Reliance sip

Submitted by:
EKTA BANERJEE
MBA (AGRIBUSINESS) PROGRAMME
ROLL.NO:15509V143020
2014-16 ACADEMIC SESSIONS
SUBMITTED TO THE DEPARTMENT OF BUSINESS
ADMINISTRATION,
UTKAL UNIVERSITY, IN PARTIAL FULFILMENT
OF THE REQUIREMENT FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
Under the Guidance of
Mrs. Anuradha Mishra
Center For Agri- Management
Dept. Of Business Administration
Utkal University

ACKNOWLEDGEMENT
I owe a great many thanks to a great many people who helped and
supported me during the writing of this project report effectively and moreover
on time.
It is my pleasure to acknowledge Mr. Deepak Ram, Director of Centre for
Agri-Management, with his experience in a practical way as a part of
information and communication technology in agriculture and rural development
course.
With great pleasure, I extend my deep sense of gratitude to Mrs.
Rajashree Samal, HR of Reliance Fresh Limited, for providing facilities and
valuable suggestion throughout the project work. I am also thankful to Mr.
Bharat Sahu, Category Head for providing us valuable information when needed
and directing us at various situations. Despite of their busy schedules, they gave
us different ideas in making this project unique.
Last but not the least I am immensely thankful to Mrs Anuradha Mishra,
faculty who gave us such a brilliant opportunity to apply our best knowledge and
her timely feedback and inspiring us with her large knowledge base on the
subject matter.

EXECUTIVE SUMMARY
The project studies were conducted at Reliance fresh convenience store of
Reliance Retail situated at Bhubaneswar. The summary of this project is as
follows:
Project title is “Study of F&V Segment of Reliance Fresh”, Indradanush Market.
Throughout the entire period of internship, the task was to deal with the F&V
segment & to work towards it improvement. The assigned work was to take care
of the F&V segment & try and enhance its appeal. Identifying the various current
strategies for improvisation of the F&V segment and have suggested tips for
improvisation are provided towards the end of the project. The major task was to
look after the mango sales. On a daily basis the daily mango sales were recorded.
Steps were taken to make the customers aware of various discounts & offers that
they can avail on purchasing mangoes. This helped increase the mango sales.
The project also includes sales analysis, overall mango sales and its
interpretation.

CONTENTS:
1. INTRODUCTION
2. F n V BUSINESS IN INDIA
3. OBJECTIVES
4. SCOPE
5. METHODOLOGY
6. COMPANY PROFILE (RELIANCE FRESH)
A) INSTORE OPERATIONS
7. DATAANALYSIS
a) SALES ANALYSIS
b) MANGO SALES
c) INTERPRETATION OF MANGO SALES ANALYSIS
8. LIMITATIONS
9. RECOMMENDATIONS
10. SUGGESTIONS
11. CONCLUSION
12. BIBLIOGRAPHY

INTRODUCTION – THE RETAIL INDUSTRY IN INDIA:
The Indian retail industry has presently emerged as one of the most dynamic
and fast paced industries as several players have started to enter the market.
It accounts for over 10 per cent of the country’s gross domestic product
(GDP) and around eight per cent of the employment in India. The country is
today the fifth largest global destination in the world for retail. Several
corporate have planned to exploit the opportunities in the Indian retail space,
such as Reliance Industries Ltd (RIL), which has lined up capital expenditure
of Rs 1.8 trillion (US$ 28.94 billion) for the next three years for its
petrochemicals, telecom and retail ventures. With the growth in the retail
industry, the corresponding demand for real estate is also being created.
Further, with the online medium of retail gaining more and more acceptance,
there is a tremendous growth opportunity for retail companies, both
domestic and international.
Currently the value of the complete retail market space is approximated at
around $ 270 billion with a growth rate percentage of 5.7 % per annum
according to the Indian Retail Industry report. It is the fifth largest in the
world. The size of the small retail is big whereas that of big retail is small.
However, the mega corporate retail which is estimated at around3.5% i.e $9

billion is projected to grow at the rate of 28% to 30% per annum. It is
expected that the modern retail industry in India will be worth US$ 175-175-
200 billion by the year 2016. The multifold increase in corporate retail will be
at the cost of small-scale retail, which employs nearly 10% of India’s
population. By the year 2013, the organized sector is also expected to grow at
a CAGR of 40%.
F & V BUSINESS IN INDIA:
Vegetables, fruits, and grocery play a vital role for the existence of people and
also a very influencing role in the economy. Though fresh fruit, vegetable,
and grocery retail has been considered as a very low-margin business, the
market potential has attracted Indian business houses and corporate, driving
the forays through different models like single-format, multi-format or
integrated urban-rural models. To attract the global leaders in vegetable
retailing, the government allows foreign direct investment in cash-and-carry
type business model to the tune of 100 per cent. The joint ventures of
domestic Indian companies with the global players are allowed to operate in
India. However, the domestic companies have controlling stake in the
vegetable and grocery retail. Currently, organized retailers are anchoring the
metropolitan cities and urban markets. In the near future, corporate retailers
will concentrate on the rural markets, which have been uncovered and have
untapped potential. The traditional retailers are unorganized small
shopkeepers, Kirana (mom and pop) stores managed by families or
individuals. There are two classifications of their formats—stores and
nonstores. Store formats include stores with permanent and semi-permanent
building, ranging around 50 square feet or more in size, corner stores, and
paper and cigarette shops. Non-stores format covers street vendors,
pavement vendors, cart vendors, mobile vendors (head carrying), and vendors
at daily or weekly farmers markets.
OBJECTIVES:
1. To study and understand the F&V segment of Reliance fresh

2. To understand the needs of different customers for vegetables and
fruits at Reliance Fresh
3. To study the current marketing strategy of Reliance Fresh in the F&V
segment
SCOPE OF THE STUDY:
The scope of project allows a two way approach to learn about the
functioning of Reliance Fresh outlets. Firstly, it provides an opportunity to
know about in and out of the functioning of the retail store which serves both
as the frontline of operations and the revenue earner for the organization
engaged in the business of organized retailing. The retail store which serves
as the point of interaction and transaction between the organization and the
customers is the biggest stakeholder in determining the level of success of
the business. Operations set that regulate the entire workings of a store thus
have a pivotal role. Thus while being engaged in a project work in an retailing
organization, to develop knowledge about the retail store operations provides
a kind of completeness to the task of understanding the trade.
On the other hand factors like counts of footfall, the value of ticket size
etc. are ultimate determiners in the extent of success that the retail
organization has achieved. These determinants are in a sort litmus tests
about the correctness of the strategy and the positioning in order to reach
the consumer groups. All the working procedure as well as the planning is
usually so organized as to ensure the maximum business both in terms of
volume and value. The first level facilitator for this purpose achievement is
the footfall figures of the stores under observation. By simple logic it can be
deciphered that more number of people entering the store means more
amount of revenue. The arrival of consumer hordes can be a near to sure
indictor of acceptability of the business model of the organization.

But the approach to determine outcome of a retail business model on
footfall alone can unfailingly lead to fallacies. So in order to reinforce the
element of surety in the task of analysis a more trustful approach of taking
eye to the ticket size is desirable.
METHODOLOGY:
Research Methodology is the master plan for conducting the research study.
It should be noted that a Research Methodology is unique to a Research
Design. The main methodology adopted was based upon the Primary Data
which have been collected during the tenure of 45days of Summer Internship
Programme i.e., May 15, 2015 to June 30, 2015. These Primary Data were
usually the first hand information gathered which had helped in knowing the
customer perception and behavioral attitudes on the certain commodities by
either directly interviewing them or watching closely their purchasing pattern
Like in this case, the variables were analyzing Foot-fall, Catchment Area and
the Average Ticket Size of the customers.. The project’s data collection was
through Primary and Secondary sources. Primary data was the one where I
interviewed and observed the customers Secondary data included the
analysis part through the data given by the Store.
COMPANY PROFILE: RELIANCE FRESH
(Aapki Khushi Hamari Khushi)
India’s Fortune 500 private sector giant, Reliance Industries Ltd, has, in fact,
been first off the blocks by launching its first Reliance Fresh outlets in
Hyderabad.
Reliance fresh is the retail chain division of reliance industries of
India which is headed by Mukesh Ambani. Reliance has entered into this

segment by opening new retail stores into almost every metropolitan and
regional area of India. Reliance plans to invest Rs25000crores in the next 4
years in their retail division and plans to begin retail stores in 784 cities
across the country. The reliance fresh supermarket chain is Reliance
Industries Ltd Rs25,000crores venture and it plans to add more stores
across different g, and eventually have a pan-India footprint by year
2011.The super marts will sell fresh fruits and vegetables, staples, groceries,
fresh juice bars and dairy products and also will sport a separate enclosure
and supply-chain for non-vegetarian products.
Reliance Fresh is the retail chain division of Reliance Industries of
India that is headed by Mukesh Ambani. Reliance has entered into this
segment by opening new retail stores into almost every metropolitan and
regional area of India. Reliance plans to invest Rs 25000 crores in the next 4
years in their retail division and plans to begin retail stores in 784 cities
across the country. The Reliance Fresh supermarket chain is RIL’s Rs 25,000
crore venture and it plans to add more stores across different cities.
The supermarkets will sell fresh fruits and vegetables, staples,
groceries, fresh juices and dairy products and also will sport a separate
enclosure and supply-chain for non-vegetarian products. Besides, the stores
would provide direct employment to 5 lakhs young Indians and indirect job
opportunities to a million people, according to the company.
The company also has plans to train students and housewives in
customer care and quality services for part-time jobs.
INSTORE OPERATIONS
A. 1) Indenting & Purchase Orders (PO’s)
(a)Indenting – DC Delivery:-

Indenting will happen after checking stock in the store and goods in transit.
Or whenever if required any changes in indenting due to season, weekends
or any festivals then the quantity is modified. For branded goods there is a
automatic indenting system which is handled by the head office (Mumbai).
Delivery of fruit & vegetables is after 48hours after being raised. Indenting for
milk and dairy products is delivered after 36 hours.
(b) Raising PO for Bakery
PO (purchase order) for bakery supply is raised in the store and also released
to the vendors by the stores. PO on vendors can be raised only once each day
& it will be valid for 24 hours.
A. 2) Receiving:-
(a)Checking of Delivery in DC
All the Dry DC delivery will be checked by a store staff in the DC staging area
before packing and loading. This is to minimize delivery count error and
ensure that right quantity is delivered to the stores. Behind this all the
activity owner is Store Manager.
(b) Receiving Goods in Store: From DC & CPC
Receiving indented goods from the DC & CPC as per the delivery schedule. At
the time of receiving goods from DC many things which is followed by the
SM, ASM, & CSA:-
• Check the seal in front of driver.
➢ Note down the air condition temperature.
➢ Inspect stocks for transit damages.
➢If any HU (Handling unit) / article is found damaged, excess, or
missing noted it on the trip sheet for return to DC.
➢Do the GRN (Goods return note) for the delivery for the actual
received quantity.
➢Stores are not unloading transit damaged stocks. Transit damages
will be returned to DC in the same delivery truck.

➢The main focus during goods receiving must be to unload the crates/
cartons from the truck as quickly and safely as possible.
(c) Receiving from Vendors
Procedure for receiving goods directly from vendors. Behind this
whole activity owner is store manager/ asst. store manager. Reliance
fresh stores indenting specially bakery, beverage and books/magazines
and music.
A.3) SM/ASM Checks:-
➢Check the deliveries for quantity, damages and freshness and accept
only good products as per shelf life norms.
➢Do not accept any short shelf life or damage quantity from vendor
and reduce it from the invoice if required.
➢Remove all expired products from the shelf and get them replaced
with fresh product without any GRN for the same.
➢In case of books/magazines and music SM/ASM check bar-codes on
the books or music CDs delivered by the vendor & return the unsold
items to the vendors.
➢Vendors and store staff check physically check DSD deliveries for
damages and freshness and accept only fresh saleable products.
A.4) Replenishment of goods
Replenish Shelf from Goods Receiving Area:

Process of moving goods from goods receiving area to the respective
bays/freezers/chillers as per the priority fill rule.
➢Frozen products received must have first priority for stacking in the
Freezers.
➢Strictly follow FIFO
➢Place previous stock in the front/top of the shelf.
➢Chilled product received must have second priority after frozen
product for stacking in the chillers.
A.6) Managing Price Changes
Changing SELs for those SKU’s where price has been changed.
All the changing of SKU’s is done by headquarter Mumbai.
A.7) Managing Planogram Implementation of changes of Planogram
The Planogram indicates the location for each SKU on a shelf. This
process describes how to change Planogram. Changing of Planogram is
wholly managed by headquarter. Headquarter send new Planogram to
store by mail. Changing of fixtures and shelf heights, at per new
Planogram. The major change of shelf is less than 5 bays. Check
quality of stock received as per Planogram, raise an indent of
additional stock if required. Stack goods as per Planogram and
readjust SEL to align with the left hand side of the first facing going
from the left. All the changes made on shelf to be signed off by store
manager. All the Planogram to be provided in standard format.
Planogram indicate shelf heights. Planogram is send to the store at
least 2 days in advance of the change. No stock to be displayed on the
shelf if it not in the Planogram. If the F& V section looks empty in the
late evening because of stock outs, then store manager may change

only the F& V Planogram in a suitable manner to give appearance of
full store.
A.8) Getting Products from Shelf to customers
1. Promotion management (setting up the store for new promotions)
➢Store check that all new promotional stock has been received from
the DC and the free gift under promotional offer are bundle along with
the promotional stock. If the free gift is too large to be accommodated
on the shelf – the gift should be provided to the customer at the till.
➢Put up new promotional signage above the end cap at the marketing
defined locations.
➢ASM/SM briefs the staff at the morning and afternoon meeting on
the promotion details.
➢Staff need to be briefed on the following :
✔Details of the promotion
✔Period of the promotion
✔Advantages to the customer
✔Any special arrangements at the till
✔Sales target for the promotion
✔Process for dealing with left over promotion stock
➢If the customer brings the promotion item back for exchange /
refund – the customer has to bring back the free offer as well.
Exception can be made at the customer’s favour at discretion of store
manager

2. Stock Display Management
➢Filling up the gaps on the shelves for
SKU sold during the day is defined as
spot fill.
➢Fill F&V in a similar manner using
crates stored in the bottom shelf of the
wall racks, below heapers and in back
room. Follow FEFO, FIFO rules.
➢In case of F&V, remove the old
crates, place the new crates on the racks and then place the older
products on top of the newer products – FIFO
➢Checking of temperature of chillers and freezers is also a part of
SDM.

➢It is the process of checking and moving stocks to ensure that the
older stock gets sold before the newer ones.
➢FEFO / FIFO to be followed for stock rotation for non F&V SKUs.
➢The thing which is strictly followed is removal of damaged part of the
F&V will not be carried out at the shop floor under any circumstances.
➢In every store every day employees check for date code check
schedule for the day in store perform.
➢Employees removed expired products from the shelves and take them
to the back of the store.
➢Employees identify & segregate near expiry products for mark down
as per markdown policy and guidelines.
➢Procedure for selling loose staple products to the customer in desired
quantity.
➢Procedure for managing the concessionaire in our stores like the
Pickles counters, Sweet counters etc.
➢Home delivery: for this there is some procedure which is followed by
stores.
✔Purchase a detailed street map of the local area e.g. Eicher map
✔Outline on the map the catchments which fall in 2 Km radius of the
store.
✔Prepare a list of roads / building with in that area.
✔They appoint two employees for Home delivery champions(HDC) – for
order taking, picking and billing.
✔Home delivery associate (HDA) – billing and delivery.

✔There is two type of home delivery which is given by the RF:
3.Convenience order-This is a situation in which the customer has
come to the store, picked items, got them billed and then request RF
store team to deliver to his residence. The payment in this case for the
goods has already been received.
4. Phone Orders-This is a situation in which the customer does not carry
out the activities of physically picking, billing etc. but places an order
on phone by calling either at the store or at the call centre. The
payment in this case would be received once the delivery CSA goes to
the customer destination and hands over the goods.
✔Big orders store hire auto, rickshaws & it is decided by store
manager.
A.9) Managing waste and markdown :
(a) Segregation of damaged and expiry in store :-
 For F&V crates are received carefully for the item not for sale as per
reliance retail quality and are removed from the shelf.
 It is done by CSA / F&V champion.
(b)Markdown for damages and near expiry:-
Damaged and near expiry products are markdown as per the following
rules:

Markdown criteria:-
 Up to Rs. 15 or 15 % of selling price (whichever is lower) & it is
done by Store manager.
 Up to Rs 30 or 30% of SP(whichever is lower) & it is also done by
DM / AM.
 Beyond Rs 30 or 30% of SP & it is done by state fresh head.
➢For processing of dump (damaged & expired) approval is obtained
from store manage.
➢After dumping, all the dump are entered into dump register in the
presence of SM with his /her signature.
➢The entire dumped product is then get hand over to garbage
collection agency.
➢For type C damaged product some part of each product is kept as
proof.
➢Finally the dump register is present near DM/AM for approval
(signature).
(c) Dump on arrival:-
➢On arrival of goods (F&V stock received from DC) poor quality goods
are segregated.
➢It is kept in separate place in the store with the sticker “dumped on
arrival – not for sale” along with receiving date.
➢And the respective SM is informed.
➢In the GRN (goods received roles) for the delivery, poor quality stocks
are entered as “Damaged Quality”.

➢Further it is kept for inspection and area F&V executive is informed.
E-mail is send to the F&V head / F&V category head.
➢Finally dumped stocks are hand over to garbage agency.
➢In case the GRN is done at the back end maintain a record of the
DUA and also record the some on the invoice that is sent to the
commercial team.
A.10) Returns:-
(a) Goods Return to DC:-
➢A finalized list of good stock article for return to DC is obtained from
state merchandising team.
➢According to the list stock of articles are segregated and are moved to
the back office.
➢Return schedule is obtained from the state merchandising team and
packing of goods carton are planned.
➢They are packed properly. Food and non-food items are packed
separately.
➢And GRDC is created in SAP for the quality to be returned.
➢Finally it is loaded and dispatched to DC in DC truck and return to
DC documents is get signed by the truck driver and is kept with itself.
(b) Goods Return to Vendor:-
➢Stocks which are to be returned to vendor are taken out to the back
room..
➢DSD returns are segregated as per category guidelines.
➢Return to vendor document is created in the store.

➢Returns are loaded to the vendor’s vehicle.
➢2 copies of vendor document are made and is got signed by the
vendor.
➢One copy is issued to the vendor and 2nd
copy is filled as record.
➢Security control register for returns are updated regularly.
(c) Physical verification of stock:-
➢All PI documents present in the system are checked and closed.
➢Stocks take checklist is updated.
➢It is managed with DC to ensure that there is no afternoon or evening
delivery on the stocks count day.
➢Following are checked and ensure:-
(i)GRN for all DC deliveries have been prepared.
(ii)GRN for all DSD deliveries have been completed.
(iii)All damaged products (type c ) have been dumped.
(iv)All expiry product have been dumped.
(v)PI documents for stocks take is generated.
(vi)HHTs are managed and ensured that they working properly etc.
(d) Stocks count and reconciliation:-
➢Objective of the count, the layout of the stores and the process are
briefly explained to the staff.

➢For stock count staffs are delivered for counting of articles in fixtures
and for entering the count in the HHT.
A.11) Back of store – store take SKUs by weight (F&V, loose
staples, etc)
(i)Each loose article are weighed separately and quantity stickers are
pasted.
(ii)It is continued until all SKUs are weighed
(a) SKUs by count:-
i. Product variants are segregated. Number of units are counted and
stickers are pasted with the quality on SKUs.
ii. It is continued until all the SKUs are not counted.
iii. PI count in the HHT is opened (all PI document together) and quantity
is entered after scanning the EAN / article code of the SKUs from the
product in the HHTPI document.
iv. It is continued in this manner till all the SKUs in the back of store is
counted and the quantity is entered in the PI documents with the help
of HHT.
(b) Store Opening :-
i. Store shutter is opened.
ii. Burglar alarm is put off.

iii. Entry for collection of keys and store opening details are recorded in
the register kept at the security.
iv. Lights are switched on and all the equipments are checked for working
made.
v. Generators are checked for water level, engine oil and Diesel.
(c)Store closing:-
i. Announcement is made for store closing 10 min before closing.
ii. No. of tills to be closed or operated fully depends upon the no. of
customer in the store.
iii. Ensure that no customer is present inside the store.
iv. POS & EDC closure process is performed.
v. It is checked that equipment is in order or not after which the store is
closed.
vi. Security guard is got to put paper seal on safe and almira.
vii. All air-conditioners are switched off except server room a/c (which must
be maintained between 22-24 degree c )
viii. Display lights and façade lights are switched off.
ix. Back room lock is sealed with a paper seal.
x. Burglar alarm in the store is updated and key register is signed in.
xi. Finally shutters are locked.
(d) On the sales floor-stock take:-
(i)Counting and weighing of bays are started, and quantity or count stickers
are pasted.

(ii)PI documents are opened , EAN/ article code on the products are scanned
using the HHT and the counted number is entered.
(iii)Similarly all the SKUs shelves and bays counted on sales floor and the
count entry is entered in the PI document.
(iv)Control sheet for the fixtures that has been counted are updated.
(v)Once all the articles in the store are counted and count entry is done in
the HHT , post the count data by pressing the “ post count” button in the
HHT only.
(vi)HHT would display the list of SKUs for which count has been not entered
then the article in the store is looked upon and count is updated in case the
article is present in the store and count entry was missed earlier.
(vii)The final counted data is posted once again by pressing the “post count”
button.
(viii)Success log is checked to ensure that all the PI documents are
successfully posted.
(ix)The stock take report is generated is SAP and inventory differences is
listed.
(x)In case of major variations record is performed and the count in the PI
document is changed and the count is reported.
(xi)The variation is checked and confirmed and then the difference is posted
by posting the PI documents in ZSTORE, using the ‘Post ‘option under “Phy
Inv Post” in the physical inventory menu.
(xii)The stock take check list lifted in the store.
DATA ANALYSIS:
The data analysis is a part where all the first hand information is collected
and assembled together in a convenience form to be more understandable
and approaching. It is primarily focusing on the sales analysis taken up on
weekly basis of working and also the special attention to the Mango Sales
and its interpretation thereafter.
1) Sale Analysis :

TOTAL TARGET
(MAY & JUNE AVG.)
ACHIEVED(Kgs) ACHIEVEMENT (%)
618 538 87.05
With the below given target the sales analysis have been done. A
combination of May and June month sales are taken as the average of the
two.
Sale Analysis is given below is on the weekly basis as it has been done
keeping in view the target we have been assigned. Now it’s the target
achieved on the weeks of working.
WORKING WEEKS TOTAL FRUITS & VEGETABLES
(Sold in Kgs)
1ST
Week (May15-17) 655 Kgs
2nd
Week(May 18-24) 1416Kgs
3rd
Week(May 25-31) 197 Kgs
TOTAL SALES IN MAY MONTH(Avg.) 756 Kgs
4th
Week(June 1-7) 236 Kgs
5th
Week(June 8-14) 350 Kgs
6th
Week (June 15-21) 425 Kgs
7th
Week (June 22-28) 250 Kgs
TOTAL SALES IN JUNE MONTH(Avg.) 320.25 Kgs
This is clearly from this pie chart that the 1st
week i.e., during May15-17
it has been the highest of 65% reason being the popular festival of “Savitri” in
Odisha Culture has been a blessing. But gradually the Sales Percentage has
been declining perhaps till the 3rd
week but soon it revived and next

subsequent highest was the 6th
week i.e., during “Rojo” another festival but
after that we were firm on our targets making the last week end with 25%.
2) MANGO SALES :
Mango, called the king of fruits in India, accounts for 40 percent of the
national fruit production of 22.168 million tonnes a year. It occupies
42 percent of the country's 24.87 million hectares land under fruit
cultivation. The major varieties of mangoes exported include Dashehri,
Alphonso, Kesar, Banganpalli, Kesar, Dusheri, Langda, Chausa,
Mallika and. Swarnrekha. The major markets for Indian mangoes are
U.A.E, Bangladesh, U.K, Saudi Arabia and Nepal. India is estimated to
account for about 60 percent (9.5 million tons) of the world's mango
production of 15.7 million tones. The major production areas in the
country are in the States of Andhra Pradesh, Uttar Pradesh,
Karnataka, Bihar, Gujarat and Maharashtra.
MANGO SALES: MAY (kgs) JUNE(kgs)
BANGANAPALLI 841 832
SINDURI 338 345
SUGARBABY 178 110
DUSSEHRI 51 115
AMPRALLI 90 165

LANGDA 66 110
INTERPRETATION OF MANGO SALES ANALYSIS:
The main interpretations from these mango sales can be drawn as given the
stacked diagram. This showcases the different types of mango sold in the
month of May & June.
• The volume Mango sales is directly impactful to the total F & V sales as
India is one of the popular hub which provides a wide variety of mango
namely Laganda, Banganapali, Sunduri, Dusseri and Amarpalli.
• Most of the buyers or consumers have been always taking the
Banganpali more often because of the cheap price and abundant
availability throughout the month of May and June.
• Followed by Sinduri as its said to have bear its own taste.
• Subsequently Sugarbaby and Amarapalli ran in the same paramerters
just latter was preferred more than the former.
• Alphonso the most expensive variety and India’s only export variety
was the one which did not generate sales locally because of its hi price
as the customers coming to ID market store are mostly middle class
and cannot afford this high quality variety. Hence it was not available
in the store.
LIMITATIONS:
The major limitations which I faced during my project were:

● A particular store’s trend cannot be generalized over the entire
Bhubaneswar’s total outlets as a whole.
● Authenticity of the response of the customer cannot be
ascertained.
● Most of the consumer prefers to go for local market.
● There was limited consumer base.
● People are at times hesitant to respond to surveys.
● Research based on Bhubaneswar only.
● Lack of expertise.
● Finally the time constraint.
FINDINGS:
 We came to know about the job responsibilities of staffs such as SM,
ASM, Supervisor, Staffs and Security.
 Daily activities of Reliance Fresh Store such as receiving goods, billing,
facing, EOD
 Most of the customers are coming to the Reliance Fresh because of -
• their proximity to the store
• quality of the products available here
• saving time
• Getting better purchasing experience.
 Customers are mostly middle class and sometimes scrutinize and
inspect the products well before making any purchase.
 We came to know that mango sales drives the volume of the overall
fruits and vegetables sales

 Role of store associates in making the display more attractive for the
customers to know the range of products available in the store and
special displays are made, to make the customer feel more convenient
to know the offers available and price of that fruits or vegetables.
 General steps that are taken by Reliance Fresh for handling the fruits
and vegetables to minimize the losses and to maximize the profit
RECOMMENDATIONS:
 There should be some arrangement for fast billing services during
weekends and opening up of more billing counters so as to avoid long
queues near one particular counter
 Staffs must be trained to be more knowledgeable about the products
and take more initiative while attending the customers.
 Watering of the vegetables must be done in a timely manner.
 Sitting arrangement for older people must be available.
 Expensive perishable products should be displayed in the best
possible so that they are sold off at the earliest and large percentage of
dump can be avoided
 More Housekeeping staff should be employed
 Staffs should remind the customers voluntarily of the prevailing or
special offers if any
 The refrigeration systems such as the chillers and ice cream boxes
should be maintained and checked up regularly for any damages
SUGGESTIONS FOR IMPROVISATION OF F & V SECTION:

 The primary vegetables should not be kept in POT format that is
potato onion and tomato format as the heat generated from onions
spoils the quality of tomatoes which are displayed next to them.
 CSAs must be given plastic gloves for handling the F & V section
 Crates carrying various fruits and vegetables should be changed
more often as dirty crates give a dirty look to the vegetables
 The floor surface below dusty vegetables like potatoes, onion and
garlic should be cleaned and wiped more often.
 “Cut open and taste” display should be done for fruits that are
seasonally in demand for more freshness and quality appeal to the
customers
 Refrigerated display for not just fruits and milk products but
also for vegetables (excluding potatoes and onions) should be there.
 Increase fresh stock of F n V during weekends.
CONCLUSION:

Hence we can conclude that the Reliance Fresh has been more of a
boon than a bane. It is very consumer friendly as the departmental store
format has helped customers to come to one place and shop for their daily
necessities. It gives them the liberty to buy everything under one roof. Finally
analyzing all the factors responsible for increasing sales and the no. of
customers in Reliance Fresh Store, Indradanush Market, Bhubaneswar I
came to the conclusion that the Reliance Retail Group has a major focus on
achieving customer needs and their satisfaction level and not to those who
made it possible i.e. the Sales Force. There are multitudinous programs and
events taking place to attract a large amount of crowd from the respective
locations. But the industry should also keep in mind the integrated efforts
made by the team i.e. the Staff’s, Store Supervisors, Store Manager and the
people involved in store activities for the enhancement customers attraction
by the store and finally maximization of revenue.
BIBLIOGRAPHY

 Retail Management- A Strategic Approach by Barry Berman & Joel R.Evans
 Company Manual
 Company Website – www.ril.Com
 Web Sites: www.scribd.com , www.goodreads.com and www.wikpedia.org

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