1

PROJECT REPORT
ON
A STUDY ON RETAIL STORE OPERATION &
CUSTOMER SERVICE
BY
AMCHITAMA W MOMIN

DONE AT
Arvind Lifestyle Brands Limited (USPA brand)
UNDER THE SUPERVISION
OF
Mr. A.K Das Biswas
PROFESSOR
DEPARTMENT OF MANAGEMENT STUDIES

BHARATIYA VIDYA BHAVAN INSTITUTE OF MANAGEMENT AND SCIENCE

SALT LAKE KOLKATA
(AFFILIATED TO MAKAUT, WEST BENGAL)

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INDEX
Chapter Topic Page No.
No.
Acknowledgement 4
Declaration 5
Authorisation of Arvind Lifestyle Brands Limited 6
Authorisation of Principal 7
Authorisation of Guide 8
Executive Summary 9
1 COMPANY PROFILE 10-14
1.1 Introduction 11
1.2 Growth of U.S Polo Assn. 12
1.3 Quality and Target Segment 13
1.4 Primary Icon 13
1.5 Category 13
1.6 Awards and Accolades 14

2 2.1 Arvind Limited Profile 16

2.2 Company overview of Arvind lifestyle brands 17

3 RESEARCH METHODOLOGY 18-35

3 Research Methodology 19
3.1 Introduction 19
3.2 Period of study 19
3.3 Area of study 19
3.4 Data Collection 19
3.5 Sources of Data 19
3.6 Tools of analysis 19
3.7 Sampling size 19
3.8 Research Objective 20
3.9 Scope of study 20
3.10 Arvind Mills Swot Analysis, Competitors USP 20-22
3.11 Analysis & Data Interpretation 23-35
4 RETAIL STORE OPERATION 36-47
4.1 What is meant by Retail Store Operation? 37
4.2 Store Design Responsibilities 38-39
4.3 Customer Service Function 39-40
4.4 Product Inventory Responsibilities 40-41
4.5 Retail Administration responsibilities 41-42
4.6 Managing the store 42-44
4.7 Standard operating procedures and checklists for 44-47
store operation
5 CUSTOMER SERVICE 48-50

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5.1 Retail Customer Service 48

5.2 Retail Customer Service Strategy 49
5.3 Retail Customer Service Management 49

6 KEY PERFORMANCE INDICATOR 51-55

6.1 Footfall 53
6.2 Conversion Rate 53
6.3 Like to Like 54
6.4 Average Selling Price 54
6.5 Average Ticket Value 54
6.6 Average Basket Size 54
6.7 Sales per square feet per day 55
6.8 Sell Thru 55
6.9 Sales over Traffic 55

7 Findings & Suggestions 57

Limitations 58
Conclusion 59
Sample Questionnaire 60-62
Annexures 63

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ACKNOWLEDGEMENT

The internship opportunity I had with U.S. Polo Assn (Arvind Brands) was a great
chance for learning and professional development. Therefore, I consider myself
as a very lucky individual as I was provided with an opportunity to be part of the
industry for the period of 2 months. I am also grateful for having a chance to
meet so many wonderful people and professionals who led me through this
internship.
Bearing in mind previous I am using this opportunity to express my deepest
gratitude and special thanks to the HR (Abhijeet Saha) of Arvind lifestyle Brands
limited, Kolkata who in spite of being extraordinarily busy with his duties, took
time out to hear, guide and keep me on the correct path and allowing me to
carry out my project at their esteemed organizations.
I express my deepest thanks to Mr. Aniruddha Sen (Store Manager) and Chandan
Chakraborty (asst. Store Manager) for taking part in useful decision and giving
necessary advices and guidance.
It is my radiant sentiment to place on record my best regards, deepest sense of
gratitude to Mr. Nirbhik Jana (Area Manager), Mr. A.K Das Biswas (Faculty
guide), Pratik Roy (Regional manager) for their careful and precious guidance
which were extremely valuable for my study both theoretically and practically.
Lastly, I would like to acknowledge my gratitude to BIMS, Kolkata for providing
me with the opportunity to work on this project and to all my friends and
colleagues (Rounak, Rahul Kant, Saswati Mondal and Karthik sardar) with whom
I have worked as a team during my training period.

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DECLARATION

I hereby declare that the project entitled “A Study on Retail store operation and
customer service at U.S Polo Assn” submitted to the BMIS, Kolkata is a record of
an original work done by me under the guidance of Prof. A.K Das Biswas and this
project work is submitted in the partial fulfilment of the requirements for the
award of MASTER OF BUSINESS ADMINISTATION. The study was conducted at
U.S Polo Assn. City Centre 1, Kolkata. No portion of this work has been submitted
to any other university or institution for the award of any degree or diploma.

Signature of the student Signature of the Guide

Amchitama W Momin
(Bhavan Institute of Management Science)

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Certificate from the Arvind Lifestyle Brands Limited

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TO WHOM IT MAY CONCERN

This is to certify that the Summer Internship Project Work entitled study of “A STUDY ON
RETAIL STORE OPERATION & CUSTOMER SERVICE” is a bonafide work carried
out by Amchitama W Momin at “U.S Polo Assn.” submitted in partial fulfillment of the
requirements for the degree “MASTER OF BUSINESS ADMINISTRATION (MBA)”,
2017-2019 of “Maulana Abul Kalam Azad University of Technology (MAKAUT)”.

I hereby, certify that the material of the project has not been used in any other study or award
or any other degree or similar title or prize.

_____________________ Date: ______________________

Dr. Ramakanta Patra Place: Kolkata

Principal
Bharatiya Vidya Bhavan Institute of
Management and Science, Kolkata

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TO WHOM IT MAY CONCERN

This is to certify that the Summer Internship Project Work entitled study of “A STUDY ON
RETAIL STORE OPERATION ANS CUSTOMER SERVICE” is a bonafide work carried
out by Amchitama W Momin at “U.S Polo Assn.” submitted in partial fulfillment of the
requirements for the degree “MASTER OF BUSINESS ADMINISTRATION (MBA)”,
2017-2019 of “Maulana Abul Kalam Azad University of Technology (MAKAUT)”.

I hereby, certify that the material of the project has not been used in any other study or award
or any other degree or similar title or prize.

_____________________ Date: ______________________

Prof A.K Das Biswas Place: Kolkata

Bharatiya Vidya Bhavan Institute of
Management and Science, Kolkata

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EXECUTIVE SUMMARY

The project entitled “STUDY ON RETAIL STORE OPERATIONS AND CUSTOMER

SERVICE” carried out, was the result of extensive study of the ‘US Polo’ store
situated in City centre 1 Salt lake sector 1 Kolkata. The field of retail store
operations concerns all of the activities that keep a store functioning well each day.
In the best-run stores, everything is carefully considered, planned, and executed.
Operations includes many aspects, such as store design, display placement, customer
service, money and credit handling, shoplifting prevention, premises maintenance,
staff management, inventory optimization, and dealing with the entire supply
chain that leads to having products in the store. Many retail professionals say the key
to success - in stores or online - lies in superior customer service, both today and in
the future. There is a lot of synergy between your physical store and your online
operation. If you just have a physical store and not an online presence, you can
distinguish yourself by having amazing customer service. Actual human interaction
can never be replaced and that is the advantage that a store owner has.
In this study, I will provide an overview of the functions and responsibilities of today’s
retail store operations and retail management.

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Chapter 1

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Company profile
1.1 Introduction
Before fashion, Polo was a sport. The U.S. POLO ASSN. brand was created in 1981
out of the desire to have a clothing brand that truly reflected the spirit of the
sport of polo and helped support the activities of the United States Polo
Association (USPA). However, their roots in the sport date back as far as 1890,
when the USPA was founded.

Over the last 20 years, the brand has grown from 12 licensees to over 70
licensing partners worldwide. The initial launch of the U.S. POLO ASSN. brand
was in the United States, but quickly spread into Mexico, Central and South
America. The international market was developed soon after, first in Japan,
China, Taiwan, then into Europe, Middle East and India. Over the last five years,
the brand has experienced 22% annual sales growth.

US Polo opened its first store with India partner Arvind Brands. Arvind Retail
opened the first US Polo store in India in 2011 and has since added nearly 230
more. The brand caters to men and women and children who like looking good,
while maintaining their signature casual appearance. The range comprises of
home textiles, promotion items, marine products and more in addition to
underwear and ready-to-wear for men, women and children; accessories, shoes
and leather.
USPA Properties is a wholly owned subsidiary of United States Polo Association
and Arvind Lifestyle Brands is a part of Arvind Mills. Arvind Brands has been the
exclusive manager and authorized supplier of the US Polo Assn. brand in India
since 2007. In 2010, US Polo Assn. brand wholesale sales were around $7.12
million (Rs 38 crores) in India and $475 million (Rs 2,560 crores) worldwide.
Some of the other USPA stores in India are located in Delhi, Mumbai, Bangalore,
Chandigarh, Pune, Ahmedabad, Hyderabad, and Kolkata.

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1.2 Growth of- U.S Polo Assn

The U.S Polo Assn is the official brand of the United States Association, the non-
profit governing body for the sports of Polo in the United states since 1890. It is
the only brand that truly represents the heritage and tradition of the sport of
polo, not just a lifestyle.

Mr. David Cummings manages the U.S. Polo Assn. brand as the President & CEO
of USPA Properties Inc. (USPAP), the licensing arm of the U.S. Polo Association
(USPA). The Association’s trademarks and logos worldwide are managed by
USPA Properties.
Their products are sold in over 130 countries at independent retail stores,
department stores and U.S POLO ASSN brand stores. The U.S POLO ASSN brand
carries clothing for men, women and children, as well as accessories, luggage,
watches, shoes, home, furnishings.
Properties Inc. is the steward of the Association’s trademarks and logos
worldwide, with licences in the U.S and Canada, Mexico, the Caribbean, Central
and South America, Asia, China, Europe, Scandinavia, Russia, and the Middle
east. The Association’s trademarks and logos worldwide are managed by USPA
Properties, Inc, a wholly owned subsidiary of the USPA.
U.S POLO ASSN brand clothing and accessories represent the spirit and
traditions of polo- classic yet comfortable, sporty yet well dressed, high quality
yet accessible.
Profits generated by USPA Properties, Inc through the sale of U.S POLO ASSN
brand products directly support the USPA and its various programs. Since
incorporation in 1981, U.S Polo Assn. has reached total global retail sales in
excess of $1 billion. These revenues provide benefits for the Association’s player
members, support training centres for interscholastic and intercollegiate polo
competition and funf program in umpiring, competition and equine welfare.

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1.3 Quality and Target segment:

US Polo apparel products are made with high quality fabric with high price and
they are targeted at upper middle class & upper segment . U.S POLO products
are:
 Best Quality
 Positioned at premium price worldwide.

1.4 Primary Icon:

The double horsemen icon is the primary icon of U.S Polo Assn. This mark
reinforces the athleticism & the authenticity of the U.S Polo Assn. brand.

1.5 Category:
 Polo T-shirts
 Shirts
 Sweat shirt (Autumn Winter)
 Sweaters (Autumn Winter)
 Jacket (Autumn Winter)
 Jeans
 Shorts
 Crew Neck T-shirts
 Chinos
 Jamaicans

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1.6 Awards and Accolades

1. The U.S. POLO ASSN. brand has been recognized by DNR Magazine as
a Top 40 megabrand in the United States.
2. U.S Polo association was awarded the Best Men’s Casual Wear Brand
Award at the Myntra Tech Threads Function on 2nd Nov

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Chapter 2

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2.1 Arvind Limited Profile

Type: Public

Industry: Conglomerate

Founded: 1931

Headquarters: Ahmedabad, India

Key People: Sanjay Lalbhai (Chairman and Managing Director), Punit Lalbhai
(Executive Director), Kulin Lalbhai (executive Director)

Products: Denim, Knits, Woven, Engineering, Retail, Telecom, Advanced

material, agribusiness, real estate, the Arvind store

Revenue: Rs. 5,407.26 crore (US$750 million) 2016

Employees: 25,620

Subsidiaries: Arvind SmartSpaces, Arvind lifestyle Apparel Manufacturing PLC,

Arvind Brands and Retail Limited, Arvind Worldwide Inc., Arvind Internet Limited
etc.

Website: www.arvind.com

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2.2 Company Overview of Arvind Lifestyle Brands Limited

Arvind Lifestyle Brands Limited designs, distributes, and retails readymade

garment apparels and accessories in India and internationally. The company
offers its products under the AEROPOSTALE, ANALI, ARROW, THE CHILDREN’S
PLACE, ED HARDY, ELLE, EXCALIBAR, US Polo Assn., FLYING MACHINE, GANT,
GAP, HANES, IZOD, KARIGARI, MEGAMART, NAUTICA, Cherokee, TCP,
MOSSIMO, GEOFFREY BEANE, and RUGGERS brand names. It owns and operates
approximately 800 stores and 14.2mn retail space. The company is based in
Ahmedabad, India. Arvind Lifestyle Brands Limited is a subsidiary of Arvind
Fashions Limited.

Styles may be short lived, but for well over seven decades Arvind has been
defining and shaping many a collection and trendsetting styles across the ramps
and retail outlets of the fashion capitals of the world. Arvind is today
synonymous with a vast range of lifestyles products - be it fabrics or brands.
Time and again Arvind have been called to produce some of the finest fabrics
and exacting dresses for some of the world's most quality conscious brands –
while evolving their own extensive brand portfolio. Arvind accomplishes that by
aiming to attract, retain and nurture talent.

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Chapter 3

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3. Research Methodology
3.1 Introduction: This chapter focuses on research methodology that was
used in the study. It provides a detailed description of the research approach
adopted in this study. Period of study, Area of study, data collection, Sources of
data, and analysis methods used were presented in the subsequent sections.

3.2 Period of study: This study has been carried out for maximum period
of 6 weeks

3.3 Area of study: The study is exclusively done in the area of marketing
3.4 Data Collection: Data was collected using structured questionnaire
distributed to the 40 respondents. Data is collected with mere interaction and
formal discussion with different respondents.

3.5 Sources of data:

1. Primary data: The primary data was collected by the means of survey.
Questionnaire was prepared and interview was taken to the customers
when they were existing from the entry gate of the US Polo Store. The
Questionnaire contained 19 questions. The Questionnaire was designed
as much as possible to make customer open ended.
2. Secondary data: To proper understanding of the customer service and
store operation in US Polo store. A depth study was done from various
sources (i.e. Book) , data is also collected from the official website of
Arvind brands and the some articles from various search engines (i.e.
Google, Yahoo, answer.com).

3.6 Tools of Analysis: The market survey and the techniques for marketing
and investment is carried out by physically interacting with the potential
customers.

3.7 Sampling Size: The Sampling size of the study is 40 respondents

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3.8 Research Objective

1.To understand the customer satisfaction level of overall shopping
experience at U.S Polo Assn.
1. Consumer attitudes towards U.S Polo and why people prefer visiting it
over other retail outlets.
2. How much the factors like the distance of the store from consumer’s
house affect the decision of a customer choosing to visit U.S Polo.
3. Measure the extent to which customers find discount and other offers at
U.S Polo Assn. more exciting and attractive than those provided by other
retail outlets.
4. Check the brand loyalty of customers towards U.S Polo Assn.

3.9 Scope of the study:

The scope of the project is to unfold the working procedures in a store. Arvind
brands have more brands under them like Flying Machine, Arrow. Elle, Tommy
Hilfiger etc. As company have assigned me to work under US Polo Store, was
unable to study about the other brands working procedures.

3.10 ARVIND MILLS SWOT ANALYSIS AND, COMPETITORS USP

Arvind Mills:
Parent company Lalbhai group
Category Apparel and accesories
Sector Lifestyle and Retail
Tagline/Slogan We believe, we Endeavour, we dream
USP Constant innovation

Arvind Mills STP:

Segment Catering to all groups
Target Group Middle to higher income groups
Positioning A brand that everyone can afford

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Arvind Mills Swot Analysis

Strengths:
 One of the largest manufacturers of Denims in India and the world
 Economies of scale through complete integration
 Strong portfolio of domestic and International brands
 Arvind runs India's largest Value Retail Chain - Megamart with over 200
stores
 Latest Manufacturing tools in production of denims and clothing
 Skilled employees
 Over 26000 employees form the workforce for Arvind Mills

Weaknesses:
 Global penetration is limited as compared to a few other international
brands
 Presence of Indian and international brands offers more offering to
customers therefore high brand switching
 Lake of strong advertisement
 Reach of Arvind Mega Mart stores is limited to big cities
 Inability to retain skilled personnel
 Lack of efforts to build brand equity

Opportunities:
 Growth in the garment industry
 Global expansion and reach of brands to increase sale
 Rapid growth in target group as well as higher incomes
 Ability and willingness in India
 Customer trend changing to international brand

Threats:
 Increasing competition from Indian as well as international brands
 Cheaper imports from other countries, and pirated/fake products
 Excise duty

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 Due to both International and domestic brands higher brand switching is

seen

Arvind Mills Competitors:

Below are the main Arvind Mills competitors:
1. Madhura garments
2. Raymonds
3. S Kumars Nationwide Limited
4. Bombay Dyeing
5. Siyaram Silk Mills

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3.11 ANALYSIS
I have done the survey on U.S Polo Assn services which is provided to its
customers. Survey is done on 40 respondents of Kolkata who come to visit U.S
Polo Assn. With the help of this I am able to know what people think about U.S
Polo Assn. services. I ask different type of questions from the people in my
questionnaire. They give the answer as per their perception and with the help
of this we are able to know what they actually think about U.S Polo assn.
services.

Data Interpretation

1. Do you visit U.S Polo Assn?

a) Yes -37
b) No-3

No
8%

1 2
Yes
92%

Fig. 7.1

I ask this question to 40 people and most of them are aware of this brand. From
the above data it is clear that 92% of respondents visit US Polo Assn. whereas
8% respondents does not visit US Polo Store.

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2. How often do you visit U.S Polo Assn. Store?

a) Twice in a week- 8
b) Once in a week- 1
c) Once in a month- 26
d) Twice in a month- 2

d)
5% a)
22%
1
b) 2
3%
3
4
c)
70%

Fig. 7.2

From the pie chart depicted above, 22% respondent indicated that they
shopped twice in a week which is favourable for the business. 70% respondent
would like to shop once in a month and whereas 5% respondent like to shop
twice in a month. The lowest percent is 3% which is once in a week. We can
conclude that most people of City centre 1 US Polo Assn would like to shop once
in a month.

3. Were you made to feel welcome during your visit (greeted/thanked by

one or more associates)?
a) Yes- 32
b) No- 5

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No
14%
1
2

Yes
86%

Fig.7.3
From the above pie chart it is clear that Services provided by the US Polo to its
customers is up to the mark. Out of 37 respondent 86% respondent were made
to feel welcome during their visit whereas 14% respondent were not. We can
conclude that most customers are satisfied with this service.

4. Do you visit the store based on a promotion or sale?

a) Yes- 30
b) No- 7

No
19%

1
2

Yes
81%

Fig 7.4
In this pie chart we can see that 81% of respondent visit US Polo Store based on
promotion and sale, whereas 19% of respondent does not visit the store base
on promotion or sale. Thus we can conclude that sales and promotion plays a
vital role in retailing.

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5. Were the outfitted mannequins helpful in building an ensemble?

a) Yes- 33
b) No- 4

No
11%

1
2

Yes
89%

Fig.7.5
From the above pie chart it is clear that Mannequins play an important role in
visual merchandising. Thus we can conclude that Mannequins, help the
retailers to draw the customers to their stores.

6. Were the staff friendly, helpful and knowledgeable?

a) Extremely- 21
b) Moderately- 15
c) Slightly- 1
d) Not at all- 0

Slightly
3%
Moderately
1
40% Extremely
57% 2
3

Fig.7.6
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In this pie chart we can see the customers perception about the staff working in
US Polo store. 57% respondent said Extremely, 40% said Moderately and 3%
respondent said Slightly. But most of the respondent said good about the staff
working in Us Polo. Thus we can conclude that US Polo brand is popular not only
for their material but also for their customer service as their customer service is
really very helpful and staff members are also very friendly.

7. Did you enjoy the selections of products?

a) Yes- 35
b) No- 2

No
5%
1
2

Yes
95%

Fif.7.7
From the pie chart we can conclude that the 95% of respondent enjoy the
selection of product in US Polo, whereas 5% respondent were dissatisfied with
their product selection. We can conclude that US Polo Assn brand have
extensive collection of different products.

8. Did you like the quality of products?

a) Yes- 37
b) No- 0

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Yes
100%

Fig.7.8

From the above data we can say that most of the customers like the quality of
US Polo brand. 100% of respondent choose yes, which is good for the business.
Thus we can conclude that products provided by the US Polo brand are made
of high quality fabrics.

9. How often does U.S Polo stores have what you want in stock?
a) Extremely often- 9
b) Moderately often- 17
c) Very often- 6
d) Slightly often- 5
e) Not at all often- 0
Slightly
Extremely
often
Often
14%
24%
Very often
16%

Moderately
often
46%

Fig.7.9
This pie chart shows how often does U.S Polo have what customers wants
in stock. The percentage is given in the above pie chart. Thus it is clear

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that Inventory Management is an important thing to be considered in the

business world,

10.Compared to similar stores, how fair are this store’s prices?

a) Extremely fair- 10
b) Moderately fair- 15
c) Very fair- 9
d) Slightly fair- 3
e) Not at all fair-0

Total
Slightly fair Extremely
8% fair
27%
Very fair
24%
Moderately
fair
41%

Fig.7.10
This pie chart shows how many respondents thinks that the items available
in US Polo are fair in price. From the above pie chart it is clear that 15%
respondent thinks that the prices are moderately fair, 10% of the respondent
thinks that it is extremely fair, 9% thinks it is very fair, and the lowest percent
is 3% which is Slightly fair. Thus we can conclude that most of the respondent
in city centre 1 thinks that the prices in US Polo Assn store are moderately
fair.

11.Do you think that the service of discount offered by U.S Polo Assn.
attracts you for impulse buying?
a) Yes- 31
b) No- 6

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No
16%

Yes
84%

Fig.7.11
In this pie chart it shows how many respondent are attracted for purchasing
when US Polo Assn offered discount. The percentage is given in the pie chart,
84% yes and 16% No. Thus it is clear that an effective technique to increasing
sales is to offer certain products at a steep discount, which are called loss
leaders.

12.Was it easy to find items in your size?

a) Yes- 33
b) No- 4

No
11%

Yes
89%

Fig.7.12
From the percentage given in the above pie chart it is clear that store design
responsibilities taken by the staff in US Polo store is up to the mark. Thus, we

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can conclude that it is important to arrange the articles according to size or type
together, it saves time from looking around and trying to mix and match things.

13.Was the store visually appealing?

a) Yes- 35
b) No- 2

No
5%

Yes
95%

Fig.7.13
From the percentage given in the pie chart it is clear that 95% respondent
believed that the store is visually appealing. 5% believed it is not. Thus we can
conclude that First impression counts, the entrance reflects the personality of
your store and must entice the passer by to enter.

14. What is your attitude towards calls from U.S Polo Store?
a) I do not entertain calls from store- 28
b) I get irritated and scold them- 0
c) I listen to them and calmly say ‘no’- 3
d) I look forward to such calls- 6

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d)
16%
c) 1
8%
3
4
a)
76%

Fig.7.14
From the above pie chart we can see that 76% do not entertain calls from US
Polo store, 8% of the respondents listen to them and calmly say ‘no’. whereas
16% of the respondents look forward to such calls. Thus, we can conclude that
majority of the customer do not entertain tele calling from store.

15.Was the wait time, at checkout reasonable?

a) Yes- 35
b) No- 2

No
5%

Yes
95%

Fig.7.15
From the above pie chart it is clear that the 95% of respondent find the wait
time at checkout reasonable. Whereas 5% of the respondent said no. We can
conclude that majority of the customers are satisfied with this service.

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16. Did the cashier process the transaction quickly and effectively?
a) Yes- 31
b) No- 5

No
14%
1
2

Yes
86%

Fif.7.16
In this pie chart it shows that 86% of the respondents believed that the cashier
process the transaction quickly and effectively, whereas 14% respondents are
dissatisfied with this service. Thus we can conclude that majority of the
customer are satisfied with this service.

17.Based on your experience, would you return to this store for

(product/service)?
a) Yes- 26
b) No- 0
c) Maybe- 10

Maybe
28%
1
3

Yes
72%

Fig.7.17
From the pie chart it is clear that 72% of the respondent would like to
return to this store, whereas 28% of the respondent are not sure.
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18.What is your overall satisfaction level about services provided by U.S Polo
Assn.?
a) Highly Satisfied- 9
b) Satisfied- 15
c) Neutral- 11
d) Dissatisfied- 1

Dissatisfied
3%
Highly
Neutral Satisfied
30% 25% 1
2
3
Satisfied
42% 13

Fig. 7.18
In the above pie chart it shows the satisfaction level of customers with the
service provided by US Polo. Majority of the customers are satisfied. Percentage
is given in the pie chart.

19.Which promotional services do you expect from U.S Polo Assn?

a) Free Gifts- 16
b) Coupons- 4
c) Discount offer- 16

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Discount
Offer Free gifts
1
44% 45%
2
Coupons 3
11%

Fig.7.19
In the above pie chart it shows which promotional services customers expect
from US Polo Assn. we can see that 45% of the respondent want Free gifts, 44%
want discount offer, whereas 11 % want coupons. Thus we can conclude
that promotional offers are used to motivate consumers to buy.

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Chapter 4

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4.1 WHAT IS MEANT BY RETAIL STORE OPERATIONS?

Typically, when people use the term retail store operations, they’re referring to most
of the functions and jobs in stores. How the term translates for individual operations
depends on the type of store and the specific company’s organizational chart.

So, retail operations can encompass everything about how a store operates each
day. If we think about it linearly, we can see examples of responsibilities. Start with
choosing the store’s location and designing the store. Then think about how the
store plans, orders, and adjusts its product inventory: How it prices items and
displays them in the store, under what lighting, in what arrangement, and with what
signs. How it treats its customers throughout the store experience, from entry to
exit. How it handles cash and credit. How it handles returns and refunds. How it
handles price markdowns and sales. How it manages its staff and maintains its
premises. How it handles data about customers, products, sales, and revenue. All of
this can fall under the field of retail operations.

Retail can fall under goods or services. Some stores are both. A retail clothing store
is mostly goods. A dry-cleaner offers a service. A tire store sells both a product (tires)
and service (installation).

Traditionally, the term store meant a brick-and-mortar store, but increasingly people
blur the distinction, even referring to online stores. The term retail clearly applies to
both physical stores and online operations. Each year, more and more sales are
made online as consumer habits continue to change, and as the nature of
competition changes. overview of responsibilities that may fall under the field of
retail store operations:

 Design

 Customer Service

 Product Inventory

 Administration

 Store Management

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4.2 Store Design Responsibilities

Design and aesthetics are a major part of the shopping experience. Design is both art
and science, often using data to help make choices, such as product display and
placement. Here are aspects of design that fall under retail operations.

 Creating departments within a store: This is important for item findability in

a store, as well as for delivering tailored customer service.

 Visual Merchandising and display: Create attractive displays of

products to set a tone and an expectation. Sometimes, you aren’t just selling a
product - you’re selling an experience. A pleasing display of merchandise sends
a message to the would-be buyer, and so does a sloppy, unkempt table. Even
the height at which items are placed can make a big difference. Some
professionals use a retail planogram, a type of diagram, to detail the placement
of items in a store.

 Store Atmosphere: Lighting, music, and consistent overall store

maintenance create a pleasant atmosphere that makes customers want to
shop there. Unpleasant factors like clutter, odours, inadequate air
conditioning, or unserviced restrooms can turn off customers. At the best
stores, employees strive to create a pleasant atmosphere that helps to define
the brand.

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 Signage: Posting signs, both outside and inside, help to direct customers
and make them aware of products, services, and offers. Without good signage,
a store can be difficult to navigate, and customers might not see what store
managers want them to see.

 Store space management: Avoid clutter and disorganization by

managing space well in the store. Make items easily accessible and use out-of-
the-way space for storage.

4.3 Customer Service Function:

Much of a store’s success depends on customer service - how it treats its customers.
Customers may not always be right, but they’re always the customer, representing a
potential sale and potential review. With excellent customer service, stores can
increase their competitiveness, and even make up for shortfalls in other areas, such
as convenience or pricing.
The following questions address elements of customer service:

 How are customers greeted when they enter the store?

 Is there a familiarity with repeat customers?

 Is personal service offered? At what point?

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 If the store doesn’t have what the customer wants, how does the store handle
that? Is it willing to say who else might have the item?

 Does the store offer helpful guidance - after really listening to the customer?

 Is loyalty rewarded, such as through loyalty programs?

 If the customer has a problem or concern, how does the store handle it?

Returns and refunds are another vital area of customer service. A store buys faith and
loyalty with customers when it handles returns easily and without hassle. Customers
want to know that if they make a mistake with a purchase, the store won’t penalize
them. Stores should also carefully track returns to understand patterns and resolve
problems. Technology makes this process easier.

4.4 PRODUCT INVENTORY RESPONSIBILITIES

For a store to succeed, it needs to have the products to satisfy its customers. This is
the fourth area of retail operations: inventory management. Stores do their best to
balance supply and demand for products in a constant cycle of selling and restocking.
If a product doesn’t move well, it is replaced with something that does. If a product
does sell well, the store increased its inventory. It may sound simple, but the quirks
of supply and demand can make inventory management difficult. Problems in the
supply chain can make it hard to get hold of desired products. A sudden shift in
demand, such as a new product making an older one less attractive, can catch a store
by surprise.
These functions fall under inventory management:

 Ordering Merchandise: Buyers place orders for products, trying to

anticipate the demands of customers. They’re trying to get the right products
in the right quantities at the right time. To be efficient and cost-conscious, they
don’t want to order too much. In an automated system, the inventory needs
are forecasted, so stock replenishment is automated. Another factor to
consider is the merchandise mix. Stores want to ensure that the customer has
a variety of products, sizes, colours, and other features to choose from, at
appropriate price points.
 Receiving Stock: Stores receive shipments from suppliers and
distributors. They carefully track and record it all, and make sure it’s handled
properly and is in good condition.
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 Using an inventory system: The three

main types are perpetual inventory, physical
inventory, and combined. With perpetual inventory,
the counts are updated upon each sale. This is what
happens with today’s computerized POS systems.
With physical inventory accounting, the business
physically counts its inventory. With a combined
system, both methods are used, where the physical
count provides a cross-check of the computerized system.
 Pricing: Stores set the prices and mark the products either physically on the
product or in the computer via the product’s barcode, or both ways. Price
reductions are based on supply and demand, season, promotions, and other
factors.
 Merchandise handling: This includes stocking shelves and displays,
moving items for customers, and shipping items to customers.

4.5 RETAIL ADMINISTRATION RESPONSIBILITIES

These functions fall under administration, the fifth major area of operations.

 Managing the premises: Maintain the store in good working order.

Make sure customers aren’t turned off by inadequate facilities or poor
maintenance. Like a home, a store requires consistent care and attention.
Customers may judge you based on a littered parking lot, insufficient air
conditioning, or dirty restrooms.
 Training of employees: Employee training is essential, especially given
the frequent turnover in retail jobs. Employees must be trained in customer
service and store procedures, such as cash handling and internal controls.
 Managing of promotions and events: Stores rely on promotions and
sales to drive additional business.
 Data management and use of technology: This includes
streamlining store operations with POS systems, barcoding, and use of
a customer relationship management (CRM) platform. With smart use of
customer data, stores can guide targeted customers toward sales and offers,

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build their loyalty, and improve customer service to them - while increasing the
store’s bottom line. Stores can also use data to root out bottlenecks and
discrepancies, thereby increasing efficiency and timeliness.

4.6 Managing the store

The job of a retail store manager is overseeing the everyday running of a retail
store. Some of the key retail services performed by a retail store manager are:
Meeting sales and personal targets as well as customer satisfaction via
maximizing the shopping experience of customers; managing all aspects of the
operations of the store in order to ensure maximum sales as well as profitability.
Retail management also includes focusing on key initiatives in business, daily
cost control in operations, risk management, payroll management, loss
prevention, inventory management, marketing execution, and store
presentation.
Retail store managers should have organizational skills which includes the ability
of paying attention to detail as well as following-up matters. The job also
involves the capability of managing multiple priorities along with management
skills like communication, recruiting, training, and coaching. Here are some tips
that can help you to become a successful retail store manager

 The customer is always right: Yes, that age-old saying holds true
even today. The customer is the most important facet of any business.
Hence, as a retail store manager you need to ensure that the whole team
comprehends that, and behaves as if they do.
 Make the customer feel special: Everybody likes feeling special.
So, when you are with a customer, give him or her exclusive attention,
listening closely to whatever they may be saying to you. During that time
don’t let anything else interrupt you.
 Please the customer: Although this is touted often, it is seldom
practiced. As a retail store manager, see to it that the sales staff does that
extra bit to make the customer feel pleased, especially as a measure of
calming their displeasure about something. For instance, some special
store giveaways can be packed with their purchases.

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 Promise less and deliver more: You have heard of the old saying
‘Don’t promise what you cannot deliver.’ Well, by giving more than
whatever you may have promised, you can build a strong customer
rapport, both inside as well as outside the retail store.
 Appearances do matter: Although you may dismiss it as a
superficial aspect of a superficial consumerist society, however, there is
no escaping the fact, that the first impressions of the store, including the
staff – how they are dressed and how they behave do matter. People do
care about the ambience of where they shop.

 Display merchandise attractively: A vital part of retail store

management is seeing to it that the merchandise is displayed properly. If
the items are not displayed or seen properly, they won’t be sold in the
numbers that they ought to be. Merchandise should look crips and new
at all times. If the items are shop-worn, they should be put in the bargain
section. Items that are usually bought on impulse should be placed on
display close to the cash out area. Also, appropriate sections should be
made for merchandise, and the items should be placed in the correct
sections. Items that are similar in nature should be placed in the same
area.

 Items should be shown to advantage: Apart from displaying

merchandise attractively, as a retail store manager, you should also make
sure that the items are placed in such a way that they draw the customer’s
attention. Hiding or stacking merchandise will not attract the attention of
the customer. When thinking about how to display items, try to imagine
what the customers will view with the display. Placing merchandise at eye
level, or a little lower than that, is the best way to display specials.
Placards and signs are also another method of grabbing the eye of the
customer.

 Get rid of unsold merchandise: The bottom 10 to 20 percent of

the product lines should be gotten rid of every year to be replaced by new
products. The product lines that are not selling well should be marked
down to half their price in order to sell them off fast.

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 Clear up shopping areas: While making racks and other display

areas full, clear up other areas. According to studies it has been shown
that having easy shopping areas results in more sales rather than having
more racks and tables cluttering up the store.

 Timely ordering of inventory: This is another important aspect of

a retail store manager’s duties. The levels of inventory should be
monitored and kept in adequate amounts at all times. If customers do not
find what they are looking for, they will just go to another store. Hence,
the store manager must keep track of the inventory constantly.

4.7 STANDARD OPERATING PROCEDURES AND CHECKLISTS

FOR STORE OPERATIONS

To run smoothly and efficiently, stores should define their daily, weekly, and monthly
processes in written standard operating procedures. These procedures can be paired
with checklists to ensure they are being carried out properly, by the correct people at
the correct time. Virtually every operations function detailed in this article should
have a written procedure compiled into an operation manual to ensure uniformity
and consistency. Here are examples:

General store opening and closing:

 Employees assigned to open should arrive early to prepare the store for its
opening to the public.

 The store should be opened to the public on time, indicated with signs or lights
as appropriate.

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 Employees should begin preparing at a designated time for the store to close.
This typically includes cleaning and other preparation for opening the next day.

 The store alerts customers at a specified time, such as thirty minutes before and
again ten minutes before, that the store will be closing. Staff may pull gates,
change the lighting or perform other steps to alert customers.

 All cash is counted, reconciled, checked by a manager, and locked. All keys go to
the person in charge of that. The procedure should define in detail how
important matters like this are carried out.

 Opening and closing work is subject to inspection by someone responsible for

that, as appropriate.

Merchandise Handling:
 Product shipments should be received in a set procedure to ensure everything
arrives in good condition and in the proper quantity.

 Route products in an efficient manner to the proper location in the store, either
to the shelves, storage, or holding area.

 Enter products in the inventory system for tracking.

 Return damaged goods according to standard operating procedures.

Customer Service:
 Help customers in a way that befits the brand (this can be spelled out in written
procedures).

 Accept and route customer complaints to the proper person for response and
resolution.

 Do home delivery of large items on a certain schedule.

 Special orders may be possible to get items not regularly stocked.

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DAILY STORE CHECKLISTS

Running a store efficiently and smoothly requires a disciplined approach. These
checklists show the range of things customers might judge in a store and what staff
can do to make sure daily operations run smoothly.

 Clean your windows and glass doors of smudges. Make sure your window
display looks good each morning.

 When you turn on the lights, replace any burned-out ones promptly.

 Clean, sweep, or vacuum your store floors at closing time.

 Empty all trash receptacles as needed, plus at closing.

 Throughout the day, straighten up the merchandise displays. Don’t leave

unfolded clothes or disorganized shelves.

 Promptly clean up any spills or breakage.

 Keep all checkout areas spotless and uncluttered.

 Don’t leave empty boxes in the aisles any longer than necessary when
restocking.

 Promptly attend to any unpleasant odors

Daily Store Opening Checklist:

 Arrive early to prepare the store for opening to the public.

 Disable any alarm system and turn on lights.

 Prepare the registers or POS system for the day. Check cash levels.

 Walk the store and do any necessary straightening, cleaning, or decluttering.

 Take note of any items not completed properly at the previous night’s closing.

 Adjust the air conditioning or heat for customer comfort.

 At opening unlock the front door or gates and turn on any signs that alert the
public that you’re open.
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Daily Store Closing Checklist:

 Start closing procedures at a certain time, or when the person in charge says it’s
OK. Don’t rush customers out long before the advertised closing time.

 Announce to customers that you’re closing soon. You also might lock the doors
to new customers at a particular time.

 When the last customers leave, signal that you’re closed with appropriate
signage.

 Walk the store and do any necessary straightening, cleaning, or decluttering.

The opening people depend on this being done properly.

 Restock shelves at this time, or as needed, but don’t interrupt customers

unnecessarily.

 Make sure all shelves, racks, and displays are properly filled and arranged.
Customers often don’t put things back correctly.

 Empty all thrash receptacles and discard boxes and packing materials left in
storage areas.

 Close out all registers or the POS system. Count the cash and reconcile it and
credit payments with sales. Do all necessary cross-checks based on your internal
controls.

 Based on your procedures, you might take some cash to another spot, such as
the back office, for later deposit.

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Chapter 5

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5.1 Retail Customer Service:

Retail customer service is those small interactions when an associate is waiting

on a shopper that should make the shopper feel like they are the most
important person in the store.
Many retailers use customer service and customer experience interchangeably,
but they are not.

Customer service is one-on-one between a salesperson and a shopper. The

customer experience is the customer’s entire event of shopping in a brick and
mortar retail store, from the moment they arrive in the parking lot all the way
to the time they are back in their car. Note that the customer experience does
not have to include customer service.

With online retail growing every year, retailers with physical stores are
discovering that they have let their customer service decline over the years
and, as a result, the entire shopping experience for their customers has kept
them from coming back.

The unique advantage brick and mortar retailers have is that they can control
the entire customer experience within their four walls. But how do you do it?
That’s the key.

While many retail organizations think that retail salespeople are the only ones
who need to excel at retail customer service, anyone who answers the phone,
who is at a buy-online-pickup-in-store desk, a warehouse worker or a driver—
in short, anyone who serves a customer—needs to know not just a philosophy
of others first, but the exact steps to deliver it again and again.

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5.2 Retail Customer Service Strategy

The four basic principles that should be included in store's retail customer
strategy are:
 Making customers feel included
 Eliminating friction in making a sale
 Increasing impulse purchases
 Scoring it all. Be sure to score your customer service as average, very
good, or excellent.

5.3 Retail Customer Service Management

The key to any retail customer service management plan is to know who
exactly is involved in the day-to-day execution of the strategy. In other
words, who is going to ultimately be responsible for what you now
expect your shoppers to experience?

Area managers, district managers, store managers, and shift leads are all
appropriate positions that have to own the day-to-day execution of a
retail customer service program.

Shift leads are the first line of defence because they are closest to the
associates, but they’ll need training on how to coach and not just be a
tattletale to the assistant manager or manager.

District managers are able to look at trends in local regions to nip

excuses in the bud and keep each store engaged. Area managers and VP
of Operations must be looking at the bigger picture and at social media
reviews with real time feedback to see how well stores are doing at
creating an exceptional experience, but it starts at the top as well.

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Chapter 6

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KEY PERFORMANCE INDICATOR (Measuring Business &

Performance)

Retail math is used daily in various ways by store owners, managers, retail
buyers, and other retail employees. It is used to evaluate inventory purchasing
plans, analyse sales figures, add-on mark up, and apply markdown pricing to
plan stock levels in the store. Although computer programs and other tools are
available, performing these retail math calculations yourself requires familiarity
with formulas.
We’ve all heard the saying, “what gets measured gets done.” Which means a
regular measurement and reporting keeps one focused because the information
that is acquired helps us to take decisions to improve results. This measurement
is known as “KEY PERFORMANCE INDICATORS.” Key performance indicator
parameters help us measure a store’s performance and individual contribution
to overall business.
The most common used KPI metrics for retail are:

FOOTFALLS (FF)

CONVERSION RATE (CR)

LIKE TO LIKE (LTL)

AVERAGE SELLING PRICE (ASP)

AVERAGE TICKET SIZE (ATS)

AVERAGE BASKET SIZE (ABS)

SALES PER SQFT PER DAY (SSPD)

SELL THRU

SALES OVER TRAFFIC (SOT)

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Measuring of these KPI begin as soon as a customer enters your store. Whether
he makes a purchase or not, the KPIs get affected. For example, if the customer
makes a purchase then most of your KPIs will get affected and even if he does
not make a purchase, still the footfalls and conversion rates are affected.
So, it is clear that improving store KPIs is every individual’s responsibility. Even
if one person’s performance is low, the overall store KPIs are affected negatively.

6.1Footfall:

The number of people visiting a shop or a chain of shops in a period of time is

called its footfall. Footfall needs to be converted into sales and this is not
guaranteed to happen. Many retailers have struggled to turn high footfall into
sales. It I also referred as walk-ins.

Formula- Football/ Walk-ins = No. of people who enter the store. Can be
obtained hourly or daily

6.2 Conversion Rate (CR):

Conversion rate is the percentage of customers who walked in to the store and
made a purchase against total number of footfalls. It can be any small or big
purchase. Conversion measures the ability of store team to convert footfalls in
to customer’s purchase decision by providing the ideal purchase environment.

For example, if store’s footfalls are high that means that the store is attracting
plenty of customers but a low conversion rate indicates that store team is not
able to maximize the sales opportunities.

Formula to calculate Conversion:

Conversion rate = no. of bills/ no. of footfall *100
eg. If 50 customers walked in and total 27 bills are generated then the
conversion rate is equal to 27/50*100 = 54% walk-ins converted as customers

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6.3 Like to Like:

We always measure our achievement against our previous records. Similarly, we
measure our stores’ growth in sales compared to same period of previous year.
LTL is also known as YOY (Year on Year).
Formula to calculate Like to Like:
Like to Like = (current year sales-Previous year sales)/previous year sales *100

6.4 Average Selling Price:

The Average selling Price is the average unit sales price of all the products sold
in the store for the given period.
Formula to calculate ASP:
Average Selling price = Total sales for a period/ No. of items sold for a period

6.5 Average Ticket Value:

ATV is also known as Average Bill Value (ABV). It has two full forms ‘Average
Transaction Value’ and ‘Average Ticket Value’. It indicates; on an average how
much value of merchandise customers have purchased per bill.
Formula to calculate Average Ticket value:
Average Ticket Value = Total sales for the period / no. of bills for the period

6.6 Average Basket Size (ABS):

The Average basket Size is the number of items bought, on an average, by each
customer in the store. It can be done on day-by-day basis, or over a longer period
and can be measured across individual, stores and employees or company wide.
This is also known as Quantity Per Bill (QPB), Units per transaction (UPT) and
items per Transaction (IPT).
Formula to calculate Average Basket size:
Average Basket size = no. of items sold for the period/ no. of bills for the period

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6.7 Sales Per square Feet Per day (SSPD):

Sales per square feet is another KPI which indicates the amount of revenue
being generated per every square feet of the store per day. We need to
consider complete store area including back room & trial room for calculating
SSPD. It is also known as SSPD (Sales per Square Feet).
Formula to calculate Sales Per Square feet Per day:
Total sales/Total store area in square feet/No of days

6.8 Sell Thru:

Sell Thru basically looks at how many pieces are you selling of a season or
category or product line & is calculated in percentile. The ratio of the quantity
of goods sold by the store against the quantity of the goods received for a given
period is known as Sell Thru. Usually, sell thru is calculated for a season. For
stores, it is important to track it monthly.
Formula to calculate Sell thru:
Sell thru = sold quantity/opening stock at beginning of month*100

6.9 Sales Over Traffic (SOT):

Sales Over traffic measures the value of business generated form each footfall.
Formula to calculate Sales Over Traffic:
SOT = Sales/Traffic

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Chapter 7

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FINDINGS & SUGGESTIONS

FINDINGS:
1. Work space environment is not clean because of less space allotted.
2. Ideas on designing & styling of product are good compare to other brands.
3. If we compare sales ratio, men’s category products sells more than Kids
and women’s wear.
4. USPA mainly focusing on casual wear and sportswear, formal wear is not
there in this brand.
5. Brand awareness of USPA brand is less compare to other brands in Arvind.
Advertisement related to USPA may increase foot fall to stores.
6. In all categories- US Polo has Polo t-shirts in all colours.

SUGGESTIONS:
1. Designing team has to bring up different styling for kids and women’s with
innovative images.
2. Increasing barcode sticker machine will avoid waste of time and delay of
work.
3. Advertisement and sales promotion has to be increased to spread brand
awareness.
4. Review meeting within team has to be done.
5. Women’s and kids category collections and designs to be increased.

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Limitations
Preparation of a project report and conducting a research is a whole
process which is carried out in a number of steps. Therefore, through out
the whole process of research there are number of difficulties
encountered by researcher, at every step. In the present study we may
assume following limitation:

1. Data don’t represent entire population behaviour.

2. This research was done in Kolkata city only hence this conclusion is
valid only for Kolkata.
3. It is very difficult to measure perception by means of mathematical
calculation.
4. It was assumed that respondent have the knowledge of the choice
that were given in the questionnaire and respondent were
compelled to choose only from given alternatives.
5. Incomplete information

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CONCLUSION

With my constant effort and numerous help from the respondents and my Store
manager I am able to put the in-depth study regarding the Retail store operation
and customer service. The data that are collected with the help of the
questionnaire are already plotted and described in the preceding chapters.
Arvind is one of the leading companies in the world, really they are holding true
to it. The company has its strong heritage and is leading among all. They have
strong vision and mission and each individual in the company who is working for
it is very much loyal to it.
Arvind lifestyle brands are a small section of the vast Arvind fields and each
brand is today one of the leading brands in India. USPA among them is nurturing
its loyal as well as new customers to its best and continuing to be better than
best. When we observe the U.S Polo brand in the market, it is growing up slightly
with the competitors and move positively and developing a unique and
outstanding position in the market.
Concluding that it is a great experience being with Arvind, it is one of the best
and hold true to it to the core. One is fortunate to be part of it.

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QUESTIONNAIRE
I am Amchitama W Momin , 2nd Year MBA student at Bhavan Institute Of Management
Science, Kolkata. I would like to request for your participation in a survey. The goal of my
research is to know what people think about U.S Polo assn. brand and its services And what
changes they want in these .This survey will take 4- 5 minutes to complete. Please rest assured
the information you provided will be used for academic and research purposes only.
1. Name:

2. Gender:
Female
Male
Prefer not to say
Other

3. Age:
Below 25
25-35
35-45
Above 45

4. Occupation:
Employment
Business
Student
Other

5. Monthly Income (optional)

Below 10,000
10,000-25,000
25,000-35,000
Above 35,000

6. Address:

7. Email Id or phone No:

8. Do you visit U.S Polo Assn.?

Yes
No

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9. How often do you visit U.S Polo Assn.store?

Twice in a week
Once in a week
Once in a month
Twice in a month

10. Were you made to feel welcome during your visit (greeted/thanked by one or more
associates)?
Yes
No

11. Do you visit the store based on a promotion or sale?

Yes
No

12. Were the outfitted mannequins helpful in building an ensemble?

Yes
No

13. Were the staff friendly, helpful and knowledgeable?

Extremely
Moderately
Slightly
Not at all

14. Did you enjoy the selections of products?

Yes
No

15. Did you like the quality of products?

Yes
No

16. How often does U.S Polo stores have what you want in stock?
Extremely often
Moderately often
Very Often
Slightly often
Not at all often

17. Compared to similar stores, how fair are this store's prices?
Extremely fair
Moderately fair
Very fair
Slightly fair
Not at all fair

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18. Do you think that the service of discount offered by U.S Polo Assn. attracts you for impulse
buying?
Yes
No

19. Was it easy to find items in your size?

Yes
No

20. Was the store visually appealing?

Yes
No

21. What is your attitude towards calls from U.S Polo store?
I do not entertain calls from store
I get irritated and scold them
I listen to them and calmly say ‘no’
I look forward to such calls

22. Was the wait time, at checkout reasonable?

Yes
No

23. Did the cashier process the transaction quickly and effectively?
Yes
No

24. Based on your experience, would you return to this store for (product/service)?
Yes
No
Maybe

25. What is your overall satisfaction level rate about services provided by U.S Polo Assn.?
Highly Satisfied
Satisfied
Neutral
Dissatisfied

26. Which promotional services do you expect from U.S Polo Assn.?
Free Gifts
Coupons
Discount Offer

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Annexures
I have referred to various websites and references for the successful
completion of this project. They are as follows-
 www.wikipedia.com
 www.arvindbrands.com
 www.arvind.com
 www.uspolo.org
 www.fashionunited.in
 www.fibre2fashion.com
 www.bloomberg.com
 www.smartshut.com
 Management study guide
 www.wordpress.com
 Times of India

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