1. Consumer Experience...........................................................4 1.1 Preparation for the Day..............................................................................................4 1.2 Consumer Engagement..............................................................................................5 1.2.1 Customer Entry Process......................................................................................5 1.2.

2 Customer Buying Process...................................................................................6 1.2.3 Cashiering Process..............................................................................................7 1.2.4 Customer Returns................................................................................................8 1.3 Retail Selling Skills..................................................................................................10 1.4 After Sales Contact..................................................................................................12 2. Inventory Management at the Stores.................................13 2.1 Stock Management...................................................................................................13 2.1.1 Responsibilities of the manager........................................................................13 2.1.2 Responsibilities of the Customer Associates....................................................13 2.1.3 Stock Supply.....................................................................................................14 2.1.4 Stock returns.....................................................................................................21 2.1.5 Stock transfers back to the RDC.......................................................................21 2.1.6 Stock checks......................................................................................................22 3. Store Operations................................................................23 3.1 Store Maintenance....................................................................................................23 3.1.1 Floor Maintenance:...........................................................................................23 3.1.2 Backroom maintenance.....................................................................................24 3.1.3 Restroom maintenance......................................................................................25 3.1.4 Trial room maintenance....................................................................................25 3.2 Measuring Efficiencies of Store Operations............................................................27 3.2.1 Store Ops and VM Audit:.................................................................................27 3.2.2 Mystery Shopper ..............................................................................................27 3.2.3 Information Flow from Store............................................................................27 3.2.4 Online Reports..................................................................................................28 3.3 Security Tag Handling.............................................................................................29 3.4 End of Season Sale...................................................................................................30 3.4.1 Identification of merchandise .......................................................................30 3.4.2 Deployment of merchandise.............................................................................30 3.4.3 Display of Merchandise....................................................................................30 3.4.4 Man power .......................................................................................................30 3.4.5 Billing/ Delivery Counters ...............................................................................30 3.5 Business Planning....................................................................................................33 3.5.1 Measurement of KPIS......................................................................................33 3.5.2 Steps To improve KPIs....................................................................................33 3.5.3 Sell thru Analysis..............................................................................................34 3.5.4 Profitability analysis ........................................................................................34 3.5.5 Dept /Category analysis....................................................................................34 3.6 Divisional Audit Guidelines.....................................................................................35 4. Driving Retail Productivity through Friedman....................36 4.1 Introduction to Friedman.........................................................................................36

4.2 The Friedman Vision...............................................................................................36 4.3 The Friedman Group Philosophy.............................................................................37 4.3.1 Need for Customer Associate............................................................................37 4.3.2 Definition of Ideal Store...................................................................................37 4.3.3 Non Negotiables................................................................................................37 4.4 Friedman Formats....................................................................................................39 4.4.1 Weekly Minimums Planner..............................................................................39 4.4.2 WMP Ground Rules..........................................................................................39 4.4.3 SQMS/ IQMS....................................................................................................40 4.4.4 Weekly Performance Summary DPS/WPS....................................................40 4.4.5 Conversion Rate Card.......................................................................................42 4.4.6 Rotation Log.....................................................................................................42 4.5 Progressive Discipline..............................................................................................43 4.6 Incentive Policy........................................................................................................44 4.6.1 CA Incentives....................................................................................................44 4.6.2 SM Incentives...................................................................................................44 4.7 Project Goldstar........................................................................................................46 5. Statutory Compliances ......................................................47 6. Cross Functional Processes................................................49 6.1 Marketing.................................................................................................................49 6.1.1 Visual Merchandising.......................................................................................49 6.1.2 CRM..................................................................................................................50 6.1.3 Micro Marketing...............................................................................................54 6.2 Finance.....................................................................................................................56 6.2.1 Cash Deposit.....................................................................................................56 6.2.2 Gift Vouchers....................................................................................................56 6.2.3 Petty cash management.....................................................................................58 6.2.4 Exception Invoicing and Manual Invoices........................................................58 6.2.5 RO Positive.......................................................................................................59 6.2.6 Gate Pass...........................................................................................................59 6.2.7 Internal Debit....................................................................................................60 6.2.8 Fixed Assets .....................................................................................................60 6.3 Human Resource......................................................................................................62 6.3.1 Leave.................................................................................................................62 6.3.2 Salary Processing..............................................................................................62 6.3.3 Medical..............................................................................................................62 6.3.4 Retiral Benefits.................................................................................................62 6.3.5 Mentoring fresh recruits ...................................................................................62 6.3.6 Refresher training..............................................................................................63 6.3.7 MITR Program..................................................................................................63 6.3.8 Stars N Stripes...................................................................................................63 6.3.9 WINGS..............................................................................................................63 6.3.7 WOW................................................................................................................64 6.4 IT..............................................................................................................................65 7. Handling legal Notice..........................................................67 8. Roles and Responsibilities..................................................68

8.1 Role of a Store Manager..........................................................................................68 8.1.1 Principal Accountabilities:................................................................................68 8.2 Role of a Customer Associate..................................................................................70 8.2.1 Principal Accountabilities:................................................................................70 9. Store Manager Handover Process.......................................71 10. List Of Annexures.............................................................73 9.1 Opening & Closing Checklist..................................................................................73 9.2 Store Ops Audit Format...........................................................................................73 9.3 Store VM Audit Format...........................................................................................73 9.4 Friedman Formats....................................................................................................73 9.5 Statutory Compliance Details (Region Wise)..........................................................73 9.6 Monthly Business Report.........................................................................................73 9.7 Rotation Log............................................................................................................73 9.8 Expense Tracker for Store Manager........................................................................73 9.9 Category Sales Performance Vs. Stock....................................................................73 9.10 Club Wills Manual.................................................................................................73 9.11 TE Limit.................................................................................................................73 9.12 Movex Snapshot.....................................................................................................73 9.13 Exception Invoice Process/Resolution...................................................................73 9.14 EHS Guidelines......................................................................................................73 9.15 VIP Visit Checklist................................................................................................73 9.16 Duty Roaster..........................................................................................................73 9.17 Procedure Note For Physical verification Of Stocks.............................................73

1. Consumer Experience
Effectiveness of an efficient customer engagement programme in a retail store operation reflects in a positive customer experience, sale and higher customer retention. The same is dependant on four basic parameters which a store should focus on:

Store Ambience

Customer Engagement

SALES

Merchandise Mix

After Sales Contact

The same has been detailed in the subsequent processes below.

1.1 Preparation for the Day

Designated staffs / Housekeeping & Security staff to report at the store an hour prior to the store opening for customer entry. Store Opening checklist to be followed to ensure due completion of tasks. (Annexure- Opening and Closing Checklist) Daily briefing to be conducted by the Store Manager DPS review of last day / Target for the day / Customer Requirement/ Club Wills enrollment / VOCs filled on the last day / Grooming check / Transaction and other work backlog of the previous day to be reviewed and discussed /Action point to do. Saturday breakfast meeting to be conducted on a weekly basis Team Building and skill enhancement exercises / Competition analysis / Inventory feedback / KYBC (Know Your Big Customers) Stores Notice board and Productivity board needs to be checked and updated. Notice Board Duty Roaster (Annexure-2) Statutory documents Stores sales performance (WTD/MTD) Productivity Board: Individual area of responsibilities SQMS/WPS/WMP

1.2 Consumer Engagement

1.2.1 Customer Entry Process
Objective
To facilitate and make the entry of customer comfortable in the store, so the customer feels that the store is Comfortable, Its Magical and its My Store

Process
The customer drives in or walks in as the case may be The guard at the gate has to acknowledge and directs car to vacant parking space where customer parks the car Parking is free (varies from store to store) Once the Customer walks toward the entrance, the guard at the entrance will ask if there are belongings to be submitted or exchange that are to be made. If customer has belonging, the guard will direct the customer to the belonging counter Belonging have to be compulsory deposited at counter except ladies handbags, baby bags (only if accompanied by a baby), cameras, money bags and laptops. Customer is issued a belonging token If customer has come to exchange merchandise, the guard at belonging counter would guide the same to the nearest CA. The guard should open the door for the customer and greet The guard punches the counter to register customer entry All individuals walking in would be counted as walk-in (except kids upto the age group of 12 years)

Standard behavior for all security guards Guards at the entrance/ exit (front and rear as provided) Should be neatly turned out Guard greets with a smile Verbal Greeting (English) Example- Good Morning Sir/Mam Open the door in a smooth movement Informs customer about depositing belongings

1.2.2 Customer Buying Process

From the time the customer enters the store till the time he exits the premises

Objective
To ensure customer experience is comfortable, in terms of easing the buying process and in turn making him/her feel Its My Store

Process
The customer walks into the store and might look for assistance store by a smile and verbal greeting. The CA gets involved in the selling process as detailed in the Retail Selling Skills Module. In case the customer does not find the merchandise that he/she is looking for then the CA should note down the requirements in the CA-Customer Request Handbook and call up the customer within 24 hours, on the order status. The SM has to ensure that the retail selling standards are followed by the CA. The SM and CA have to ensure that the sections are reset at periodic intervals In the evening the SM has to check that outside store lights, neon lights and show window lights are on. The CA also has to constantly replace the floor with the merchandise that has been sold, from the back stock for that section. Sale report of previous day to be used for replenishment from the backroom Every 30 min to 1 hour (based on customer entry) the CA has to clear the trial rooms allocated to them. The CA must constantly refold the merchandise cleared from trial rooms and display area which have been picked up by customer and not purchased. Trial rooms can NOT be used for storage of stocks (whether fresh or DOR) The CA has to keep segregating the merchandise without price tag. It is mandatory to ensure that no merchandise on the floor is without price tag. Once the sale is closed the customer walks up to the cash counter.(Cashiering is detailed in the Cashiering Process Chapter) The customer can get gift wrapping done if required Customer can get alteration done if required post purchase. Standard time for the service guarantee is 30 minutes except during EOSS. At the time of the customer exiting the store, in case of Tag beep:

The CA has to acknowledge the customer within 30 seconds of walking into

The security guard will approach the customer at a slow unhurried pace and request the customer to allow them to remove the security tag left on the merchandise by the cashier and at the same time politely ask for the sales invoice.

1.2.3 Cashiering Process

Objective
To ensure customer experience is quick and efficient at the time of cashiering

Process All staff to undergo cashiering training to work as cashiers on a daily rotation
basis

Cashier should be a full time employee Employees who have resigned should not be given cashiering duties
Cashier has to follow the check list daily at the beginning of their shift Once the customer is in front of the cashier, the cashier to make eye contact with the customer and greet him Once the customer hands over merchandise, the Cashier will ask the customer May I have your Club Wills card, Sir / Maam? or 'Are you a Club Wills member of Wills Lifestyle? If the customer is a Club Wills member he would give the Club Wills card or else the cashier will do the enrollment process. Cashier swipes the card and recognizes the customer by name till the end of the transaction Cashier will pick up the merchandise one by one and look for the security tag. After locating the security tag the cashier would remove the soft tag with scissors or use the de-tagger to remove the hard tag Then cashier would look for the price tag On locating the price tag he would reach for the scanner and scan it. If the tag does not get scanned, he would manually enter the SKU no. Cashier would verify the price on tag and POS machine The Cashier would repeat the process for all merchandise. In the case of RFID enabled stores currently rolled in all NCR stores Garments to be placed on the RFID enabled cash counter after removing the security tags. Once the ID is opened/created in case of clubwills/new customers in RSF, system automatically scans the merchandise kept on the cash counter. Rest of the process is similar to regular billing as given below. Cashier will tell the customer the amount and ask for the mode of payment. Payment can be either by cash / credit card / debit card / GV / discount coupons / credit notes Cashier will receive the payment from customer. Care should be taken to record tenders correctly If it is cash, cashier would count the cash and confirm the amount received If it is card, then he will swipe the card and wait for authorization In case of the card being declined/approval not received, the Cashier should politely inform the customer to pay by some other means Once the payment has been confirmed, cashier should print the cash memo The cashier then should hand over the cash memo / credit card / Club Wills card / balance cash in the customers hand

 In case of payment by cash, the smallest currency should be handed first and

the cashier should count back the change given to the customer. The cashier to count back the cash and confirm the customer the cash return value. Cashier sizes up the customer purchases, in order to decide on the correct carry bag and loading pattern. Footwear / candles / EDW & FDW should be segregated from garments. Footwear should be put at the bottom and garments on top or heavy items at the bottom and fragile items on top. Cashier hands over the carry bags to customer. After packing if cashier realizes that the merchandise is too much for a single customer to carry he would ask a CA to help the customer carry the bags to the parking area or store exit. The cashier thanks him for shopping with Wills Lifestyle It was a pleasure serving you Sir / Maam. Thank you. Please visit us again. All the cash refunds has to be authorized by the Store Manager and brought to the notice of RM/ARM. To be verified by the RM/ARM during store visit. During the course of cashiering, cashier needs to request the customer to provide valuable suggestion / feedback through the VOC form. Total VOC forms filled during a day should be at least 20% of the total invoices generated. No short deposit of cash collected from the previous day sale is allowed. Any exception has to be approved by GM-Operations on mail. All billing needs to be done in RSF without any exception. In cases of NES invoices need to be done in exceptional invoicing (refer to annexure on the same). Manual billings are only permitted in exceptional cases if the RSF or POS is not functioning. Stores need to carry only 6 unfilled manual invoices books at any point of time. The store can use only a maximum of 2 manual books at any given time in consecutive serial nos.

1.2.4 Customer Returns

As an organization we follow a process of no question asked exchange policy to all the customers of Wills Lifestyle. The customer should be asked politely if he/ she wish to exchange the item and facilitate such exchange. In case of all such customer returns a sale return invoice shall be made in RSF and will be given to the customer In the event the value of returned item exceeds the value of exchanged item the CA shall issue a SCV. In the event of customer demanding cash back in lieu of exchange the CA will return cash to the consumer after generating a sales return invoice. Signature of the consumer and store manager to be taken on cash receipt book. All sale return invoices should be signed by the SM at the end of the day. The stores need to identify the customer returns merchandise, mention the reason for returns on the tags already there at the stores In case identification is not possible, it can be identified as men/women and top/bottom and entered in the movex accordingly.

 The merchandise needs to be sent back to Mandoli RDC (010) from the stores
on monthly basis in poly bags, with return tags indicating the reason of return, the packing will contain no other material.

1.3 Retail Selling Skills

Skill Sets to be exhibited by a CA: Displaying a positive body language and being confident Ability to handle multiple customers

Grievance handling Suggestive selling suggesting trials and alternatives Being adept at Cross selling & up selling techniqu es

Selling Process
The same incorporates the 3 Non Negotiable and following selling skills which are to be adhered to Opening the sale Consumer to be greeted by the security guard, and all CAs Eye contact to be made by the CAs while greeting inviting the consumer to walk in Mode of greeting should be formal e.g. Good morning sir / madam It is recommended that wherever possible the greeting can be punctuated with a non-business related line e.g. Hello Sir, what a pleasant weather today, would you like to have glass of water? Probing and Demonstration Engagement process to be crafted in the training process with the following handles: Consumer should always be invited by CAs overtly and in a sophisticated manner, to experience our range CA to sell the range with the product stories, visual aids that are present in the store. Touch and feel to be incorporated in the process by placing the products in the hands of the customer Training process in stores to have detailed role plays on engagement process categorized according to different consumer segments Add on(Trial Close)

CAs to adopt the Friedman philosophy of SHOW SHOW AND SHOW, UNTIL
THEY SAY NO, for adding on sales, thus increasing the basket size Suggestive selling and trial of garments to be monitored by SMs at all times

Handling Objection

CAs to exhibit Listening skills while handling objections No Questions Asked Exchange Policy to be adhered by all CAs at all times
Closing the Sale.

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CAs to ensure smooth and fast billing at the cash desk, Enrolling eligible consumers for the clubwills program Each and every consumer to be thanked for shopping with us with an oral invitation to be extended for the next visit

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1.4 After Sales Contact

Telecalling from store to be done only 4 times a year to a particular customer
during new season launch and communicating about EOSS. (Standard script for these tele calls will be provided by CRM HO). No telecalling to be done from store to wish customers during birthdays / anniversaries.- In case a store does want to wish a particular customer the same can be done with prior approval of the RM and information to the HO CRM team.

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2. Inventory Management at the Stores

2.1 Stock Management
Good stock management is critical for customer satisfaction. Team LRBD at the store must ensure that the customer sees what they want to buy at the store

2.1.1 Responsibilities of the manager

Analyze trends at the store and fix base stock levels for all products on a
seasonal basis, in consultation with the RM Ensure that stocks are maintained at the base stock levels fixed through appropriate monitoring of the Automated Replenishment System (ARS) and manual intervention when necessary Track availability of stocks and fulfillment of orders raised by the store If special orders have been taken from customers, follow up on these items separately to ensure that commitments are kept Maintain accurate and prompt documentation of stock movement into and out of the store, from / to the warehouse as well of returns to the customers Ensure that the stock checks are carried out diligently as per the guidelines All CSA managed stores to ensure the availability of permits and other statutory forms (wherever the same is applicable) as and when required. The SM to ensure that the counterfoil of the same must be submitted post usage to the concerned department EDW products opened as testers in the month need to be billed on the month end with prior approval of RM/ARM Manager to ensure the release of DPS 170 on a regular basis. If the same style is not required in the store than the same needs to be informed to Merchandise planning team to close the ROP Written approvals from GM Retail to be kept on record for goods removed on gate pass. Gate pass issued should be monitored and closed on a monthly basis. Monitoring sheet to be maintained

2.1.2 Responsibilities of the Customer Associates

Ordering of merchandise (customer requirement/ gaps in categories). Receipt of inventory Documentation of receipts and updation into the Movex system Documentation of returns (defects) and follow up action Excess inventory/cut sizes/worst sellers to be sent back periodically and to be documented Ensuring movement of stocks from the backroom to the store on a continuous basis. Adherence to the procedures laid down in the stock check

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2.1.3 Stock Supply

Stock supplies to a store are dependent on SQB / Base stock defined for the store. Movex automatically generate DOPs (Distribution Order Proposals) for the item sold out from the base stock on MRP Run on a daily basis. Additional requirements can be requisitioned by creating manual DO (DOM) in the system. 2.1.3.1 Base Stock A base stock is the store wise estimation of the initial requirement as per the stacking capacity of the floor and the backroom of each style of the season. They are consolidated to arrive at a region wise base stock and further consolidated for a season to arrive at Base stock for the whole country. The Base Stock allocation is the second major step after SQB planning. It is the process by which styles and colors in a certain size set is allocated to each individual store. Base stock level is the optimum inventory level for a store. This process is normally done twice a year once before every season. The SQB plan is for a season, which allocates a certain quantity in a style, color, and size for the entire season. The base stock is the initial stock, which goes to the store out of the total, and the rest stays at the warehouse for that particular store and used for replenishment as required. E.g. 80 pcs are ordered in a color for the total season, but what goes to the store initially is only 30 or 35 pcs. It is important that a proper product mix is prepared for the launch of the season at each store. (Details on planning of range architecture are mentioned in the note on changeover of season). The range architecture should be balanced and should be reflecting the SQB plan. Once the styles and colors are decided the quantities for them needs to be finalized. The factors influencing the quantity of base stock are: Fast and Slow selling products / moods / categories Retail Space to stock Inventory in the required mix. Backroom Area in the store to stock excess of fast sellers Transit time from warehouse to store. At the start of the season Base stock by SKU shall be provided in Movex.

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2.1.3.2 Ordering and replenishment of stocks The replenishment of the stocks is in 3 stages: Replenishment from the back room The first stage is the replenishment from the backroom to the store. The team should continuously monitor for sufficient stock and range on the shelves and hangers. If a replenishment is required, CF to make a list of all items in a replenishment sheet that must be replenished and take it to the back room. If the stocks are available in the backroom, the same shall be brought out to the floor and arranged as per norms Every Customer associate will be assigned different areas in the shop floor (Fixture Wise) so that the respective person ensures 100% replenishment is done in their prescribed area through out the day. The store manager should cross check the activity continuously. It is to be ensured that each garment has the product tag and the RFID tag attached to it. If either is missing, make sure that it is attached before being put back on the shelf again Automatic Replenishment System (ARS) Once style wise base stock is fixed in Movex the ARS system of replenishment takes over with MRP run and system automatically generates DOPs for the items sold out from the base stock on a daily basis during MRP run The DOPs created by the system are required to be released by the store managers on a daily basis Once DOPs are released by the SM, they are converted to DOs The warehouse would be required to ship stocks according to the DOs received Manual DO: In the event the store requires additional quantity to meet specific orders or on account of heavy demand (festivals / weekends etc.), the store manager shall create manual DO (DOM) in the system once he receives an approval from the planning team Process to make DOMs Following details needs to be mentioned while making a DOM for approval: Category preferably single category per DOM / Gender / No. of Pcs. / Reason corporate order, customer request etc However, this should be resorted to in case of one time requirement. In case of enhancement in the stock in a particular category required, the current stock and styles should be mentioned. The Store Manager through his RM should aim to get the requirement regularized through ROP

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Replenishment of stocks from the warehouse Based on the orders generated in the system for a store and as per stock availability the warehouse will dispatch stock to the store Order Status : Following grid represent status of the order in the system or the processing level at which the order is lying : Processing Level Stages Order Indented Allocation Pick List & Pack Dispatch Receiving Lows 22 33 44 66 99 Highs 22 33 44 66 99 Remarks Order creation Level If Inventory is present, it will automatically get allocated Generation of Pick list/packing Note is created at RDC Dispatch from Warehouse Receiving at Warehouse

1 2 3 4 5

Each distribution order shall have two status levels i.e Order Header Status Order Line Status

Order line status reflects at which stage of the order processing that particular item is in an order Order Header status shall reflect minimum maximum of the order 2.1.3.3 Procedure for receiving the stocks at the store The activity of receiving the merchandise in the store shall be carried out under the supervision of an employee of ITC LRBD only and the AWB shall be signed by the same person The stocks are expected to come to the store in a sealed CFCs / cartons, along with a DO/ DN document, through a transporter / courier. The DO/DN contains SKU wise quantities of the stocks that have been dispatched by the warehouse. The stock details such as DO number/Delivery number/Date of Receipt/No of Cartons/Transporter/Way bill number has to be mentioned in the IN REGISTER .The register has to be signed by the CA/SM and the Security Guard. On receipt of stock CA shall ascertain that cartons are intact or open or damaged and take action accordingly and shall receive the goods as per guidelines given below : In case the stocks are in a sealed carton, CA shall count the cartons and tally them against the DO / DN sent by the warehouse. The receipt given to the transporter shall carry subject to physical certification

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 If the seal of the carton is tampered with, CA shall take open CFC / Carton

delivery and make a physical count of the number of pieces and shall check the stocks received with the DO/ DN , listing discrepancies. The shortages or discrepancies shall be and must be mentioned on the GC /courier note, obtaining the signature of the transporter / courier on the documents. One copy of these documents with transporter acknowledgement must be retained at the store. The store shall forward the discrepancy report to the Warehouse Manager / RM / Finance Manager Retail Ops within 24 hours of receipt / verification of the shipment

All stocks that have been received shall be scanned to register their entry into the store system. A summary of the receipts, called a GRN will be generated. Precautions to be observed at the time of receiving the stocks During the examination of the goods received at the store, the store manager / the customer associates should take care of the following: The goods should be in a good and saleable condition The product tag should be on the goods and should match the description of the goods The security tag should be present on the goods The goods should only be dispatched from the warehouse and should be accompanied by a DO/DN If the goods are defective, the goods should be put in the defective goods section of store(backroom) and the customer product quality feedback report should be filled in

Receiving Merchandise at Stores (GRN) At the time of receiving the merchandise at the store, following procedure will be followed.

The merchandise shall be received against a DO/DN through wired scanning

of each item. Barcode of incoming material shall be scanned using Transaction code MWS440 through option 98 only. Any exception of merchandise taken in Option 11 has to be approved by RM/ARM. The system will not allow receiving in case the item does not exist in DO/DN (item mismatch) or where quantity of an SKU is more than shown in the DO/DN. The system allows for the partial receipts against an order and subsequent receiving of inventory against the same order. At the store level inventory can be stored at following locations : Saleable - Garments which are saleable. CMP Repair - Garments which are kept aside for repair (stitching / ironing etc.) ( not available for sale till moved back from Repair location to Saleable location ) Discards - Garments which are defective, customer returns and can not be sold. Such garments shall be returned to RDC.

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The system by default shall take all the items scanned in the Saleable Location. However the user can choose the location at the time of receiving the stock in Movex and take the item in the proper location. In addition locational transfers are possible after receiving goods in a particular location. e.g from saleable to defective location / from repair to saleable location Once the user confirms the received style -quantities, inventory of the warehouse will automatically gets updated with the actual quantities received in Movex. On replication the Movex Inventory will reflect in RSF. Store shall be able to invoice stocks once the inventory is reflected in RSF. Any difference in physical scanning and the relevant DO/ DN will be immediately mentioned in the discrepancy report and sent to the RM/ARM/Warehouse manager/ Logistics Co-ordinator/ Manager Finance. Discrepancy reports are outside the Movex and are not generated by the Movex. In case of visible damage to the cartons, an open delivery will be taken from the courier company and their acknowledgement obtained. Shortages shall be treated as specified below .Such information will also be mentioned in the Discrepancy Report and sent to the regional office/warehouse the same day.

Store Manager shall be responsible and shall ensure that GRNs are made for the stocks received. It must be noted that no merchandise can be received and put up for sale at the store unless the items are scanned and a GRN is made for the actual stock received.. Mismatch / Discrepancies Resolution Exceptions Mismatches and discrepancies can occur on account of the following issues: A mismatch will occur when the total quantities received at the store are the same but the items are different than given in the DO/DN. A discrepancy occurs when the actual number of the items received at the store is in Excess or short as compared to the DO/DN.

The above two conditions will result in excess quantities of one or more styles and shortages on account of other styles.

In both the above cases the store will file a discrepancy report to Logistics and

Finance specifying the mismatch / discrepancy. The store manager shall ensure that correct receiving of the DO is done in the system thru GRN. The warehouse will within 72 hours, physically verify the quantity of the style/s, make a new additional DO/DN for the excess quantities received at the store. Detail of additional DO/DN shall be advised to the Store Manager and Regional FS The new additional DO/DN shall also be received thru GRN in the system.

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The store manager shall ensure that style / quantities received short as per first DO/DN are taken in the Shortage Location depending on the open / intact carton or CFC status. Shortages found in intact cartons/ CFC shall be taken in the Shortages ITC location. Shortages found in open or tempered or broken or damaged cartons / CFC shall be taken in Transporter Pilferage Location and notified to Logistics / Finance. Claim shall be raised by Finance HO and recoveries shall be made against the quantities received short from the transporter/carrier from the outstanding bills. In case of goods are received in soiled / damaged condition then the stock shall be taken in Transporter Pilferage Location and notified to Logistics / Finance. Claim shall be raised by Finance HO and recoveries shall be made against the quantities received in damaged conditions form the transporter outstanding bills.

Exception handling procedures Carton broken / tampered / wet / damaged when delivered In all such situations, an open delivery must be taken. This means that the total items must be counted in the presence of the courier person/ transporter; no receiving must be given until the entire cartons have been counted. In case of any difference, the fact must be specially mentioned on both copies of the courier Waybill / transporter GC and must be counter signed by the courier / transporter person. One set of documents with transporter signature in such cases be retained in the store. Claims shall be recovered as per policy from the carrier. The shortages shall be taken in the Transporter Pilferage Location in the system. Cartons are packed / sealed correctly but shortages arise later when making GRN In such a case, the items that are received short should be mentioned in the discrepancy report. The discrepancy report must be sent through lotus notes to the Warehouse Manager, Manager Logistics at the HO and to the RM within 24 hours of the receipt of the goods at the store. The GRN will be made only for the actual number of the items that have been received. Quantities received short shall be taken in ITC shortage location in Movex. Cartons are packed / sealed correctly but actual receipt is in excess of the warehouse out slip. In such a case, the Store Manager shall advise details to the Warehouse Manager within 24 hours of detecting the excess It shall be the responsibility of the Store Manager to seek resolution of the excess received by way of amendment in the existing DO/DN or additional DO/DN. Store Manager shall ensure that such excess stocks are regularized without delay and are not put up for sale unless the issue is resolved and proper receiving has been done in the system post regularization.

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The inventory at the store is the responsibility of the store managers and the customer associates and therefore utmost care is required while receiving stocks in Movex. Total items are correct but the composition is wrong This occurs when the total count number of merchandise received tallies with the DO/DN quantity but the actual color / size / ALU received at the store is different from that given in the DO/DN sent by the warehouse. In this case, the GRN shall be made for the actual items received. The discrepancy shall be highlighted to the Warehouse Manager / Logistic Manager / RM/ARM and issue must be closed / resolved with the warehouse within 72 hours. No tags on the incoming merchandise As a standard procedure, all such garments received without any tags should not be received at the store. The Store Manager / CA shall make all efforts to have untagged items identified and then receive them in the system. In the event items remain unidentified resolution shall be sought from the Logistics or stocks shall be returned to warehouse. Scanner not working If the scanner is not working, the item # of the garment being received must be typed in the screen. Storage and Stacking Stocks are normally reflected in the following locations on receipts of goods in Movex: Saleable location CMP repair location Discards Location ITC Pilferage location Transporter Pilferage location The store manager and CAs should see to it that stocks are stored in identified locations for easy accessibility and identification. Stacking at the store would be as per style / color, size set wise as per norms set.

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2.1.4 Stock returns

Stocks are sent back from the store, generally in the following circumstances: Styles which have seen 60 days of selling window and sell thru is less than 40%. Styles for which replenishment is ceased and cut sizes are present in the store. A defective garment has been sent to the store from the warehouse. A customer has purchased a product and it is returned because the customer claims the product to be defective. In this case the merchandise can be send back to Mandoli RDC only if the product is defective Stocks have been received that have the wrong identification or which are without identification tags Old season stock after EOSS. Stocks have to be sent back on any instruction from the Merchandise Planner/RM/ARM.

Procedure for Stock Returns

In the case of defectives, as soon as the customer returns the product, attach

a return tag to the product. The customer feedback form should also be sent for the 4th case to the RM. When the stocks leave the store, they must be accompanied by a return DO using DO type DOR. The warehouse checks the DO against the actual stocks dispatched and generates a GRN. In case of any discrepancies on receipt of the stocks is detected, the procedure followed by the store while receiving the stocks is also followed by the warehouse. Goods can be sent only to the warehouse, addressed to the warehouse manager and accompanied by the DO. There may be certain goods, apart from saleable merchandise that may move from the store to other Store / RDC. For e.g. fixtures that have to be transferred to another store, or sent out for repairs .Such goods must be accompanied by a gate pass Non -saleable stock is kept in the respective locations as given above. Items from CMP locations or Customer rejects can be moved back to main inventory once they are fit for sale.

2.1.5 Stock transfers back to the RDC

Store Returns are made to RDC on account of both saleable and non saleable stocks Saleable stocks are stocks returned back to the warehouse, due to non-movement, slow-movement and / or season-charge. They are taken and kept in the main inventory, in the warehouse, for dispatch to other stores, as per specific Dispatch Advices. Non-Saleable stocks could be either soiled merchandise in the stores used for mannequins etc. and / or Customer Returns, due to some customer complaint/s. All

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such stocks must be returned to the Mandoli every month (before 7th) with a Return-Tag specifying the problem / reason for such returns. Saleable stock without tags / wrong tags / labels should not be returned to the Warehouse. These stocks should be sold from the stores after asking for/ obtaining necessary tags / labels etc., as the case may be, which shall be provided by the Warehouse after affixing the necessary Bar Code stickers. For Dispatching Goods from Store to RDC, Store needs to create a Distribution Order against which Store will dispatch the material to RDC. Following are the scenarios when Distribution Order (Store to RDC) needs to be created by Stores:

Movement of Rejected/Processing Goods from Store to Mandoli RDC:

Customer Returns or Store spoils at the Store needs to send to Mandoli as rejects material. After EOSS: Garments left over after EOSS needs to be sent back to Mandoli. For this movement, Store will create a Distribution Order for movement of garments to RDC. Unidentified, untagged items need to be sent to Mandoli on a monthly basis in a grid statement as prescribed.

Individual DORs should be made for the above scenarios and to be specified on cartons as saleable/non saleable. Goods In Transit (GIT) Store Managers are responsible for closing all in bound Goods In Transit. He/She should co-ordinate with the RDC to close all such deliveries within one month of the Delivery date. No pending inbound delivery should reflect in GIT report under clause more than 30 days Store Manager should provide details such as way bill number/Date of Dispatch to RDC on merchandise sent from the store whenever it was asked i.e, Details of Outbound GIT. Going forward whenever Merchandise are dispatched from the store to the RDC the store will send dispatch details to the following people i.e., RDC/RM/ARM/Logistics Representative from H.O presently Anuj Sharma.

2.1.6 Stock checks

Once every month, a physical verification of inventories lying at the store must be done (random selection basis). If the system of stock checking is followed rigorously then the store team will be able to ensure that all stocks leaving the store have been billed for. As a control measure, all stocks lying at the store counted on a monthly basis. The stocks counted physically are checked against the stocks appearing on the system, to see if there are any discrepancies. Half yearly stock audit shall be carried out at stores by external audit team.

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3. Store Operations
3.1 Store Maintenance
3.1.1 Floor Maintenance:
Store operations form the back bone of all activities in the store. Adherence to these will determine the success factor for all stores. The main part of the operations is how we display our merchandise on the floor, the following grid will determine the exact numbers we display on each of our fixtures both for Old & New format of stores This will also form the basis of the overall stock plan for the stores as this grid will determine the options / stock carried by each store on the floor covered in section 2.1.3 Though this grid is sacrosanct, a final call can be taken on the floor keeping the aesthetics determined by the VM needs in mind

New Format S.No. 1 2 3 4 5 6 Fixture Detail 2 Ft Hang (Each Side) 4 Ft Hang (Each Side) 6 Ft Hang without Faceout Bar Faceout Bar (Single Side) 4 Ft Glass Fixture 6 Ft Fixture 36 72 9 18 4 4 Max. Hangs 12 20 32 Max. Options 3 5 8 Pcs/Option 4 4 4

All hangs/Mens TW 4 pcs and the balance 5 pcs Less than 3 sizes to be removed OLD FORMAT S.No. 1 2 3 D Bar Women Hang Fixture Wooden Shelves Men's TW Knits & Women TW Men's BW Women's BW 4 84" Dia Top Shelf Middle Shelf Bottom Shelf 5 54" Dia 48 40 40 12 8 8 4 5 5 16 20 15 20 4 4 3 4 4 5 5 5 Fixture Detail Qty 20 for Men 24 for Women 20 for Men 24 for Women Max. Options 5 6 5 6 Pcs/Sizes 4 4 4 4

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Top Shelf Bottom Shelf 6 Coordinate Fixture Full Hang Stack and Hang Combination Stack Hang Front Hang in Puck Panel (Combination of Two) 4 Way Browser Bow Table Men's Top Men's Bottom Women Tops Women Bottom

16 32 20 24 8 16 16 20 16 24 20

4 8 5 6 2 4 4 5 4 6 5

4 4 4 4 4 4 4 4 4 4 4

7 8 9

3.1.2 Backroom maintenance

The backroom is the intermediate warehouse of the store. It is this area where the goods are received from the warehouse, checked and stored before they reach the shelves at the store. The backroom is divided into logical sections and the stocks are arranged in these sections. There is a specific area assigned to each style. The backroom contains three different kinds of stocks. Saleable stocks VM elements / stores fixtures Defective products

Care should be taken that backroom is maintained free of rodents, other infestation in view of the valuable inventory stored. 3.1.2.1 Saleable Stocks All merchandise should be kept in poly packs. There should never be 2 or more merchandise in a single poly pack Merchandise to be arranged Gender Wise and then Brand Wise. Each section should neatly labeled showing the brand and the gender e.g. WSW Wills Sport Women ; WFM Wills Signature Men Within a particular category the merchandise should be arranged style wise. Special care should be taken to ensure any replenishment when received should be added to the stack of the same style XXL size TOPs and 40/42 Bottoms can be stacked separately if the SM feels that it eases in daily operations There should be minimal no of cartons in the back room and cartons if any should be labeled clearly to show what merchandise category it holds. All

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cartons should be kept away from the merchandise in the shelves in a clearly demarcated area. A minimum of 1.5 ft of space should be kept vacant in front of a shelf to enable ease of taking out merchandise i.e. 3ft space should be kept between 2 shelves facing each other. Separate rods or designated area for Blazers/Suits Sides of the racks if need to be covered, should be done neatly by steel sheets EDW and FDW should be kept neatly in cartons separately to avoid breakage or spilling of the product. 3.1.2.2 Defective merchandise & VM elements / stores fixtures

The defective merchandise including untagged & shop soiled merchandise and customers returns are to be kept in a segregated area and in case there is no place in the slotted angles the same need to be kept in cartons. The return of this merchandise to RDC is already covered in section The VM & store fixtures should be stored in a systematic method in the back room and where there is no space in the backroom permission may be taken to destroy or return the same to RDC. 3.1.2.3 Back office Area:

All staff personal belongings should be kept in respective lockers if any and all personal garments should be hung separately in a designated place and not mixed with store merchandise. All electrical panels should be covered and the area around it should be left free of merchandise or any other products. All hangers should be kept in a hanger stand, if any or in a carton in an orderly manner. Work Desk place around the computer should be neatly arranged only with requisite things. The area should be encouraging for our staff to sit and work there. The productivity board needs to be arranged neatly with the following: Duty Roster, Job Responsibilities sheet, Friedman reports and Stat compliances.

3.1.3 Restroom maintenance

Restrooms to be always kept neat and dry at all times, it is to be cleaned every one hour or more frequently on the basis of footfall and utilization Potpourri to be placed in side the restroom and room freshener to be sprayed periodically. No cleaning material and equipment of housekeeping to be stored in washroom which can be visible to naked eye. If any need to be stored to be in lock and key cabinets. To carry a handwash in a clean bottle Toilet rolls and tissue paper to be in place. Mirror to be spotlessly clean. Proper lighting to be made available inside the restroom.

3.1.4 Trial room maintenance

To be free of dust and clutter at all times.

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Proper seating arrangement to be present. Dustbin covered with black polybag to be placed. Potpourri to be present inside the trial room. Room freshener to be sprayed in every one hour. Wooden flooring and skirting to be intact and free of marks. 4 hangers to be present min one to be of trouser hanger. Mirror to be spotlessly clean. Proper lighting to be made available inside the trialroom. Lock to be in proper condition. If required need to be oiled periodically. To be cleared of merchandise and packing material after every customer usage.

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3.2 Measuring Efficiencies of Store Operations

3.2.1 Store Ops and VM Audit:
To measure the efficiencies of stores in implementing the defined processes
which impact the store performance over a period of time. This activity is to be carried out on a quarterly basis as per the already existing formats (Annexure-3 & 4) SM to conduct this activity for his own store on a monthly basis as self appraisal. RM to audit the stores during store visit and mail the same to GM-Opns and SM. He should discuss the individual stores audit results with the respective SM on a one to one basis. SM to revert back with an action taken report within 7 days of receiving the report. Once in a quarter a regional score card to be mailed by the RM to all stores. Also refer to the VIP Visit Checklist in the annexure to ensure all facilities in place during VIP visits to the store.

3.2.2 Mystery Shopper

Process of measurement of customer service delivery across Wills Lifestyle
stores with adherence to set standards. Study is also conducted across the competitor stores to bench mark to evaluate service differential. This activity is carried out by an external agency across all company managed stores on a monthly basis & for competitor stores on a quarterly basis. Agency to share the scores of the activity with the HO / RM. RM to discuss the findings of the mystery shopper activity with the respective store manager & discuss the areas of improvement and craft corrective action plan for the same The mystery shopper activity across the franchisee stores to be conducted by the SM / RM during their visit to the store. Please refer to the Mystery Shopper checklist in the annexure to understand the parameters of rating.

3.2.3 Information Flow from Store

Source SM Frequency Fortnightly Monthly COMMUNICATION FLOW CHART Report Date/Day Category Performance Report 1st/16th of the Month Market Activity Report 2nd of the Month Product Quality Feedback 2nd of the Month Store Sales Binder 4th of the Month Store Operating Expenses (LRBD) 15th of the Month Competition Retail Presence Within 7 days of Qtr Store Photos 3 7th of the Last Month of Qtr To RM RM RM RM RM RM RM CC

Quarterly

GM

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3.2.4 Online Reports

All the data like sales, ff, qty, invoices etc currently entered in excel would be entered in online formats for easy access at both the store and H.O Input Format DSR format is currently maintained by the stores. All the stores need to enter RSF qty/value by gender, invoices, Manual qty/value by gender invoices, previous bill updation data, footfall and no. of customers who tested EDW. The above data to be filled by the stores at day end without any exception. In any IT issue the data need to be sent to Retail support and RM by mail. The format will have edit and view function. The edit access would be provided to Store in the month for which data is entered. Output format to stores Based on the input data, DSRs would be generated for the store. All stores can view their own data. Category wise sales report. Stores can view their sales performance by category for the time period selected. Stock availability at stores Stores can view their on hand inventory at category level enabling store managers to judge against the category sales and plan for the stock required at the store.

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3.3 Security Tag Handling

To ensure that the security tags attached to merchandise is collected from cash points and recycled. All merchandise above an MRP of Rs.1500 should have security tag attached with them. The following process should be followed for the same: At the time of billing the cashier removes the security tags attached to the merchandise - Soft tag with scissors / Hard tag with the help of a de-tagger Cashier drops the soft tag into a bin placed right below where he/she stands All cash points to have dedicated bins to drop tags Twice a day the SM (1:30 pm, 5:00 pm) to check the cashiering area to see that all tags (hard as well as soft) are being put in the bin and not thrown around The tags are handed over to the Security and updated in the Tag Collection Register. Security sends the collected tags back to the DC once a week on every Tuesday. At the time of sending the tags to the DC the Security will update the Tag Return/Issue Register Security can also keep a buffer stock of tags, that can be used for merchandise where the tag is missing

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3.4 End of Season Sale

3.4.1 Identification of merchandise
Unsold merchandise of older season (Decided by Central Planning Team)would be considered for deployment. Core basics would be looked at for only those styles that are no longer part of the core staple due to change of either fabric or style.

3.4.2 Deployment of merchandise

Identified merchandise is to be deployed to RDCs as per quantities finalized by the RM / Merchandise Planner. Store-wise segregation of the quantity should be done on the basis of RMs allocation. Merchandise dispatched to the respective stores.

3.4.3 Display of Merchandise.

Merchandise is to be displayed in the stores in areas allocated for each discount slab. The entire store is to be used for EOSS. The fixtures will be as per discount slabs and the shelf talkers and posters would be strategically placed so as to clearly define the EOSS area would further augment the demarcation of the areas of the store. The windows will communicate EOSS through scrolls normally used for VM. In small stores same concept with alternate materials will be used.

3.4.4 Man power

Increase of Security and House keeping personnel to cater to the additional traffic at the store. The existing house keeping and security can help in merchandise handling and the new / temporary set can undertake the regular jobs.

3.4.5 Billing/ Delivery Counters

Additional POS Machines In stores where the existing POS terminals are not sufficient to handle the turnout, additional POS counters for billing should be set up. The additional POS machines may be hired locally and configured by the MIS executive of the region. In stores where there is no provision for additional network cable, manual billing would be carried out. In certain stores cash and credit card counters can be separated to facilitate ease during check out.

Delivery Counter A delivery Counter is to be set up which will be manned by the security staff for delivering billed garments. Billing stationary The computer and manual billing stationary will remain the same; however, the footer message on the invoices would be changed/ modified to incorporate EOSS specific terms & conditions. This will be done via insertion of a footer message at the end of every invoice printed. Refer to annexure 1 for the terms and conditions.

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RM/ARM will collate the requirement of additional stationery required in the stores for EOSS. The requirement details will be sent to the Retail Communication Manager. The stationary would be sent to the stores as per allocation provided by the RM.

Process for checkout/ invoicing. The process to be followed would be as listed below: A customer would get the selected garments billed at any of the cash counters. The cashier will prepare an invoice through RSF in Duplicate. The cashier will manually snip off a corner of the wash care label so as to mark the garment as a discounted piece. This will ensure that in case of any future returns, such garments would be easily identifiable. First copy of the invoice would be handed over to the customer; the second copy is kept with the Cashier as a reference copy. The customers copy will be stamped as paid. A housekeeping person will assist in packing and folding the garments. The carry bag will be transferred to the Delivery counter. The security personnel will physically verify the customers invoice attached on the carry bag and the number of pieces in the bag. On confirmation of the invoice, the security personnel will had over the carry bag to the customer, stamping the customer invoice as delivered. Material Required Carry Bags - To ensure minimum impact on the brand equity the normal WLS carry bags would be used and the SM needs to tie up with RM to get his estimated requirement. Security tags No additional security tags would be bought, hence there would be a fair amount of garments without the security tags. Petty cash - Store petty cash to be augmented in order to cater to additional expense arising out of additional manpower and increase store operations. Float - Additional float to be issued in case of any additional POS machine being set up. This will be applicable to only those stores that will have an additional POS machine. The stores are to arrange for all denominations of coins, as the pricing is not restricted to multiples of 5s and 10s. Facilitation Levels The store teams should ensure minimum dilution of facilitation levels. The stores are expected to experience high footfalls and it might be difficult to spend the same amount of time and quality of interaction with consumers. There will be a need to communicate discounts to consumers and help should be extended to provide them the right merchandise. The service standards should be maintained and situations of confrontation and discomfort to consumers should be avoided. Handling of consumers by explaining them reasons of no exchange are two such areas which will need to be handled patiently and tactfully. Store Layout The store layout in EOSS will be communicated through separate LN before EOSS. However the most common store layout followed in EOSS is defined below:

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The EOSS will have for discount slabs of 25%, 40% and 50%. To ensure clarity of communication and ease of consumers the store will be divided as per slabs. The stores should be divided in 2 departments (as already done) i.e. Men and Women. Each department will be divided in 3 areas each for one discount slab. It is important here that the slabs of 40% and 50% should be on the back of the store to reduce clutter near the cash wrap, as these discount slabs are expected to draw more crowd. The stores need to ensure smooth check out for consumers. The store to ensure that POPs for EOSS are placed at strategic locations inside the store.

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3.5 Business Planning

3.5.1 Measurement of KPIS
3.5.1.1 Footfalls All people walking into the stores are mapped as individual footfalls (exclude Kids under the age of 12 yrs). Mapping to be done on an hourly basis. Data to be captured on gender-wise / group-wise. Housekeeping staff/Store-CA/Tailor-need not be mapped. All the other person who is entering the store should be counted as eligible footfall. 3.5.1.2 Conversions Number of fresh invoices / Total footfall for the day. (Fresh invoices = Total invoices Return or exchange invoices) 3.5.1.3 ATV Net sales for the day / Number of fresh invoices (Net sales = Total sales Return or exchange sales) 3.5.1.4 Basket Size Net sales for the day / Number of fresh invoices (Net sales = Total sales Return or exchange sales)(Fresh Invoices =Sales Invoices-Return Invoices)

3.5.2 Steps To improve KPIs

At store level SM to analyze & discuss with the team on last weeks KPI performance & craft an action plan for the identified areas of improvement for each individual. 3.5.2.1 Low ATV: Failure to create value in the demonstration of more expensive items usually due to lack of product knowledge. A lack of effective probing could also be the cause, as the salesperson is not matching the needs of the customer in the demonstration. Failure to even show more expensive items could also be the result of lack of belief by the salesperson that they are not worth the extra money. The salesperson might not be spending enough time with the customers to maximize sales. This will usually be characterized by low items per sales or, high transactions per hour. The salesperson might not be selling add-ons / accessories, which would normally increase the ATV.

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3.5.2.2 Low Average Basket-Size : Failure to show add-ons is an obvious cause of low average basket-size (usually due to lack of product knowledge or probing). 3.5.2.3 Low Transactions per Hour : The salesperson may not be converting enough customers into buyers; thereby spending too much time with each. It is likely a lack of skill in either opening, probing, demo or handling objections. A great deal of observation on the floor is necessary to pinpoint the real cause. The salesperson may not be approaching enough customers owing to burying their heads in operational tasks, taking too many breaks, etc. 3.5.2.4 Low Conversion Rate : Is always due to a lack of skill in selling possibly owing to lack of opening the sale, or demonstration not matching with customer needs, or lack of product knowledge thereby not communicating benefits..or, just that the salesperson may not be asking for the sale (some customers just need to be asked)

3.5.3 Sell thru Analysis

Sell thru analysis needs to be done on fortnightly basis to identify fast movers and dud styles. The style has to come on review once the same has crossed a fifteen day sales window. Sell thru=Total units sold/Total units received (BASE STOCK+REPLENISHMENT) The analysis will help the store to identify styles which are adding space without sales contribution.

3.5.4 Profitability analysis

The objective of profitability analysis is to Monitor Actual Operating Expenses vs Budgeted Expense for the stores. The same will be done by the store manager on 15th of every month by calculating the previous month expenses. The format for the same is attached in the annexure

3.5.5 Dept /Category analysis

Department wise category analysis is to be done in the store once in a fortnight. The report will help the store manager to identify the fastest moving categories and identify the trend on each category and brand.

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The report also helps the store manager to compare the stock on hand vs. the sales under each category. The learning will help store manager identify the gaps in the range and do the necessary by highlighting the same to RM and the planning team The format for the same is attached in the annexure

3.6 Divisional Audit Guidelines

In order to ensure smooth compliance to divisional audit guidelines SM to refer to the annexure Divisional Audit Guidelines & checklist for the same.

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4. Driving Retail Productivity through Friedman

4.1 Introduction to Friedman
The purpose of the Friedman Retail Management Program is to provide you, as a Store Manager, with the tools to help you grow as a retail management professional and to have a more productive sales staff. Your sales staff is your vehicle to success, so helping to make them successful in their own right will, in turn, make you as a manager and your store more successful as well. A manager's job is to continuously improve the business in terms of sales volume and profit, as well as to create a store that runs smoothly from an operational viewpoint. In order to succeed, the following ingredients are necessary: Customer Associate who are held highly accountable for their sales performance and behavior on the selling floor. A Store Manager who can move those Customer Associate to play the game and maximize their potential.

4.2 The Friedman Vision

The vision is to create a store that is clean, well organized, and properly merchandised, with Customer Associate that are trained very well and want to sell. The breakdown in making the vision a reality and reaching this goal is usually rooted in one or more of the following difficulties. The staff is constantly in a tug-of-war between operations and sales. The Store Manager provides poor leadership and, consequently, has an uncommitted staff. The staff is trained so incompletely that, even though they are committed, they arent capable of doing the job well.

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4.3 The Friedman Group Philosophy

4.3.1 Need for Customer Associate
Have you ever had a Customer Associate tell you: We don't carry the "right" merchandise. We don't have enough inventory. There aren't enough customers. Our prices are too high. The next time you hear one of these complaints: Tell the Customer Associates how lucky they are! Because if we had every size, style, color or model that every customer wanted, and at the right price, we wouldnt need a sales staff! WED BE A GROCERY STORE! The only real reason we must have Customer Associates is because we can't stock every style, we have to sustain minimum margins, we do our best but advertising in the industry is very competitive, etc. We only need Customer Associates because we don't always have exactly what the customer is looking for. We need Customer Associates because we must sell what we have.

4.3.2 Definition of Ideal Store

An ideal store is a retail store with a fully trained staff that is free and clear to sell and is held accountable for sales performance and customer service standards based on objective measures. The two most common reasons that stores are not "ideal" are: The Customer Associates are not fully trained. The Customer Associates are not held accountable for sales performance or standards.

4.3.3 Non Negotiables

STORE STANDARDS ARE NOT NEGOTIABLE. There is no reason to believe that a Store Manager can get the staff to sell if the Store Manager can't get the trash taken out on time, every time, without fail or excuses. As is said A behavior is how you do something. A required behavior is a standard. Whenever we talk about standards. We are talking about behaviors . As much as 75% of your time could be spent correcting Customer Associates on behaviors you never gave them to begin with. "Do You Understand?" The training cycle is not complete unless you say, "SHOW ME." After you have behaviors written and have done "show me," you at least know the Customer Associates can do the job. If he/she chooses not to do the job as taught, it is a question of WILLINGNESS.

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Following is a list of 3 Non Negotiable standards that we have and the list of behaviors for each standard:

NN1. Offering alternative items If you do not have the customers size, bring the next size up or down based on availability. If the style and color are not available in a size that is close to the customers, bring the same style in a suitable size, or another color, and offer to check availability of the desired color, size and style from another store, or Suggest another similar Product which might meet Customer need. Either one or all of the above options must be explored in case of nonavailability of Product requested by the Customer.

NN2. Recommending that the Customer try out the Garment (s) in the Trial Room At the time of showing the Product, recommend that the Customer try on the Garment, if she is buying it for herself. Request the Customer to wear the Garment and come out so that you can assess the fit and drape of the Garment on the customer and help confirm the Sale or advice alternatives in terms of Product / Size etc. Confirmation of Sale can take place through appreciation of the way the customer looks on wearing the garment; Equally, it is advisable to have one or two alternatives in hand in case the garment(s) being tried on do not meet the customer expectations. Always give a coordinated option along with the Garment under consideration. For eg, if the Customer is considering buying a shirt, give her a trouser to try along with it so that come out of the Trial Room wearing the same.

NN3. Explaining /Enrolling all customers to Club Wills program Are you a Club Wills Member? but not an ice-breaker question and to be asked on floor and not at cash till. Take help of the Kiosk in explaining Club Wills. Talk about the New, Better, More Club Wills Program. Benefits: > Will increase retention. Better enrolment % will enable increase customer database.

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4.4 Friedman Formats

The single biggest reason store managers fail is that they manage on something other than statistics. There must be minimum standards of sales performance in order to continue working in your store. Fair Share Doctrine The Fair-share doctrine says that the Sales Target for each CA should be directly proportional to the actual selling time on the floor. If one Customer Associate works 20% of the total hours that Customer Associates are scheduled in the store for one week, then it follows that that particular Customer Associate should also be responsible for 20% of the total sales for that week. Each Customer Associate must contribute his/her fair share.

4.4.1 Weekly Minimums Planner

The Annual Sales target of a store is divided in monthly targets and they in turn are further divided into weekly targets. Pls Note: 80% of Current Year target is decided as the Minimum. Minimum is the base limit of sales performance expected from an Associate in his/her job. Basis Actual Performance, CAs are categorized as follows Category Red Dot Black Dot Gold star Logic < Minimum <Target & >=Minimum >=Target

The WMP has two frames the Predicted and the Actual. At the conclusion of the week, the predicted figures may not be valid due to changes in the working hours of each CA. Actuals are updated at the end of the week as per the actual hours the CA worked for. The Predicted WMP should be displayed on the Productivity Board. It should be updated on daily basis in the system and discussed in the daily briefing. Once the Week is over, the Final WMP of the last week should be displayed on the board.

4.4.2 WMP Ground Rules

Hours are reduced in case the CA was on leave, was cashiering, or, was assigned some other work which took him/her away from the floor. Hours are always reduced in multiples of 4. Unauthorized leaves are not deducted from the working hours. The hours would only be re-adjusted in the WMP in case of approved leaves. Hours are not entered for SM. For New Hires, The first 2 weeks from week of joining would be labeled as Green Dots.

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In case Store is operating with Part Timers, Part-timers id should be created & the hours worked by the Part-timer to be inputted. It is very important, coz if the part-timer hours are not reflected, it will inflate the goals and minimums of the full-time eligible CAs In case of Manual Invoices, we should enter NES cases within the week. Else, sale shall get carried forward to next week and CA will get credit thereof. All corporate / institutional orders would be punched on SM id. All sales which is against returns / exchanges will be credited to the CA who is attending to that opportunity.

4.4.3 SQMS/ IQMS

The Weekly Minimums Planner is simply a worksheet used to calculate goals for each CA. Now we need a method / template of tracking how well each CA does in relationship to the goal (over the weeks of a month). The IQMS is the 1st step in this process. Filling in IQMS: The week-ending sales and minimums come directly from the WMP. The bottom half is completed at the end of each week wherein the actual sales of CAs are recorded. Then the sales <short> or over this weeks goal are recorded. As each week is filled in, you will also calculate a cumulative short or over figure. The circle for each week will be filled in with the appropriate color (gold, black, red). Now, we need a method / template of tracking how well all CAs are doing in the store (over the weeks of a month). The SQMS is the next step to the IQMS. Filling in SQMS: Write the names of all CAs in one side column and the weeks in the top row. The circle for each CA for that week will be filled in from the IQMS. SQMS/ IQMS should only be maintained in the soft copy format and are a pictoral representation of the ratings of the store/ individual. Both IQMS/SQMS can be extracted from the Goldstar website.

4.4.4 Weekly Performance Summary DPS/WPS

The DPS should be filled by all the CAs before they leave for home. Details that need to be entered from the system are Hours on Floor, Transactions, Sales & no. of items sold. DPS automatically calculates individual KPIs of CFs on that particular day. DPS is important so that CFs are aware of their daily performance/ individual statistics. The last column of DPS of all CAs result in the store WPS. The WPS is an important tool for everyone to analyze their performance. It should be pasted on the board for the last week. When we analyze WPS, we always analyze the performance of a CA not with other CA but with the average of all the CAs. The way of analyzing WPS is shown in the excel sheet. We need to analyze 3 main statistics to find out what to coach on. They are Average Ticket Value, Basket Size and Sales per Hour. For every CA of the

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store we need to compare these 3 individual KPIs with the respective store averages. BS ATV SPH COACH POSSIBLE + + MI + ATV + + + PRAISE + + MI + MI SKATING? MI + + MI CHERRYPICKING? + BS MI implies More Information is required and the SM needs to decide by observing the behaviour of the CF on the floor. The most common example will be when Sales per Hour are very low, but Items per sale and Average Ticket Value are average or above. It may be noted that there are circumstances beyond the CAs control that cause SPH to be too low or too high (see possibilities below): If SPH is low: Maybe doing well, but working with few customers Taking too long with each customer Taking too many breaks between customers Talking to plenty of customers, but not converting them Getting an unfair share of customers due to more aggressive CAs hogging customers Spending too much time with personal trade customers

If SPH is high: Skating (getting more customers than s/he has a right to, and serving all laydowns as quickly as possible usually indicated by low ATV and basket-size) Cherry-picking (waiting only for customers that look as though they can afford to buy; and/or, customers who immediately walk upto expensive items in the store usually indicated by a high ATV and low basket-size) Statistics (i.e. data) on sales performance do not lie. When you base your feedback on statistics, and not on opinions, you would be giving objective feedback. Two CAs of same total sales may need completely different help to improve. A SM is required to coach all CAs on the identified Statistic. To improve that particular statistic, a challenge should be thrown to the CA on that statistic and noted down in the Coaching Log. Some ground rules to follow for Coaching: Target only ONE statistic to improve at a time If two or more statistics need improvement, focus on only one at a time. Fix one, and then move to next. In most cases, one statistic will contribute to the success of others; therefore, by praising one, you reinforce the behaviors that caused success in the others as well. Choose only one strategy to each salesperson either praise or coach; but dont praise one and coach another.

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The Bottom-line is Goldstars. A Goldstar is a Goldstar; and a Goldstar is always worthy of praise. We should concentrate on improving the productivity of red-dots and black-dots. Never coach the result; Coach what caused the result. Some Cause-Effects basis KPIs are given in the excel sheet. No Excuses allowed Dont let relationships with team, strength in other operational areas, or experience come in the way of coaching. The objective of all other strengths is to ensure sales and goldstars. The Coaching done should be documented in the Coaching Log clearly indicating the week statistic and the challenge given.

4.4.5 Conversion Rate Card

On the most fundamental level, the Conversion Rate Card measures how many customers purchased merchandise out of the total customers that presentations were made to. The way for one CA with low customer contacts and high ATV to increase sale is to sell to more people; whereas for the other with high customer contacts and low ATV is to sell more to people. However, The Rule to remember is: First, sell everyone something, and then sell each of them more Associates prefer to count only the customers to whom they are actually able to make presentations. But it is better to count any customer who walks through the door as an opportunity. To implement tracking of the Conversion Rate, you can easily make the format shown in the excel sheet into ordinary 3 x 5 inch cards. The Associates must be trusted for keeping their own true records. At the end of the day, the sum total of the individual opportunities should be compared with the total footfall of the store from the guard and there should not be too many unattended footfalls!!

4.4.6 Rotation Log

All CAs to take turns to approach customers and should have equal chances of making sales. Since we have detailed accountability structures for sales performance, we need to ensure that an orderly process is instituted for ensuring equal opportunities to all associates. Rotation Log is a format which tells us whose turn it is. At the start of the day, for the first cycle only, the names of all CAs are written in sequential order. Post that, the names are written by the CAs as soon as they get free from a customer. Hence it may happen that 1 CA might get 2 turns whereas others are on their first turn. Those Associates who spend too long with each customer will have fewer opportunities. In case of repeat customers who personally know an associate, the customer could be turned over to that associate, and this associate will remain on top of the list. The What Happened? column which is a synopsis of each interaction with the customer should be filled properly with all seriousness by all the CAs and SM should regularly keep a check on it. The Rotation System would be used when there are more Associates than customers. It can be excused in the Mall stores in crowded hours/ weekends as decided by the RMs.

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4.5 Progressive Discipline

It is important that the performance of all the individuals is continuously monitored. Following rules should be applied: RM to check for all red dots in his region every Monday and if required speak to SM about the coaching being given. 2 Week continuous red dots, counseling session with the SM and a statistic challenge given to put him back on track. No improvement in performance in 3rd week, warning no.1 given in written by SM. No improvement in performance in 4th week, meeting with the Regional Manager in person.

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4.6 Incentive Policy

Sales Incentives will be calculated on a weekly basis based on the Friedman philosophy of 'Goldstars'. The payout will be based on a monthly basis (weeks corresponding to month) alongwith salary for the succeeding month.

4.6.1 CA Incentives
Incentives will be paid as following: Green dot (Nil); Red Dot (Nil); Black Dot (Rs 200/-); Goldstar (Rs 500/- + 1% of sales value achievement over goal) During EOSS Weeks, Since individual tracking of sales is not possible, Each CA would get an equivalent amount of incentive which will be calculated on the basis of store being ranked as a Gold, Black or Red dot. In case of the store being a Goldstar, each CA would get an amount of 500 + (1% of Store achievement over goal / no. of CAs)

4.6.2 SM Incentives
As per Project Goldstar, Individuals and Stores are categorized as Red Dot, Black Dot or Goldstar based on Sales Performance against Targets & Minimums (Minimum defined as 80% of target) every week. The Incentive Scheme for Store Managers & Asstt Store Managers would be based on Store Sales Performance as under:

Category Red Dot Black Dot Goldstar

Logic <Minimums <Target; >=Minimums >=Target;

Weekly Amount @ Level 6 0 500 1000 + (0.5% of sales value* over target)

Weekly Amount @ Level 7 0 400 700 + (0.5% of sales value* over target)

* sales value in SM/Asstt SM case will be 'Net' of Customer Returns Key Notes: Campus recruits / RMTs will be eligible for Sales Incentive in Year 1, from the subsequent month of their taking charge / posting as an independent Store Manager (else they will be paid variable pay @ satisfactory on year 1 - as per existing policy). Their posting needs to formalised through a mail to Regional HR representative. Asstt Store Managers @ Level 7 (& NOT Level 6 / RMTs) will also be eligible for Sales Incentives irrespective of whether they are independently leading a store or not.

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 Institutional Sales Orders will be considered separately for the purpose of

calculating sales incentives (The RM and GM-Retail Ops will decide & assign the inclusion / exclusion of the institutional order)

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4.7 Project Goldstar

Is the software integrated with movex utility reports that calculates WMP/WPS/IQMS/ SQMS/Incentives of each CA & store and can be viewed at store/regional and national level. The process is like this:

Weekly targets are fed in the system for each qtr by the RM/ARM. WMP is made by all the stores on weekly basis by SMs which gives weekly
targets of all CAs. Every Sunday all SMs enter the working hours of all the CAs along with the weekly footfalls they have entertained in the site. Sms can feed/edit/view the data they have entered. Data can be edited within a window of week, post which it will be view only status. All stores can see their individual store data WMP/WPS and Incentives and the support data for coaching. RMs can view the data of their respective region of no. of gold stars and their achievement. Coaching logs to be closely monitored by all RMs for adequate training and challenges.

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5. Statutory Compliances
Following are the basic statutory compliances that the store managers and the customer associates should be aware of and take precautions to ensure that the store under their responsibility does not infringe any of the statutory compliances: Registrations of the store under the Shops and Establishment Act, applicable to the state, a copy of the same should be displayed. In case of own stores original registration certificates shall be kept under lock & key. Valid registration is in existence with the store and stipulations mentioned in the license are complied with. Trade license / other licenses as required under the State Act or Municipal Act are displayed and renewed as required. For renewal of licenses / registrations store manager shall co-ordinate with the Regional FS in case of own stores and with the CSA in case of CSA managed stores. Notice of weekly holiday if any is displayed. Notice of weekly off is displayed. Notice of Daily Hours of work and rest intervals of persons employed is displayed. Records for last 4 calendar years are maintained.( this requirement shall change as per State Act requirement ) Register of Leave is maintained. Records are available for last 4 years. Copy of application for renewal of registrations/ licenses for the last 2 (Two) Calendar years are available. Inspection Book is maintained for Inspector of Shops & Establishment to record observations. Attendance register is maintained as specified by HR. The Name Board of the Shop/Establishment in the local language and in English as required is displayed. Extracts of the required Acts viz; Shops & Establishment Act / Bonus Act and other Acts are displayed with consultation with HR. VAT and CST Registrations are displayed. A copy of the IPRS and the PPL certificate should be available at the store A first aid box is required to be maintained by every establishment. Adequate means of escape in case of fire are available at the store.

Monthly compliance check list after verification shall be signed by the Store Manager and shall be sending to Regional Manager so as to reach by the 4 th of the month for the previous month. Preservation of registers, records Maintenance of books of accounts, documents, invoices etc.

Statutory registers, records and notices of any calendar year shall be

preserved as provided in the respective Act.

All the register and records related with stocks ( STN, GC /LR, Way Bill , Forms

both for inward and outward consignments )/ sale ( invoices , return sale

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invoices, manual invoices) / banking ( X Outs , pay in slips , charge slips, batch close ) etc shall be preserved as provided for in DASP. Invoices shall be serially arranged and shall be bound as permanent record. The records should be maintained for following timelines: o Stock Related Documents 5 years o Bank Pay slips and CC slips 6 months o Copy of Invoice 6 months o Xouts and Batch Close Till next divisional audit register listing the records shall be maintained at the stores. o Invoices o Manual invoices o Documents related with stocks both for inward / outward consignments o Store Credit Vouchers o Gift vouchers details o Feedback letters from customers o Agreements o Price Lists o Registration certificates.

The following records should be safely stored. It is recommended that a

Records due for destruction shall be destroyed on receipt of confirmation from Regional FS Old records should be burnt or shredded; they should never be sold as scrap paper. Old records should be systemically stored, so that in the event of necessity they can be easily located. This would also assist in aggregating them for periodical destruction. All important and confidential records, circulars containing procedural instructions etc. must be kept in a separate file, so that they can be infinitely preserved and not filed in routine files which will be destroyed over a period of time When a file or register is closed, the date on which it is to be destroyed should be indicated thereon closely, so that it can be appropriately stored In the event of any suit or legal proceedings are commenced over any matter, all documents, files and records connected therewith, automatically assume the character of indefinite reservation and thereafter they can only be destroyed with the prior approval of the Legal Department, Head Office.

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6. Cross Functional Processes

In order to make sure your store is free and clear to sell, an effective liasioning with the respective departments is a pre-requisite requirement of a store manager and success of a store manager will depend upon his teams efficiency in timely redressal of all issues pertaining to Marketing, HR, IT, Finance, Logistics etc. The manager is required to be excellent in communication skills and share a healthy relationship with the heads of such departments both in regional office as well as head office. A managers role is to efficiently train his team members in becoming champions in handling responsibilities of the above mentioned areas within the store on a rotation basis and such team members can be groomed on a fast track basis as future store managers.

6.1 Marketing
6.1.1 Visual Merchandising
As a store incharge you are required to maintain the store as per international standards with executing VM plans of the season as per set guidelines from HO and maintaining the same during day to day operations. You are also required to bring freshness in the outlook of your store by regular replacement of merchandise on display though keeping the overall theme of the season same. Some of the basic guidelines pertaining to VM is listed below

The store should have an appropriate balance of hang vs stack (old store

50:50, FRCH store 80:20) - VM Incharge to provide the same. A story should clearly be coming out from each fixture portraying either the color /mood/style/co-ordinate of the season All shirts/tops should be ironed first and then hung All shirts should be stacked with packing material. All knits and trousers should be stacked in a straight alignment All merchandise should be stacked/hung size wise in ascending order. All mannequins should be wearing shoes. Wills Lifestyle being fashion brand co-ordinates on mannequins/busts should speak of the same. Designer wear should always be kept together on the most prominent place of the store.(Jali wall) Display of front hangs and side hangs to be used Window display should have a cluster of mannequins and the theme blending with the marketing campaign of the season. Mannequins should be well accessorized and should be wearing shoes as well. Glasses on puck panels Ensuring impactful execution of plan building continual freshness thru regular change of garments on display Colour wise story for women Packing material for Clublife/Sport not required- better feel factor and design element quite visible

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6.1.2 CRM
Club Wills is a means to identify our most loyal customers and a method to reward them for maintaining this relationship. Policies The new ClubWills tier structure Level Privilege Silver NPV single invoice >4,999 or 2nd visit 10,000 39,999 Accrual 2% 2% Redemption NA Instant Offline Issued From Permanent card from Store Temporary card from store Permanent card from HO

Gold Platinum

40,000 99,999 1,00,000 & above

5% 7%

Instant Smart Chip Temporary card from store enabled Permanent card from HO Instant Smart Chip enabled Store informs HO Permanent card from HO

1 Reward Point = Re 1 for redemption Validity of membership is for 3 years till 30th Sep, 2010

Personalized Service Special exchange Policy Doorstep delivery Priority garment availability Monogramming Service ( Complimentary for Gold and Platinum members) Shopping By Appointment ( As a right for only Platinum members)

Shopping Benefits Points accrual Redemptions Exclusive promotions Birthday/Anniversary bonus Online/offline communications Dedicated helpline SMS alerts and updates

Lifestyle Benefits ITC Hotel WelcomAwards Gold membership Room Upgrades at ITC WelcomGroup Hotels Airport Lounge access

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Travel House Offer Invites to Fashion events

Store Processes for Clubwills

TCR forms to be sent to HO within 24 hours. Customer eligible for silver/Gold/Platinum card will receive the same within 21 days of registration Redemption is only possible if the customer is carrying the Permanent card. For Platinum members store should TCR and call up customer care and inform them as well Address change needs to be done in RSF which is then changed at the backend The store needs to take the request for Lost/damaged card from the customer and inform it to Customer Care immediately Cards are hot listed when the customer complains of losing the card or the cards not working properly. Stores just need to inform the customer care if a card has to be hot listed. They cannot perform this operation. CW Customer Care team runs 2 dedicated helpline for CW members o For all CW members 0124 4101010 Dedicated helpline for Platinum Members -09999 505 745 Enrolment of eligible Privilege Card members at least 70% Enrolment of eligible Platinum/ Gold/ Silver Card members 100% Customers can also enroll and enquire for clubwills through our website www.willslifestyle.com

Collaterals for Store: Minimum reorder level Temp Card Docket Gold : 10 Temp Card Silver : 25 Privilege Card Docket: 200 Redemption Receipt Book : 2 Membership Forms : 200 Monogramming Stand : 1 Monogramming Form : 15 Club Wills Take One : 200 VoC form : 100 Customer Request Book: 5 Redemption Form: 20 Take One Stand: 1 Visitor Book: 1 6.1.2.1 Escalation Points In case the stores are experiencing any software / systems issues then they can contact the IT helpdesk at the Head Office or contact their regional IT resource. The stores can also get in touch with the Customer care team at 0124 4101010 in case of any issues.

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 For refurnishing of communication elements, the store has to get in touch with the customer care team at customercare.executive@itc.in with a copy to Manager, marketing Service and to the RM/ARM.
Any customer complaint needs to be resolved within 48 hours and the SM is authorized to send Flower Bouquet to the customer. 6.1.2.2 Stationary Requirements All necessary stationary is to be requisitioned from HO either marketing/retail as listed below.

Store envelopes Store letter heads Store and SM Visiting Cards Manual Invoices Computer Invoices Gate Pass Alteration Books Footfall Mapping register Inward/Outward register Time register Occasions Voucher Return Tag DVD Temp Card Docket Gold Temp Card Silver Privilege Card Docket Redemption receipt book Membership Forms Monogramming stand Monogramming form Club Wills "Take Ones" VOC Form Customer request book Redemption form "Take One" stand Visitor Book Badges

Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Manager- Retail Communication-HO - Office Associate - HO - CRM - CRM - CRM CRM - CRM - CRM - CRM - CRM - CRM - CRM - CRM - CRM - CRM - Office Associate - HO

Other queries GP2 Manager Retail Communication Collaterals for instore promotions CRM Manager Collaterals for MM tie ups - CRM Manager 6.1.2.3 Voice of Consumer (VOC)

Sunboards/Flex for hoardings/Lollypops Manager Retail Communication

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VOC is used as a tool to capture consumer feedback on a daily basis measuring different parameters like feedback on range, price, customer service etc. Following guidelines needs to be followed by all stores. Store to send a minimum of 20% of invoices billed over any given period of time. All VOCs should reach Backend by 7th, Every month VOCs should be sent to the following address only Customer Care 86, Udyog Vihar, Phase 1 Gurgaon 122016 PH: 0124 - 4588320, 4101010 6.1.2.4 Monogramming Service Eligibility Gold and Platinum Club Wills Customers are eligible to avail the facility of Monogramming for Wills Classic Mens shirts priced Rs. 1995 and above. The service is not available for other customers or for other garments. Charges No charges for Gold and Platinum members. Front-end Process Customer is told about the service by the CAs/ becomes curious by looking at the communication at the Luxuria fixture. On his interest, he is shown the location (cuff), fonts, sizes and colors and the replicas of his shirt on the touchscreen. Customer fills up a form indicating the font, color, text and the address to which the garment is to be couriered. This form is to be filled in triplicate. Customer is given an invoice along with the Customer Copy of the monogramming form. The customer will be communicated an overall time of 14 days for delivery of garment. The Original copy is sent along with the shirt to be monogrammed, packed in a White stiff box (used for packaging of Classic shirts) is sent to the Customer Care Department at Gurgaon on the same day. The store should also send a mail to customer care with the dispatch details. The store copy needs to be filed at the store and kept for reference. Backend Process Customer Care receives the shirt via courier along with the monogramming form duly filled. Customer Care coordinates with the Embroidery team and gets monogramming done within 2 days of receipt of shirt. The Embroidery team will show marketing a swatch of actual monogramming before doing it on the actual garment. After the monogramming the shirt is quality checked and repacked.

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The packed shirt is parceled in a red gift box which is kept in the white hard box with the customer address neatly stated on it. Customer Care team couriers the shirt to the customer directly. Time to be taken at backend: 3 working days Time to be taken for overall process: 7 working days.

Post Dispatch Procedure Customer Care will call up the customer to confirm that the customer has received the shirt. Customer feedback will also be taken at this time. Reports A weekly tracker will be sent detailing the time taken between each operation: Invoice Date > Dispatch date > Received at Customer Care date > Dispatched date > Received by Customer. Customer Feedback shall also form part of this report.

6.1.3 Micro Marketing

Definition Activities conducted in a mutually rewarding partnership with local establishments, with the objective of channeling quality footfall/ consumer traffic in a catchment area into our stores Cross Promotional activity - The activity should rewarding for both partners similar to a cross promotion. Footfall quality & Customer profile - The two outlets must share a common profile and quality of footfalls and customers Geographical area Ideally, the two outlets must be in the same catchment area. Incase there is a promising partner but not necessarily within the same catchment, we can tie up provided the outlet is in close proximity to our store. Promotion tool The Gift voucher To ensure that the footfalls from one outlet are diverted to the other, it is imperative that the promotional tool used is simple and compelling. It is recommended that we use gift vouchers. No discounts may be used. The GVs should be disbursed to customers provided they make a minimum purchase at the partner outlet. This minimum purchase slab should be ascertained so as to filter out only quality customers. (A thumb rule could be our ATV in that market) It is recommended that the partner also reciprocate our offer with GVs that will be given to customers at our stores. However, incase that is not possible, discounts maybe given provided the discount rate is meaningful and in line with what we are offering.

Club events-Club events such as tambola, car rallies etc do not fit the definition of micro marketing. These are events and need to be evaluated as event sponsorship proposals separately.

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Partner categories guidelines Conflicting business interests Categories with conflicting business interests must be avoided. No apparel brand may therefore be partnered with. Irrespective of the fact that the brand may be catering to a consumer segment different from ours (e.g. kids, other SECs etc) Ethnic/ Traditional brands All ethnic brands/ product categories should be avoided. Even though the brand may be extremely premium and could attract a suitable TG for us (eg Nalli/ Laffaire) , the partnership should be avoided. Sensitive All institutions/ bodies/ categories that stand for issues of high social sensitivity must be avoided to ensure that no controversial associations are ever made. For eg. Religious/ communal bodies, gender biased activists etc. Quality vs Quantity of Footfalls The opportunity should not be evaluated purely in terms of the quantity of footfalls an outlet generates. The evaluation and selection of a partner must take into account the quality of footfalls, which in turn can be measured by the ATV of the outlet. This will ensure that the TG that we attract through the activity has the desirable spending power. Promotional Collateral The marketing team will develop standard templates for the promotions. These templates will be developed to ensure that (if need be) the partner logo is showcased as well. Incase the partner is using any other collateral it must be approved by the marketing team prior to roll out. Partner gift vouchers and discount coupons must also be checked for quality to ensure that the same is suitable for our stores. It is preferable that the partner vouchers/ coupons do not carry our logo on them, since we may not be able to control the collateral quality. Both partners must share the collateral cost equally.

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6.2 Finance
6.2.1 Cash Deposit
Store Managers are required to deposit cash sales every day without fail and no exceptions on the same. Only for Saturday and Sunday cash should be deposited together on Monday. DOs

Cash tally to be done by the cashier only and details to be noted in the Cash
Book. End of day cash to be tallied and kept in a sealed envelope in the safe. Only the SM and the cashier should know the password of the safe. Cash to be tallied at the following intervals of the day by the cashier: 1:00p.m., 5:00p.m., end of day. Credit card to be tallied with x-out report and batch close statement. Remarks to be written on cash closing sheet for any differences/excess in credit card/cash of the day. Check identification of cash pick up personnel. Pay in slip should be made in triplicate. One copy of signed pay in slip should be taken from the cash pick up agent and this counterfoil should be destroyed only after obtaining the pay in slip duly received and acknowledged by the bank ( must have bank seal and date of deposit ).

Donts:

Taking out cash from daily cash sales for expenses.

Postponing cash deposit to next day. Handing over cash to cash pick up agent without checking his identification Making deposit slips in morning Any short banking or non banking has to be approved by GM- Retail Operations

6.2.2 Gift Vouchers

Currently Gift vouchers are being used as Direct Marketing and sale promotion tool. Gift vouchers are procured by LRBD HO Marketing Services and dispatched as per requirements given by the stores. In addition Merchant Partners GVs are redeemed against sale made as per specific agreements signed with the Merchant Partners. The gift vouchers procured by LRBD fall in two categories: Normal GVs Promotional GVs

Normal GVs are the GVs of approved denominations and are sold through Stores / HO .e.g. Occasions, Welcome Awards, Sodexho, Amex GVs etc. Promotional GVs are free GVs which are either scheme linked ( EOSS ), other sale promotion scheme during launch / festivals or distributed to MVCs customers / other

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entities as a part of any other sale promotion activities .e.g. DM GV, MM GV, Fashion Rewards GV, Essenza GVs etc Occasions GVs can also be sold for institutional buyers in the following discount slabs: Slab Rs. 0 - Rs. 30,000 Rs. 30,000 - Rs. 1,00,000 Rs. 100000 Rs. 5,00,000 >= Rs. 5,00,000 Discount 0% 10% 15% 20%

Since any discount over and above the set limits require approval from V.P. Marketing & Retail , the Store Manager shall ensure that necessary approvals are obtained prior to such sale .

GVs have a fixed validity period after expiry - validity period for such GVs can
be extended in case a customer insists - only with prior approval from designated manager. Occasion GVs are sold against cash / credit card or LP and in case of institutional buyer against cheque / DD. On bulk buy of GVs discount is offered to the customers to the extent of prefixed approved slabs rate. When sold / issued - the store is required to affix the stamp of the store with date of issue on the reverse of GV. Details of receipts / sale / collections /redemptions are required to be kept by stores. Details of sale and collections are required to be send to RO on a daily basis and all proceeds against sale are required to be deposited in ITC HDFC account without any delay by next working day. Scheme GVs are issued strictly as per scheme announced and have fixed validity period. Stores are required to follow the terms and conditions of the scheme for issue / redemption and also maintain record of GV issued and redeemed. On expiry of Sale promotion scheme remaining GVs are required to be destroyed with intimation to Retail / RO. As and when a store manager is changed the incoming store manager takes over on hand GVs. GVs redeemed should have the following details: GV No./GV denomination/GV Type/ Invoice No./Invoice value GV sale in cash shall be restricted to only Rs. 20000/- for individual customer. Any sale beyond this amount to individual customers shall be through Credit / Debit Card. No personal cheques shall be accepted from individual customers. On redemption, no money shall be paid to the customer for the residual value of the GV in case the value of purchase is less than the value of GV.

Record & Safe Keeping of GVs

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In the event of transfer / resignation of the Store Manager - GV reconciliation shall be a part of the handing over note. Incoming Store Manager must ensure proper taking over, verification of this area.

6.2.3 Petty cash management

Basic Guidelines regarding petty cash

Store Manager is responsible for the imprest given to the store for day to day
operations.

Statement for expenditure incurred shall be made on a weekly basis and sent

for reimbursement HO. Cash Vouchers cannot be used for expenses more than Rs.5000/All bills and statement to be signed by the SM. Any expense above 5000, purchase order to be raised through three quotations. SM to revert to finance resource immediately regarding any queries raised on petty cash settlement or sale deposits. SM to maintain a separate account for imprest to be opened by the RO finance All bills for expenses incurred are to be attached with the expense statement.

6.2.4 Exception Invoicing and Manual Invoices

Exception Invoicing should be used in case of NES Items. Exception Invoicing records the sale in the system and gives the consumer a similar looking invoice as in the case of normal billing, maintaining the aesthetic value. Detailed process of Exception Invoicing has been mentioned in the annexures. Store to make manual invoices only in case of emergency like system break down. Serial controls are to be exercised by the store on receiving / utilization. All manuals to be stamped with RSF invoice no and the date when it is updated in system Monitoring sheet to be maintained for all manuals issued in a soft copy in the prescribed format with all details of the manual invoice with EAN nos. , tender details to be mentioned. In case any difference in EAN No. /MRP / Value is noticed in the RSF invoice vis-a-vis manual invoice, it shall be recorded in control file and also highlighted to RO. One copy of RSF invoice printout shall be attached with manual invoice and the second copy shall be maintained with other regular invoice record Close monitoring shall be done and ensured by Store Manager and Reg. Finance on manual invoices issued / updated in RSF and pending updation serial continuity of manual invoices issued shall be monitored. In case of specific customer requests received from other stores for specific merchandise / item, the sender Store Manager shall ensure that such material is send only with RSF invoice. It shall be the responsibility of the Store Manager to ensure that no material is dispatched on manual invoice or on a gate pass in such cases. At the same time it shall be the responsibility of the

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receiving store to ensure collection to be deposited within 2 days of receipt of such invoiced material In case a manual invoice is cancelled or not used for whatever reason , both original and duplicate copies of the manual invoice shall be defaced , marked CANCELLED and retained in the manual invoice book . While issuing a manual invoice to a customer, the staff shall ensure that manual invoice issued is complete in all respect and must have following details clearly and correctly recorded on the manual invoice : Customer name and ID Date of issue CA name Item description, Qty, MRP and value Tender details Signature of the cashier All RSF invoices ( office copy ) shall be arranged serially and kept bound Sales made in manual invoices pending updation in RSF for the day needs to be shown separately in X-OUT report with break up by tenders Not more than 2 manual bill books in consecutive order to be used by the store at any point of time for manual billing. Stores can carry a maximum of 6 manual books at any given time. No multiple manual invoices book to be used simultaneously at any point of time. Usage of manual bill book and issuance of manual invoices has to strictly follow the serial numbers in continuation. No deviation allowed for the same.

6.2.5 RO Positive
RO positive is done for all NES (not enough stock) cases either during
invoicing or during sending back the stocks to the warehouse. NES happens due to non-identification of the said SKU with the store inventory as per the system. Not enough stock cases shall be closely checked, verified and shall be resolved within the month. Exception invoices issued on account of NES shall be updated post verification of inventory and passing of RO+ in the system by Regional FS.

6.2.6 Gate Pass

Store Manager or nominated CA shall be the custodian of Gate Pass stationery.
Serial control shall be maintained on Gate Pass stationery. On receipts the stationery shall be checked for serial numbers continuity and booklets shall be allotted manual running serial number starting with 1 for the year. Booklets will be used in running serial. All request for issue of stocks / merchandise from stores on RETURNABLE (RGP) or NON RETURNABLE (NRGP) basis shall require prior approval from GM-operations.

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 Store Managers shall be required to send such requests thru Lotus Note to
GM-Retail Opns and shall be actioned only on receipt of necessary approval from VP Marketing & Retail. A copy of such requests shall be marked to respective Regional Manager/s. While sending the requests for approval the purpose for removal and likely date of settlement shall be specified by the stores. Store Manager/s shall ensure that details on merchandise removed on GP/s are advised to Regional FS / HO on a monthly basis to facilitate monitoring and for rising of debit notes where necessary. Store Manager shall ensure that materials issued on RGP are collected back and gate pass is squared up / closed in stipulated time or invoiced as the case may be. In case the return does not happen within 15 days the SM should write a mail to the respective department with a copy to line managers and GM Retail Ops. If the gate pass is not closed within one week then a reminder mail needs to be sent and GM Retail Ops need to take corrective action.

6.2.7 Internal Debit

Sales through Internal debit to follow the below process Written communication to store from the beneficiary indicating product type, qty, date of delivery and which dept/division to be debited. Store to take the written approval of the RM/ARM. Merchandise to be billed before dispatch in cash and the dispatchment must carry the invoice. Store will send a mail to concern to confirm the receipt and the same need to be confirmed by beneficiary. Store will forward the confirmation mail with the RMs approval mail to Finance. Invoice copy to be couriered to finance within 3 days from date of billing. Store comment is reqd in X out report. Finance to confirm the process/accounting to the store.

6.2.8 Fixed Assets

Stores are neither authorized to purchase asset items nor to dispose off or sell
an asset. All purchases / disposal / sale of assets are centralized and controlled at HO. On receiving an asset, a confirmatory note for receiving and installation shall be send by SM to HO Finance for updation in store fixed asset register ( FAR). In case of transfer of asset to warehouse or to other locations, the Store Manager shall seek a written advice for transfer from the manager concerned. Such movements shall be recorded through gate pass. While transferring the asset it shall be the responsibility of the Store Manager to inform HO Finance in advance with details of assets being removed and seek insurance coverage. Communication regarding all fixed asset movements will be sent to the RM/ARM through Lotus Notes.

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Store Managers / staff are not authorized to dispose or sell any asset unless a written approval has been received from HO Finance. Soft copy of updated FAR shall be maintained at store and store will assist the audit team in the yearly verification exercise.

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6.3 Human Resource

As a store manager you are required to play the role of human resource personnel as well taking care of all statutory compliances, leave and attendance records, training and motivating your team members.

6.3.1 Leave
30 days leave may be availed in a year. 15 days can be carried forward to the next year. In the first year of probation, there are no leaves sanctioned Leave has to be approved by SM & RM Leave may be accumulated to a maximum of 300 days. To avail leave you are required to fill out the Leave application form

6.3.2 Salary Processing

Minimum zero balance salary account can be open Salary will get credited in your account by the 2nd / 3rd day of the coming month if joining is before 10th of the month with complete joining formalities on time. If joining is after 10th, the salary is likely to be processed in the next month, & credited to your account only at the end of the next month. Salaries are credited to your bank account automatically through the Head Office at Kolkata

6.3.3 Medical
Self, Spouse & two dependent Children below 24 years. Reimbursements are processed twice in a month i.e. 2nd & 4th Friday of every month. Reimbursement form is available Information Repository. Excess/Special Sanctions are cleared by DMC once in a month. Opticals Once in two years. Tax Exemption upto Rs.15,000/- in a financial year.

6.3.4 Retiral Benefits

On joining every manager becomes a member of the IATC Pension Fund IATC Provident Fund ITC Management Gratuity Fund / ITC Gratuity Fund C

6.3.5 Mentoring fresh recruits

Assigning an experienced CA as buddy for handholding during the 1 st month under the supervision of the SM covering the following Customer engagement Selling process Cashiering

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Loyalty program IT system training Targets Replenishment process Reporting & Analysis

Effectiveness in hand holding should be a KRA of SM/ buddy.

6.3.6 Refresher training

Inputs on six monthly basis (Mar & Sept) to all CAs covering the following Fashion trends forecast for the season Design stories of the season Comprehensive brief from category teams on all styles for the season Module on Consumer engagement Module on Selling skills VM themes for the season creative ways of doing VM / accessorisation of mannequins / visual support thru talkers etc.

6.3.7 MITR Program

Employee Referral Program Employee can give a brief profile of the candidate being referred Prescribed forms are available and send the form to HR Department.

6.3.8 Stars N Stripes

To recognize & reinforce high performance / contribution to the business. A national inter state store Reward & Recognition program. All stores would be ranked on 4 key result areas:1. 2. 3. 4. Customer Satisfaction Business Performance Selling Effort Team Building

6.3.9 WINGS
CAs having worked with ITC 2 years as a fresher or having atleast one year experience with atleast one year spent in ITC is eligible for participating in the internal growth opportunity referred to as WINGS. Eligible candidates need to clear written, Group Discussion and presentation tests to qualify for the final rounds held at the head office. Post clearing WINGS , selected candidates to undergo a six month at any location across location. Post satisfying performance during this period, the WINGS candidate will be given a store as an assistant store manager at the M7 level.

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6.3.7 WOW
Its an extra effort made by an employee who makes a customer feel privileged and cared for. The best employee is honored with a WOW certificate during StarsNStripes ceremony. A SM should promote this culture amongst the CAs to ensure maximum participation. The mail pertaining to the WOW needs to be marked to RM/ARM/GM-Retail Operations/GM-HR.

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6.4 IT
As a store manager you are the custodian of all ITC assets pertaining to projects and IT. Regarding all IT issues you are supposed to co-ordinate with the regional IT resource. Laptops issued to Store Managers are not supposed to be taken out of store premises unless instructed or required for RO meetings. To provide sufficient power backup time for IT equipments in Stores, UPS backup Systems has been installed. In practice, there're two UPS are installed; one with a capacity of 2-3 KVA for IT equipments, second UPS with Isolation Transformer of 11.5 KVA for Sensormatic Device. The selection of UPS rating is calculated by the load of the following mentioned equipments, and sufficient power backup time.

1. Load for 2/3 KVA UPS for IT equipments 2-3 POS Machines with DMP Printers 1 Server With DJ Printer 1 Kiosk Machine 1 RFID Reader (wherever installed) 2-3 EDC Machines Networking Switch WAN Router WAN Modem Tele/Fax Machine 2. Load for 1/1.5 KVA UPS with Isolation Transformer Sensormatic Device only

The expected load for UPS shall always be of the above mentioned equipments. However, at times it's been reported that some electrical points are also connected with the UPS, creating an overload on the UPS, and resulting into failure on critical times. As per earlier communications, IT has allowed for the use of two CFL (max 20W rating) only for backup from first UPS. There'll be no other equipment connected with the UPS. The UPS for Sensormatic Device shall never be used for backup for any other device/electrical equipment. The device is also connected thru an isolation transformer. An isolation transformer is a 1:1 power transformer which is used as a safety precaution. Since the neutral wire of an outlet is directly connected to ground, grounded objects near the device (desk, lamp, concrete floor, etc.) may be at a hazardous potential difference with respect to that device. By using an isolation transformer, the bonding is eliminated, and the shock hazard is entirely contained within the device. As per the Sensormatic Manufacturer, powering any other equipment from the same UPS generates distortion in the sine wave output of UPS, and can result in to failure of Sensormatic at any point of time . Also, it's very difficult to trace such distortion by a common person, you may be finding sensormatic to work fine but at times you'll not come to know, as and when it's not working. Investment

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of a huge amount into sensormatic may go waste, if it's not working at the time of a theft incident. Adherence to the above mentioned guidelines shall definitely give a trouble-free service from UPS. However, it's also essential that a regular Preventive Maintenance is carried out, so that the break-down can be avoided. If Store people observe that UPS are not giving sufficient backup time (8-15 mins), they should immediately inform respective Regional IT Executive. For any further queries or clarifications kindly get in touch with your Regional IT Executive. Region North/Central East South West Contact Mobile No Jitender bhandari 98730-93159 Hasnain Akhtar 98304-20431 B.Kamalakarnaidu 90086-11559 Sunil Rawat 98206-24804 Email jitender.bhandari@itc.in hasnain.akhtar@itc.in b.kamalakarnaidu@itc.in itsupport.lrbdwest@itc.in

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7. Handling legal Notice

Process pertains to the legal notices received at the stores and the reporting and escalation of the same to the RM and GM-Operations. On receipt of legal notice at the store the store should immediately inform the RM on phone before contemplating any course of action. On being advised to receive the notice, the person receiving the same should sign on the document and receive the same The legal notice should immediately be faxed / scanned thru email to GM Retail Ops / HR (relating to labour and statutory compliance) / GM-Finance (relating to weights and measures, sales tax and consumer complaints through consumer redressal forums) and then be couriered to the RO with a copy of the same retained at store. Under no circumstances any contact details / names apart from the RM and GM-operations to be divulged if the concerned department/person enquires for the same.

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8. Roles and Responsibilities

8.1 Role of a Store Manager
8.1.1 Principal Accountabilities:
Sales Planning

Planning of sales targets to meet business objectives.

Ensure timely flow of information to facilitate reviews reporting and initiation of action.

Merchandise Planning Setting of overall store targets into brand as well as DCS contributions.

Planning of SQB for the store based on brand wise DCS contributions. Forecasting quantity requirements at SKU level for the store.
Plan base stock initial deployment of stock at SKU level. Planning and adherence to replenishment schedule. Identification of gaps in merchandise mix and taking corrective action in coordination with RM/ARM and central planning team.

Product Presentation Ensuring and implementing adherence to visual merchandising norms and guidelines as per the central VM plan. Ensuring instore product presentation as coordinates Maintenance and upkeep of all furnitures and fixtures.

Marketing Initiatives Planning and implementing micro marketing activities at ground level. Ensure effective execution of events / promos and other marketing initiatives. Ensure maintenance and relevance of all brand collaterals in the store

Business Review and Development Review sales performance of WLS store over period of time as well as in comparison to pre defined competition set Provide accurate and timely information pertaining to sales, industry, and competition in the area for periodic reviews

Cost Management Planning and analyzing store operation budgets Measurement of store operating costs vs. set budgets Initiate process of cost rationalization Ensuring that the stock variance is kept at bare minimum.

Finance & MIS Regular & timely remittance of sales proceeds to ITC a/c Maintenance of all IT equipments and adherence of the specified IT policy Inventory reconciliation of physical vs book stock

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Manpower Management Motivate team to ensure delivery of business objectives Foster a culture where the team members are encouraged in taking initiatives. Ensure implementation of work ethics and discipline amongst team members Impart on the job training inputs to store staff Identify training and development needs required by the store staff to equip them with the skills to understand and fulfill consumer needs.

Facilitation Ensure implementation of NNS and thus ensuring standardization of sales and service standards Analyzing stores customer retention and acquisition rate and taking corrective actions in coordination with the RM/ARM & CRM department.

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8.2 Role of a Customer Associate

8.2.1 Principal Accountabilities:
Customer Facilitation Greeting consumers & acknowledging the repeat consumers. At the time of them leaving the store a suitable statement indicating the indent of looking forward to seeing the consumer again Highlight suitable higher value products to consumer while facilitating. Appraise consumer on product / fashion and facilitate sales Assess the consumer needs & suggest the right product. Manage the Cash till at the Store whenever assigned and ensure checkout quickly and efficiently Collect and give consumer feedback / information to the Store Manager for action.

Visual Merchandising Assist the SM in implementation of VM plan to highlight the coordinates rather than individual products Ensure proper stacking & visual appeal of merchandise displayed. Housekeeping and maintenance to ensure that the Store reflects a great shopping ambience.

Product Knowledge Update ones own knowledge on the current seasons merchandise thru product hand tags copy.

Stock management

Regular replenishment of stocks from back office to assigned areas in front

Assist SM in preparation of regular replenishment orders Reporting & Market Intelligence Assist SM in tracking performance of Competitors in the market. Assist SM in identifying and analyzing trends Assist SM in preparation of reports accurately and on time

Sales Productivity Implement best practices of Up-selling & Cross-Selling Strive to achieve higher conversion levels & measure the same on daily basis Assist SM in breaking up of monthly targets into weekly / daily targets

Marketing Initiatives Assist SM in planning & execution of all marketing initiatives Ensure maintenance & relevance of all brand collaterals in the store

General / Administration Ensures that he/she displays the high standards of grooming Adhere to the disciplinary requirements of the store. Assist SM in training & development of new CFs

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9. Store Manager Handover Process

Handing over of duties The following points should be kept in mind at the time of handing over of duties to the incoming store manager. The outgoing store manager should brief the incoming store manager on the following points

Store Sales

Sales history of the store year wise, monthwise - highs and lows
Targets for the current year and the key performance areas Customer history of the key customers Promotions done at the store and their success %. Key details of competing stores Any upcoming sales activity planned Current market making activities, if any and the status of the same.

Store Stocks Handover of stock at store as per the audit guidelines.(Refer to annexure Physical verification of stocks) Handover damaged and customer returned merchandise % contribution of each category and any variance noticed from month to month, season to season General top sellers by design, colour, price ,etc Styles that do not sell Base stock details of the store All pending outbound and inbound GIT which is exceeding 30 days has to be closed as an handover process

General

Handover of cash, occasions gift vouchers, holograms, store keys & registers
Handover pending bills Petty cash + explain budgets and routine monthly expenses AMC contracts of all service vendors (costs + period) Responsibilities of each CF currently. Profile of customers shopping at store. Key focus areas Any pending issues e.g. generator Introduce the incoming SM to all ITC branch offices /hotels/ CSA etc. Store budgets for the year Fixed Assets at the store listing

Note Handing over shall be in writing and shall include critical areas like stocks / petty cash / GVs / Manual Invoice , SCV books / Fixed Assets etc. A copy of handing over note

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by the outgoing manager shall be marked to Regional Manager and Regional FS for record.

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10. List Of Annexures

9.1 Opening & Closing Checklist 9.2 Store Ops Audit Format 9.3 Store VM Audit Format 9.4 Friedman Formats 9.5 Statutory Compliance Details (Region Wise) 9.6 Monthly Business Report 9.7 Rotation Log 9.8 Expense Tracker for Store Manager 9.9 Category Sales Performance Vs. Stock 9.10 Club Wills Manual 9.11 TE Limit 9.12 Movex Snapshot 9.13 Exception Invoice Process/Resolution 9.14 EHS Guidelines 9.15 VIP Visit Checklist 9.16 Duty Roaster 9.17 Procedure Note For Physical verification Of Stocks

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