved May 1, 2022, from https://about.bestseller.com/about-

us/our-company
An overview of Buying & Merchandising. (2022). Retrieved 10 May 2022, from

https://www.brightnetwork.co.uk/career-path-guides/consumer-fmcg-retail/buying-merchandising-overview/
Bloomberg - Are you a robot?. (2022). Retrieved 3 May 2022, from

https://www.bloomberg.com/profile/company/1050684D:IN
Keswani, A. (2022). The Role of Buying & Merchandising in the World of Fashion. Retrieved 10 May 2022,
from https://www.entrepreneur.com/article/309309
Lifestyle (department store) - Wikipedia. (2022). Retrieved 6 May 2022, from

https://en.wikipedia.org/wiki/Lifestyle_(department_store)
Shoppers Stop - Wikipedia. (2022). Retrieved 1 May 2022, from https://en.wikipedia.org/wiki/Shoppers_Stop
Behance. (2022). Retrieved 4 May 2022, from https://www.behance.net/gallery/37019197/Adidas-Corporate-

Buying-Plan?tracking_source=search_projects_recommended%7CFashion%20Buying
Average Order Value (AOV): Definition, Importance, Calculation, and How to Increase it. (2022). Retrieved
5 May 2022, from https://www.mageplaza.com/blog/average-order-value.html
98
99
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Amrita L. George - GP Report (External Jury Final)

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Amrita L. George - GP Report (External Jury Final)

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Graduation Project

Increasing Brand Visibility and Analyzing Online Business

Under the Supervision of

Dr. Sushil Raturi

IN PARTIAL FULFILLMENT OF THE POST GRADUATE DEGREE "MASTER

Department of Fashion Management Studies (FMS)

Name of the Student: Amrita Lisa George

Date: - 22nd April, 2022

TO WHOMSOEVER IT MAY CONCERN

During the above-mentioned training period, we found her to be sincere and

ONLY RETAIL PRIVATE LIMITED

Name of the Faculty Mentor: Dr. Sushil Raturi

Designation: Professor, Department of Fashion Management Studies

Amrita Lisa George

Signature & Name (of the Student)

NAME: AMRITA LISA GEORGE

The following members of the External Jury were present:

1. (Name of the Jury Member with Signature)

2. (Name of the Jury Member with Signature)

3. (Name of the Jury Member with Signature)

4. (Name of the Jury Member with Signature)

CHAPTER TITLE PAGE

LIST OF FIGURES xii

2. PROJECT UNDERTAKEN: Increasing Brand Visibility and Analysing 14

2.4 Brand visibility and Live Options on Partner Websites 18

2.5 Partner Sales Report Analysis 29

2.5.1 Lifestyle Sales Analysis: February 30

2.5.2 Lifestyle Sales Analysis: March 42

2.5.3 Shoppers Stop: Sales Analysis: February 56

2.5.4 Shoppers Stop: Sales Analysis: March 59

4.1 Self-Learning 103

4.2 Benefits to the Company 104

Table 1.1 Lifestyle: WOW Sales Value Mix (March)

Table 1.2 Shoppers Stop: WOW Sales Value (February)

Figure 1.1 Industry Opportunities in 2022

Figure 1.2 Consumer Shifts in Fashion Retail

Figure 1.3 Projected Growth of Apparel by 2025

Figure 1.4 Lifestyle Logo

Figure 1.5 Shoppers Stop Logo

Figure 1.6 ONLY contribution to Shoppers Stop Business

Figure 1.7 ONLY contribution to Lifestyle Business

Figure 1.8 Stock Report (Current SOH with Partner)

Figure 1.10 Style Attributes Sheet

Figure 1.11 Product Image and Details on Website

Figure 1.12 Mapped Live Status Sheet

Figure 1.13 Product Discrepancies Sheet

Figure 1.14 Kung Fu Panda Homepage Banner

Figure 1.15 Homepage Banner for Kids ONLY Launch

Figure 1.16 Shoppers Stop Social Media Promotions

Figure 1.17 Shoppers Stop Social Media Promotions

Figure 1.18 Product Image and Details on Website

Figure 1.19 Live Products Displayed - Shoppers Stop

Figure 1.20 Live Products Displayed - Shoppers Stop

Figure 1.21 Live Products Displayed - Lifestyle

Figure 1.22 Live Products Displayed - Lifestyle

Figure 1.23 Live Products Displayed - Lifestyle

Figure 1.24 Lifestyle - WOW Performance (February)

Figure 1.25 Lifestyle - Average Basket Value (February)

Figure 1.26 Lifestyle - Colour Performance (February)

Error! Reference source not found.

Figure 1.28 Lifestyle - Location Performance (February)

Figure 1.30 Jeans: MRP Level Sales Contribution

Figure 1.31 Shirt - MRP Level Sales Contribution