Submitted to:
WORLD BANK
Research Report by:
PEOPLE FACTOR PVT LTD
1/27/2012
Occupation and Qualification Mapping in Retail Sector
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 2
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 3
CONTENTS
i List of Tables ................................................................................................................................................ 6
ii List of Figures ............................................................................................................................................. 8
iii List of Abbreviations .................................................................................................................................. 9
iv Executive Summary ................................................................................................................................. 11
1 INTRODUCTION ................................................................................................................................... 14
1.1 CONTEXT ..................................................................................................................................... 14
1.2 BACKGROUND ............................................................................................................................. 14
1.3 RETAIL FORMATS ........................................................................................................................ 15
1.4 CHALLENGES FOR THE RETAIL SECTOR ....................................................................................... 16
1.5 RATIONALE OF THE STUDY .......................................................................................................... 18
2 RESEARCH METHODOLOGY ................................................................................................................ 21
2.1 OBJECTIVES OF THE STUDY ......................................................................................................... 21
2.2 SCOPE AND LIMITATIONS OF THE STUDY ................................................................................... 21
2.3 DESIGN ........................................................................................................................................ 22
2.4 PARTICIPANT ORGANIZATIONS ................................................................................................... 23
2.5 SAMPLE INSTITUTES .................................................................................................................... 24
2.6 ANALYSIS TOOLS AND TECHNIQUES ........................................................................................... 27
3 RESULTS............................................................................................................................................... 28
3.1 PRODUCT / RANGE FINALIZATION .............................................................................................. 40
3.1.1 Job Descriptions for Product Merchandising and Range Finalising .................................... 41
3.1.2 Entry Level Requirements for Product / Range Finalization ............................................... 45
3.1.3 Skill Gap Analysis for Product / Range Finalization ............................................................. 46
3.2 PROCUREMENT ........................................................................................................................... 49
3.2.1 Job Descriptions for Procurement ...................................................................................... 50
3.2.2 Entry Level Requirements for Procurement/ Purchase ...................................................... 56
3.2.3 Skill Gap Analysis for Procurement/ Purchase .................................................................... 59
3.2.4 Career paths Available for Professionals in Procurement .................................................. 63
3.3 LOGISTICS AND SUPPLY CHAIN ................................................................................................... 64
3.3.1 Job Descriptions for Logistics and Supply Chain Management .......................................... 65
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3.3.2 Entry Level Requirements for Logistics and Supply Chain Management ........................... 69
3.3.3 Skill Gap Analysis for Logistics and Supply Chain Management ......................................... 71
3.3.4 Career Paths Available for Professionals in Logistics and Supply Chain Management....... 73
3.4 WAREHOUSE OPERATIONS ......................................................................................................... 74
3.4.1 Job Descriptions in Warehouse Operations ........................................................................ 75
3.4.2 Entry Level Requirements for the Warehouse Management ............................................. 79
3.4.3 Skill Gap Analysis for Warehouse Operations ..................................................................... 80
3.4.4 Career Paths Available for Professionals in Warehouse Operations .................................. 82
3.5 STORE OPERATIONS .................................................................................................................... 83
3.5.1 Job Descriptions for Store Operations ................................................................................ 84
3.5.2 Entry Level Requirements for Store Operations ............................................................... 102
3.5.3 Skill Gaps in Store Operations ........................................................................................... 107
3.5.4 Career Paths Available for Professionals in the Store Operations .................................... 114
3.5.5 Career Paths Available for Professionals in the Store Operations- Café and Retaurant .. 115
3.6 PRODUCTION ............................................................................................................................ 116
3.6.1 Job Descriptions for Production (café & Restaurant) ...................................................... 117
3.6.2 Entry Level Requirements for Production ......................................................................... 121
3.6.3 Skill Gap Analysis for Production ...................................................................................... 123
3.7 HOME DELIVERY ........................................................................................................................ 124
3.7.1 Job Descriptions in Home Delivery ................................................................................... 125
3.7.2 Entry Level Requirements for Home Delivery ................................................................... 129
3.7.3 Skill Gap Analysis in Home Delivery Operations ............................................................... 130
3.8 QUALITY ASSURANCE ................................................................................................................ 132
3.8.1 Job Descriptions for Quality Assurance ............................................................................ 133
3.8.2 Entry Level Requirements for Quality Assurance ............................................................. 137
3.8.3 Skill Gap Analysis in Quality Assurance ............................................................................. 138
3.8.4 Career Paths Available to the Professionals In Quality Assurance ................................... 140
3.9 SERVICE SUPPORT ..................................................................................................................... 141
3.9.1 Job Descriptions for Service Support ................................................................................ 142
3.9.2 Entry Level Requirements For Service Support ................................................................ 142
3.9.3 Skill Gap Analysis for Service Support Operation ............................................................. 143
3.9.4 Career Paths Available for Professionals in the Service Support ...................................... 145
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4 RECOMMENDATIONS........................................................................................................................ 146
5 SELECTED REFERENCE ....................................................................................................................... 150
ANNEXURES .............................................................................................................................................. 151
ANNEXURE I: OCCUPATIONAL AND QUALIFICATION MAPPING IN THE INDIAN RETAIL SECTOR (DEMAND-
SIDE QUESTIONNAIRE) .............................................................................................................................. 152
ANNEXURE II: OCCUPATIONAL AND QUALIFICATION MAPPING IN THE INDIAN RETAIL SECTOR (SUPPLY-
SIDE QUESTIONNAIRE) .............................................................................................................................. 175
ANNEXURE III: THE COMPETENCY FRAMEWORK ..................................................................................... 191
ANNEXURE IV: LIST OF APTITUDES AND ABILITIES ................................................................................... 196
ANNEXURE V: PROFILES OF PARTICIPANT ORGANIZATIONS .................................................................... 198
ANNEXURE VI: PROFILES OF SAMPLED INSTITUTES .................................................................................. 217
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i List of Tables
Table 1.1: Comparative Data of Retail in India, United States of America and China ................................ 16
Table 1.2: Retail Segments .......................................................................................................................... 19
Table 2.2: Sample Institutes ........................................................................................................................ 24
Table 3.1: Job Clusters in the Retail Industry in Each Sub-Segment ........................................................... 29
Table 3.2: Levels in Each Role in the Sub-Segment - Value Retail and Cash and Carry .............................. 35
Table 3.3: Levels in Each Role in the Sub-Segment - Clothing and Fashion ................................................ 35
Table 3.4: Levels in Each Role in the Sub-Segment - Health and Wellness ................................................ 36
Table 3.5: Levels in Each Role in the Sub-Segment – CDIT ......................................................................... 36
Table 3.6: Levels in Each Role in the Sub-Segment - Cafe and Restaurants ............................................... 37
Table 3.7: Levels in Each Role in the Sub-Segment – Lifestyle ................................................................... 37
Table 3.8: List of Job Clusters in the Retail Industry and Their Corresponding Levels ............................... 38
Table 3.9: Detailed Job Descriptions in Product Merchandising Cluster: Junior Management ................. 41
Table 3.10: Detailed Job Descriptions in Product Merchandising Cluster: Middle Management .............. 43
Table 3.11: Detailed Job Descriptions in Product Merchandising Cluster: Senior Management ............... 44
Table 3.12: Entry Level Requirements for Roles in Product / Range Finalization ....................................... 45
Table 3.13: Skill Gaps in Product / Range Finalization ................................................................................ 47
Table 3.14: Detailed Job Descriptions in Procurement Cluster: Entry Level............................................... 50
Table 3.15: Detailed Job Descriptions in Procurement Cluster: Junior Management Level....................... 52
Table 3.16: Detailed Job Descriptions in Procurement Cluster: Middle Management Level ..................... 53
Table 3.17: Detailed Job Descriptions in Procurement Cluster: Senior Management Level ...................... 55
Table 3.18: Entry Level Requirement for Roles in Procurement/ Purchase ............................................... 56
Table 3.19: Skill Gaps in Procurement/ Purchase ....................................................................................... 59
Table 3.20: Detailed Job Descriptions in Logistics and Supply Chain: Entry Level ...................................... 65
Table 3.21: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Junior Management Level . 66
Table 3.22: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Middle Management Level 67
Table 3.23: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Senior Management Level . 68
Table 3.24: Entry Level Requirement for Roles in Logistics and Supply Chain Management ..................... 69
Table 3.25: Skill Gaps in Logistics and Supply Chain Management ............................................................ 71
Table 3.26: Detailed Job Descriptions in Warehouse Operations Cluster: Entry Level .............................. 75
Table 3.27: Detailed Job Descriptions in Warehouse Operations Cluster: Junior Management Level ...... 76
Table 3.28: Detailed Job Descriptions in Warehouse Operations Cluster: Middle Management Level ..... 77
Table 3.29: Entry Level Requirements for Roles in Warehouse Management ........................................... 79
Table 3.30: Skill Gaps in Warehouse Operations ........................................................................................ 80
Table 3.31: Detailed Job Descriptions in Store Operations Cluster: Entry Level ........................................ 84
Table 3.32: Detailed Job Descriptions in Store Operations Cluster: Junior Management.......................... 89
Table 3.33: Detailed Job Descriptions in Store Operations Cluster: Middle Management ........................ 93
Table 3.34: Detailed Job Descriptions in Store Operations Cluster: Senior Management ......................... 96
Table 3.35: Detailed Job Descriptions in Store Operations Cluster: Cashiering: Junior Management Level
.................................................................................................................................................................... 99
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Table 3.36: Entry Level Requirements for Roles in Store Operations ....................................................... 103
Table 3.37: Entry Level Requirements for Roles in Store Operations: Cashiering .................................... 106
Table 3.38: Skill Gaps in Store Operations ................................................................................................ 107
Table 3.39: Skill Gaps in Cashiering ........................................................................................................... 112
Table 3.40: Detailed Job Descriptions in Production Cluster: Entry Level ................................................ 117
Table 3.41: Detailed Job Descriptions in Production Cluster: Junior Management ................................. 118
Table 3.42: Detailed Job Descriptions in Production Cluster: Middle Management ................................ 119
Table 3.43: Detailed Job Descriptions in Production Cluster: Senior Management ................................. 120
Table 3.44: Entry Level Requirements for Roles in Production ................................................................ 122
Table 3.45: Skill Gaps in Production .......................................................................................................... 123
Table 3.46: Detailed Job Descriptions in Delivery Cluster: Entry Level ..................................................... 125
Table 3.47: Detailed Job Descriptions in Delivery Cluster: Junior Management Level ............................. 126
Table 3.48: Entry Level Requirements for Roles in Home Delivery .......................................................... 129
Table 3.49: Skill Gaps in Home Delivery .................................................................................................... 130
Table 3.50: Detailed Job Descriptions in Quality Assurance Cluster: Entry Level ..................................... 133
Table 3.51: Detailed Job Descriptions in Quality Assurance Cluster: Junior Management Level ............. 135
Table 3.52: Detailed Job Descriptions in Quality Assurance Cluster: Middle Management Level ........... 136
Table 3.53: Entry Level Requirements for Roles in Quality Assurance ..................................................... 137
Table 3.54: Skill Gaps in Quality Assurance/ Control ................................................................................ 139
Table 3.55: Detailed Job Descriptions in Service Support Cluster: Entry Level ........................................ 142
Table 3.56: Entry Level Requirements for Roles in Service Support ......................................................... 143
Table 3.57: Skill Gaps in Service Support .................................................................................................. 143
Table 4.1: Entry Level Course for Warehouse Operations ........................................................................ 147
Table 4.2: Entry Level Course for Store Operations .................................................................................. 147
Table 4.3: Entry Level Course for Restaurant Operations ........................................................................ 148
Table 4.4: Entry Level Course for Production at Cafe and Restaurants .................................................... 148
Table 4.5: Entry Level Course for Home Delivery Operations .................................................................. 149
Table 4.6: Entry Level Course for Service Support (Call Centre) ............................................................... 149
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ii List of Figures
Figure 1.1: Organized Retail Formats in India ............................................................................................. 15
Figure 1.2: Key Drivers for Growth of Retail Sector .................................................................................... 16
Figure 1.3: Organized Retail Penetration Across Countries ........................................................................ 17
Figure 2.1: Proposed Research Approach ................................................................................................... 22
Figure 3.1: Job Clusters in the Retail Segment ............................................................................................ 28
Figure 3.2: Available Career Paths in Procurement .................................................................................... 63
Figure 3.3: Career Paths Available in Supply Chain Management (SCM) ................................................... 73
Figure 3.4: Available Career Warehouse Operations.................................................................................. 82
Figure 3.5: Available Career Paths in Store Operations ............................................................................ 114
Figure 3.6: Available Career Paths in Cafe and Restaurant Operations.................................................... 115
Figure 3.7: Available Career Paths in Quality Assurance .......................................................................... 140
Figure 3.8: Available Career Paths in Support Services ............................................................................ 145
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iii List of Abbreviations
ADM Assistant Department Manager
ATM Automated Teller Machine
B. E. Bachelor of Engineering
B. Sc. Bachelor of Science
B. Tech Bachelor of Technology
BMI Business Monitor International
BPO Business Process Outsourcing
CDIT Consumer Durables and Information Technology
CFA Clearing and Forwarding Agent
CII Confederation of Indian Industry
CPC Central Processing Centre
DC Distribution Centre
DGET Directorate General of Employment and Training
DM Department Manager
DSR Daily Sales Report
ERP Enterprise Resource Planning
F & B Food and Beverage
F & V Fruits and Vegetables
FDI Foreign Direct Investment
FIFO First In First Out
FMCG Fast Moving Consumer Goods
GDP Gross Domestic Product
GNDU Guru Nanak Dev University
GV Gift Voucher
HACCP Hazard Analysis and Critical Control Points
HR Human Resource
IGNOU Indira Gandhi National Open University
IHM Institute of Hotel Management
IIJT Indian Institute of Job Training
IISD Indian Institute of Skill Development
ILO International Labour Organization
IOU I Owe You
IRS Indian Retail School
ISO International Organization for Standardization
ITC Industrial Training Centre
ITI Industrial Training Institutes
IT Information Technology
LABS Livelihood Advancement Business School
MBA Master of Business Administration
MERC Managerial Excellence Resource Centre
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MES Modular Employability Scheme
MIS Management Information System
MRP Maximum Retail Price
NGO Non Government Organization
NIOS National Institute of Open Schooling
NIRM National Institute of Retail Management
NSDC National Skill Development Corporation
NVQF National Vocational Qualifications Framework
OP Outside Purchase
ORP Organised Retail Penetration
P & L Profit and Loss
PAF Pearl Academy of Fashion
PFA Prevention of Food Adulteration
POS Point Of Sales
QA Quality ASSURANCE
QC Quality Control
QSR Quick Service Restaurant
RAI Retail Association of India
SCM Supply Chain Management
SKU Stock Keeping Unit
SOP Standard Operating Procedure
TVET Technical and Vocational Education and Training
USA United States of America
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iv Executive Summary
I. The retail sector has been divided into seven key sub-segments, based on their uniqueness and
needed skills. The sub- segments are listed below:
1. Value Retail (includes cash and carry): The segment caters to the multi-brand retailing wherein the retailer provides better deal on various products relative to the market. Value retail and Cash and Carry have been clubbed under the segment based on the commonality in the product range and talent requirement. The difference between the two lies in their scope and target customer base.
2. Clothing and Fashion: The segment deals in retailing of clothing and fashion accessories. 3. Wellness and Drugs: The segment includes organization dealing in drugs and various personal
care/wellness products. 4. Lifestyle: The Lifestyle segment includes all the organizations that are positioned as lifestyle
brands and cater to a specific customer group 5. Café /Restaurant: This segment includes various Quick Service Restaurants (QSRs) and Café
chains which deal in serving food and beverage. 6. Consumer Durable and Information Technology: The segment caters to retailing of various
electronic products, mostly in a multi-brand format.
II. Quite a few occupations/ jobs within the retail sector across the sub-segments are similar in nature.
These jobs similar to one another were clubbed together in clusters. Within a few clusters, there
were some unique characteristics pertaining to a particular sub-segment, these were also culled out
of the raw data and documented. Following are the Job Clusters in the retail sector:
1. Product Finalisation/ Range Finalisation: The group is responsible for finalising the product range for the retail outlets based on previous sales trends and market forecasts.
2. Procurement: The group works with the vendors for the procurement of various products based on the demand and forecasted sales for the retail outlets.
3. Logistics & Supply Chain and Warehouse: The cluster is responsible for planning and executing movement of products from the vendor end to warehouse and to outlets. The material movement includes transportation and storage at the warehouse.
4. Store Operations: This group forms the customer facing front-end. The group is responsible for product sales and creation of a loyal customer base.
5. Production: The group is specific toe café and restaurant segment and works on preparation of various dishes/beverages for the customer.
6. Home Delivery: The group’s main responsibility is to ensure that the ordered products are delivered at the customer’s address in a timely fashion.
7. Quality Control: The group is responsible for ensuring that the various products are according to organization as well as statutory quality standards. In case of Café and restaurant segment, the role also includes quality audit of vendor as well as retail outlet premises.
8. Service Support (Call Centre): The group’s main responsibility is handling customer queries/issues over telephone.
Each job cluster may or may not exist in a particular sub-segment. For example, product finalization/ range finalization cluster is seen only in the fashion and Clothing sub-segment; production (actual
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cooking of food to be sold at the café or restaurant) is seen only in the café and restaurant sub-segment.
III. Within these clusters, there are various roles based on seniority or role complexity or speciality of
the skills required to perform the roles. To classify roles, similar levels of seniority and complexity
were clubbed together and five levels emerged. These levels and the respective roles are listed
below:
1. Level 1- all trainees, contractual staff, executives, and associates, stewards, commi 3/2 within in the above eight clusters formed level 1.
2. Level 2-all senior executives, team leaders, supervisors, floor managers, senior associates, senior stewards, commi 1, senior pharmacists, cashiers etc. formed level2.
3. Level 3- all the asst. managers, shift managers, captains, chef- de- partie etc. form the level 3. 4. Level 4- all the managers form the level 4. 5. Level 5- most positions handling multiple stores, warehouses, restaurants etc. like area
managers, cluster managers, general managers form the level 5. IV. As per the qualifications, skills and competencies required for the above levels, it was seen that the
level 2 & 3 had a lot of overlap. Hence the job/ role descriptions within each job cluster are divided
into four levels instead of five. These are listed below:
1. Entry Level- Level 1 2. Junior Management- Level 2 & 3 3. Middle Management- Level 4 4. Senior Management- Level 5
V. The job descriptions follow a structured framework listing the role. Each role is described under the
following heads:
1. Job Responsibilities- this describes the detailed task clusters and tasks within each level. 2. Skills required- this lists essential knowledge and skills required for the roles at each level.
a. Professional Knowledge b. Computer Knowledge c. Physical abilities
3. Competencies required – this is a list of behavioural competencies that encompass both attitude and behavioural skill to perform the job well.
VI. The entry level requirements for each role in each level in each job cluster are listed under the
following headings:
1. Qualifications 2. Skills required
a. Professional Knowledge b. Computer Knowledge c. Physical abilities
3. Aptitudes
Assuming that at the time of the candidates applying for entry level or junior management jobs, they can have clear qualifications, knowledge and skills. They might not be able to exhibit behavioral competencies, hence, the aptitude/ ability is assessed. Additionally, the competencies required at the time of hiring are fewer than the ones required to perform the job successfully. This is reflected in the difference between the list of competencies in the Job Descriptions and the list in the Entry Level Requirements.
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VII. The career paths for most job clusters are linear i.e. once a person gets a job at the entry level in a
particular job cluster, like procurement, he/she can grow up till the manager level after getting the
appropriate qualifications, knowledge, skill and competencies.
Some growth paths are also available across functions, as listed below:
1. An employee can grow from store operations into procurement (in all sub-segments) and from procurement into product/ range finalization (only in clothing & fashion).
2. The employees at the warehouse operations have the possibility to grow into the roles of logistics and supply chain management. Employees from sales also move into the warehouse operations.
3. Within store operations, employees at the entry level i.e. customer service associates move across sales, receiving customers, cashiering etc. Most move up into supervisory roles in stores, some from cashiering into the store accountant.
4. Similarly within the café and restaurant sub-segment, employees at the entry level i.e. trainees move across the three job clusters namely delivery, service and production before taking the linear paths up each cluster. At the supervisor delivery level again there is a possibility of moving across to the role of the supervisor café or restaurant operations.
5. Quality Assurance is a unique role and needs specialization in the related field, e.g. a QA engineer in the CDIT sub- segment is a qualified B.Tech and has a linear growth path into managerial roles with in QA. Similarly, a QA executive in the café and restaurant is qualified in food technology.
6. Home Delivery roles can move into restaurant operations. 7. Service Support is unique and functions in call canters. Here again the growth path in linear
upwards into supervisory roles.
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1 INTRODUCTION
1.1 CONTEXT
The research study of Occupation and Qualification mapping in the Retail Sector is set in the context of current state of the Indian economy.
Retail sector in India forms one of the pillars of its economy and accounts for 22 percent of the country's
Gross Domestic Product (GDP) and 8 percent of total employment opportunities. A report by Business
Monitor International (India Retail Report, Q1 2012) predicts average annual GDP growth of 7.6 per cent
through 2015. Hypermarkets, currently accounting for 14 percent of mall space are expected to witness
high growth, and demographic dividend with over 50 percent of country’s populace being under 25
years of age is a prime driving factor for modern retail sector. India is one of the fastest growing retail
markets in the world, with 1.2 billion people (Research & Markets, 2011).
The retail business in India has a market value of around US$ 550 billion (organised and unorganised
sector). The organised retail sector is estimated at US$ 28 billion with around 7 per cent penetration.
The market projections estimate that it is all set to become a US$ 260 billion business over the next
decade with around 21 per cent penetration. (Boston Consulting Group Report, 2012)
1.2 BACKGROUND
Indian retail business is divided into two sectors: Organised and Unorganised. Organised sector
comprises of licensed retailers like hypermarkets, retail chains and privately owned large businesses.
Unorganised sector comprises of local kirana (mom and pop) shops, owner manned general and
convenience stores, pavement and street vendors etc.
India's retailing sector has essentially been unorganised retail such as owner manned small shops. Over
the last decade, India has shown greater acceptance for organised retailing formats. Domestic retailing
is changing shape from multiple unorganised family-owned businesses to organised modern retailing
players like Reliance, K Rahejas, Ambanis, Bharti Airtel and ITC etc. made big investments and brought in
retail chains offering huge discounts to consumers.
Until 2011, Indian central government denied Foreign Direct Investment (FDI) in multi-brand retail,
forbidding foreign groups from any ownership in supermarkets, convenience stores or any retail outlets.
Even single-brand retail was limited to 51% ownership.
In November 2011, India's central government announced retail reforms for both multi-brand stores
and single-brand stores. These market reforms were expected to pave the way for retail innovation and
competition with multi-brand retailers such as Wal-Mart and Tesco, as well single brand majors such as
IKEA, Nike, and Apple waiting to reap the rewards. The announcement sparked intense activism, both in
opposition and in support of the reforms. In December 2011, under pressure from the opposition, Indian
government placed the retail reforms on hold till it reaches a consensus. (Agarwal, 2011)
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In January 2012, India approved reforms for single-brand stores welcoming anyone in the world to
innovate in Indian retail market with 100% ownership. Indian government continues the hold on retail
reforms for multi-brand stores. (Sharma, Sahu, 2012)
1.3 RETAIL FORMATS
There are mainly three organised retail formats that can be seen, as illustrated in Figure 1.1, in the present day markets:
1. Mono/ exclusive branded retail shops like Benetton or Nike which are showrooms either owned or franchised out by a manufacturer and showcase the complete range of a particular brand.
2. Multi- branded retail shops like Shopper’s Stop and Croma generally have multiple brands of the same product category offering wider choice to the customer.
3. Convergence retail outlets like Big Bazaar or Spencers are hypermarkets, the one stop shops for customers providing large range of products and brands to choose from.
Figure 1.1: Organized Retail Formats in India
Source: IT Retailing: Are you in the loop (via- http://www.cci.in/pdf/surveys_reports/indias_retail_sector.pdf)
In 2010, larger format convenience stores and supermarkets accounted for about 4 percent of the retail
sector, and these were present only in large urban centers.
The enhancing middle and upper class consumer base has set vast opportunities in India's tier-II & tier-III
cities. (Business Monitor International’s India Retail Report Q1 2012). The upsurge of consumer base
and growth of retail in India are a result of factors such as increase in population, increase in production
capacity within the country and growth of organised retail sector. Apart from these factors, the markets
have seen improved income and buying capacity of individuals, more vehicles on road providing
Retail formats available in India
Mono/ exclusive branded retail shops
Exclusive showrooms either owned or
franchised out by a manufacturer
Complete range available for a given brand,
certified product quality
Multi -brand ed retail shops
Focus on particular product categories and
carry most of the brands available
Customers get to have more choices as many brands are on display
Convergence retail outlets
Usually have on display most of the convergence
as well as consumer/ electronic products
One stop shop for customers, many product lines of different brands
on display
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improved mobility and easy accessibility to personal loans, all accounting to improved consumer profiles
and mindset, thus driving the changing face of retail as illustrated in the Figure 1.2.
Figure 1.2: Key Drivers for Growth of Retail Sector
1.4 CHALLENGES FOR THE RETAIL SECTOR
Though the retail sector witnessed major growth in last few years, the organised retail sector is at a very
nascent stage in India. Table 1.1 indicates the employment and share percentages of the organised
sector in India as compared to China and United States of America (USA):
Table 1.1: Comparative Data of Retail in India, United States of America and China
Retail Trade- India, US and China
Trade (in US $ billions)
Employment (%) Shops (million) Organized sector share (%)
India 180-394 7 12 2-3
China 360 12 2.7 20
USA 3800 12.6-16 15.3 80
Source: The Economist, (via- http://www.cci.in/pdf/surveys_reports/indias_retail_sector.pdf)
In India, apart from the intrinsic complexity of retailing like rapid price changes, constant threat of product obsolescence and low margins, the retail sector is currently facing the following challenges:
Growth in Retail
Strong underlying economic
growth
Population expansion
Greater availability of
personal credit
Improved mobility
Increasing wealth of
individuals
Rapid construction of organised retail infrastructure
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1. Organised Retail Penetration (ORP) in India is low (6 per cent) compared to other countries such as the USA (85 per cent) as illustrated in Figure 1.3.
Figure 1.3: Organized Retail Penetration Across Countries
Source: E&Y report, Aranca Research, Nov 2011, via- http://www.ibef.org/download/Retail50112.pdf
2. The educated masses do not look at Retail as a preferred career option as compared to Information Technology (IT), Business Process Outsourcing (BPO) and financial services. Moreover, there is lack of Retailing Courses and study options.
3. There is a severe shortage of talented pool of industry professionals, at retail management level.
4. There is an absence of developed supply chain and integrated IT management.
5. Taxation policies favour small retail businesses over hypermarkets and retail chains. Moreover, varied taxation policies across various states do not provide scope for uniform distribution network.
6. Lack of adequate infrastructure like roads, electricity, cold storages etc. does not leave scope for a network of suppliers across India.
7. Retail sector has not attained an ‘industry’ status yet; therefore, the banks are averse towards funding them for expansions.
8. Government policies on FDI are restricting the foreign players to enter the market and thus, driving the whole retail sector towards the global best practices.
0
10
20
30
40
50
60
70
80
90
100
USA Taiwan Malaysia Thailand Indonesia China India
15% 19%
45%
60%70%
80%
94%
85% 81%
55%
40%30%
20%
6%
Organised Retail Penetration
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9. Retail business has been hit by global recession as there is lack of funds and working capital.
10. The Government Regulations restricting real estate purchases, non availability of Government land and cumbersome local laws result in disorganised and unlawful practices.
1.5 RATIONALE OF THE STUDY
To retain the high GDP growth rate, India needs to overcome the challenges being faced by the Retail sector and get the retail growth back on track. On the other hand, to benefit from its demographic dividend, India’s people and policy makers need to recognize relevant “Skills development” as a priority.
National Policy on Skills Development, a comprehensive framework to address the needs of employability skills and the skill gaps recommended number of systemic reforms, including a National Vocational Qualifications Framework (NVQF) for the country. The purpose of NVQF, as given in the “Draft report on options for designing and implementing an NVQF for India” published by International Labour Organization (ILO), is:
- to improve the pathways between formal Technical and Vocational Education and Training (TVET) programmes in schools, Industrial Training Institutes (ITIs) and Industrial Training Centres (ITCs) and Modular Employability Skills (MES) programmes. The aim is also to develop clear progression opportunities to employment or to Polytechnics, Colleges of Engineering, and higher education, more generally
- to improve the quality, status and availability of TVET programs; - to establish pathways and progression from informal short courses that are provided by various
government agencies (often in the unorganized sector), Non- Governmental Organizations (NGOs) and industry, to formal TVET programmes; and
- to narrow the gaps between what TVET graduates know and can do and the skills and knowledge that employers say they need.
The purpose of this study was to do an in depth analysis of the Retail sector in terms of the major players, employability needs, qualifications of employees, professional courses offered across various institutions, skills and competency mapping to narrow down the skill gaps and to help build a framework for requisite skills at various levels and roles.
Although the study aimed at targeting all retail segments outlined by industry experts, the researchers found overlaps between various segments, particularly, in the role requirement and the respective skills and competencies requirement. Therefore on the basis of ‘Judgement sampling’, well known brands were selected and clubbed logically in various segments as given in Table 1.2.
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Table 1.2: Retail Segments
S. No
Retail Segments
1 Value Retail The retail format where multiple products procured from multiple vendors (some carrying the retail company brand), are offered at lower than the listed Maximum Retail Price (MRP) or under various promotional schemes to ensure that the customer get more value for each rupee they spend. The products range from vegetables to groceries to utilities to clothing and electronics. Some examples are: Big Bazaar and Reliance Fresh.
The Cash & Carry sub-segment was also clubbed along with this category based on the fact that both segments work in similar product space with the difference being scope and customer base. Some examples are: Metro and Bharti Wal-Mart.
2 Clothing and Fashion This sub-segment included those outlets that cater to the clothing and fashion niche in the retail segment. The segment includes various retail formats like company-owned stores by the manufacturers, franchisees and multi-brand stores with other as well as private labels. Some Examples are: Benetton and Pantaloon
3 Wellness and Drugs This sub-segment included organizations that cater to retailing private label wellness and health products (drugs, personal care products etc.) as well as products by other brands. One example is: Religare Wellness.
4 Lifestyle This sub-segment essentially included all those brands that are positioned as lifestyle brands. These could be manufacturing their own products or procuring from outside. The kind of products may include clothing, furniture, interiors etc. One example is Fab- India.
5 Café /Restaurant This sub-segment includes various Quick Service Restaurants (QSRs) and Cafes operating under the company-owned and franchisee retail model. Some examples are: Yo-China, Vango
6 CDIT The CDIT sub-segment, though sometimes overlaps with Value Retail, has some unique features. Hence it has been treated as a separate category. For example Reliance Digital has presence at the Reliance retail outlets. Additionally, some retail chains cater to CDIT only like Next and Croma.
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The research report has the following chapters:
Chapter 1 provides an introduction of the study in terms of its context, background of Retail sector in
India, its challenges and the rationale for the study in light of the aforesaid details.
Chapter 2 gives a detailed description about the objectives and the research methodology adopted to
meet the objectives of the study. It also outlines the research design, the sample details, methods of
data collection, tools and techniques and the limitations of the research study.
Chapter 3 provides a comprehensive study of job clusters that exist across all or most sub-segments of
the retail sector with minor segment specific nuances. The results meet all the objectives that had been
set by the research team in the beginning of the study. All the results of the objectives have been
clubbed together for each cluster of jobs/ roles. For example, with the job cluster of Product
Merchandising and Range Finalization, first the detailed job description is given for the four levels, then
the entry level criteria are elaborated, next the skill gap analysis is given and finally the career paths for
the same job cluster are depicted in a flow chart.
Chapter 4 provides certain recommendations for stakeholders which would aid them in designing a
curriculum framework for the Vocational education.
The study helped us gain many insights about the gaps and inadequacies of the vocational education
and training scenario of India. It aims to provide a comprehensive understanding of the retail sector for
the stakeholders, to enable conceptualising and designing the vocational qualification framework.
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2 RESEARCH METHODOLOGY The research on Occupation and Qualification Mapping in the Retail Sector, commenced to get a holistic picture of the retail sector in India and the opportunities of employment in this sector today and in the future. The main objective of this study was to elaborate on all the possible jobs/ roles in retail that are open to the youth of India and the corresponding qualifications and skills required to take up these roles. The methodology for this research was exploratory in nature as the research team wanted answers to questions. We did not approach with pre set hypotheses. The methodology section elaborates the objectives of the study, the scope and limitations of the study, the research design, participant organizations and sample institutes.
The detailed objectives of the study are given below:
2.1 OBJECTIVES OF THE STUDY
This research study was aimed to meet the following objectives:
Identify and describe various occupational roles available in organized retail sector.
Describe the job responsibilities, skills and competencies required by incumbents to be successful on the job.
Identify the “levels” of qualifications for specific occupational roles.
Identify the various formal and informal courses and industrial training programs available to fulfil the demands of the jobs in the retail sector.
Detail out the current courses and programs and analyse the gaps between skill programs available and the skills required
Identify the career path available in an organization and their corresponding qualifications.
2.2 SCOPE AND LIMITATIONS OF THE STUDY
The study was designed to understand roles in the retail sector in India, hence the geographical limitations were not set. The scope of the study is Pan India, as both the organizations data as well as the institute data was collected from a sample across the country. It would however be important to put down that the research study used a judgment sampling process and that sample also got reduced further to those organizations that were willing to share their data. Hence, the research refers to the sample organizations as the Participating Organizations. Similarly, the data from the institutes was not limited to a particular geography, however, it is important to note that it is not an exhaustive study of all the institutes across the industry. The final participating organizations and the sample institutes have been listed later in the chapter.
Within the participating organizations, the HR and Recruitment Managers and some line managers were interviewed. From the sample institutes, most of the data pertaining to their curriculum was collected on mail or from their websites.
The research was also limited to understanding the occupations and roles of the permanent kind. The contractual staff roles like loaders, security, housekeeping etc. were not included in the study.
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2.3 DESIGN
The objectives of the study were to understand various job roles, the qualification and competencies needed for those roles and the availability of the educational programs to fulfill the requisite needs. To that end, the research approach given in Figure 2.1 was applied:
Figure 2.1: Proposed Research Approach
As can be seen, the first phase comprised of a desktop review of retail sector (organizations, types of jobs, job roles, competencies and qualifications required at each level) and the educational and vocational institutions (public and private) providing requisite education and skills for career in the retail sector. The desktop review was driven through a structured review and documentation of the profiles of the participant retail organizations and the institutes that provided any course related to the retail sector. Here we identified some generic courses on retail and some very specific courses for a particular sub-segment of the retail sector.
Following the identification of key factors in the desktop review, exploratory interviews with the stakeholders in the retail sector (mostly the hiring managers) were undertaken to extract the perspectives on the fundamental research questions outlined earlier. Findings from the exploratory interviews were to enable the development of questionnaires for data collection.
Data collection then proceeded in two parallel lines i.e., organizations and institutions by means of secondary and primary data. From the retail organizations, data was collected through ‘long interviews’ Mc Cracken (1991) and ‘document analysis’. From the institutions, the data was collected through extensive ‘document analysis’ of the various curricula offered by them. Some short interviews were also conducted to clarify doubts as well as get information on identified skill gaps.
For Mapping the demand side (skill requirements by the organizations) and the supply side (courses provided by institutes& in house training to develop the required skills) we used Cluster Framework. Here jobs of the same kind across various sub-segments of the retail sector were clubbed together. Each cluster of jobs, for example, Procurement, was analyzed to meet all the objectives of the study.
Desktop Review
Exploratory Interviews to finalize the data collection tools
•From Organisations
•From Educational/Training Institutes
Data Collection
Coding &Mapping
Gaps Analysis and other related Trend
Analysis
Recommendations
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Differences and gaps between the supply side and the demand side of retail skills was outlined through direct comparison.
Next a road- map comprising of vertical and horizontal movement within the retail sector for progression right from entry level up to the top of hierarchy was established along with relevant qualifications and skills required for each role/ level.
Finally, recommendations were made to fill the gaps through structured courses, certifications and trainings.
2.4 PARTICIPANT ORGANIZATIONS
This research had an essential flavor of a qualitative research; hence the sampling was ‘Judgment Sampling’, i.e. the research team chose to include the well known brands within various Retail Segments. The final list of the participating organizations in each retail sector segment is as given in Table 2.1:
Table 2.1: Participant Organizations
Sl. No
Retail Sector Sub-Segments
Organization/ Group Brand
1 Value Retail Future Group Reliance Group
1. Big Bazaar 2. Reliance Fresh
2 Cash & Carry Bharti- Walmart Metro Cash & Carry International
3. Best Price Modern Wholesale
4. Metro
3 Clothing and Fashion Benetton ITC Future Group
5. Benetton 6. Wills Lifestyle 7. Pantaloon
4 Health and Wellness Religare 8. Religare Wellness
5 Lifestyle Fab India Overseas Future Group
9. Fab India 10. Home Town
6 Café and Restaurant Devyani International Amalgamated Bean Coffee Trading Co. Moods Hospitality Pvt. Ltd.
11. Pizza Hut 12. KFC 13. Costa Coffee 14. Café Coffee Day 15. Yo! China
7 CDIT Tata Group Reliance Group Future Group
16. Croma 17. Reliance Digital 18. E-Zone
Within each sampled organization the roles that were focused on are as follows. The list given below is not exhaustive as each segment might have some unique positions which would then become part of the study.
Level 1: Customer service/ Sales associates/ Procurement staff/ Merchandising executives etc.
Level 2: Transaction processing associates/Senior Executives/ Team Leads etc.
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Level 3: Asst. Managers
Level 4: Manager / Store Manager/ Manager Logistics etc.
Level 5: Managers and General Managers
2.5 SAMPLE INSTITUTES
The training in retail sector happens in both formal and informal formats. In the formal formats, there are various kinds of institutes and various kinds of courses. Some institutes offer multiple courses pertaining to one or more job clusters in the retail. The available kinds of institutes are: the universities, the public/ govt. Institutes, private/ public private partnership institutes. The next consideration was that kinds of courses being offered were diplomas, degrees and certificates. Finally, within the scope, the research also needed to cover institutes/courses that not necessarily are retail courses, however are specializations in any one sector, for e.g. Pharmaceutical (for Health), Agriculture (for Fresh Retail), Hotel Management (Café & restaurant). Hence, the sample of institutes was chosen keeping these parameters in mind. The first being the institute should be catering to courses for the retail sector, be it a diploma course, a degree course or a certificate course. The second consideration being that the sample should have a representation of the various kinds of institutes. The third consideration that those specialization courses that are sub-segment specific should also be included in the sample.
The final sample of the institutes is as given in Table 2.2:
Table 2.1: Sample Institutes
Universities 1. Guru Nanak Dev University
(GNDU)
Graduation Courses in Pharma, Agriculture,
Electronics and Food Technology
Post Graduation in Food Technology
2. Indira Gandhi National Open
University (IGNOU)
Certification Course in Soft Skills
Graduation Courses in Retailing
Post- Graduate Certification Courses in Retail
Sales and Operations
Public
Institutes
3. Institute of Hotel
Management, Pusa (IHM,
Pusa)
Certification/Graduation/Post Graduate
Diploma/Post Graduation Courses in various
hospitality operations
4. National Institute of Open
Schooling (NIOS)
Various Certificate Courses in Hardware
Maintenance
Various Certificate Courses in Computer
Applications and Maintenance
Various industry specific Certification Courses
related to beauty, hospitality etc.
Public Private
Partnership
5. iSTAR
6. Indian Institute of Skill
Certification Courses in Sales Skills and
Customer Handling, Retail Operations,
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Institutes Development (IISD)
7. Edubridge
8. Empower
9. Gras Academy
10. Laqsh
11. Indian Institute of Job
Training (IIJT)
12. Managerial Excellence
Resource Centre (MERC)
Hospitality Operations, Soft Skills, English
language, Computer Skills,
Certificate Course on Tally ERP (Unique to Istar)
Post Graduation in Marketing Management
(Unique to MERC)
Post Graduate Certification in Materials
Logistics Management (Unique to MERC)
Private
Institutes
13. Pearl Academy of Fashion
(PAF)
Graduation Courses in Fashion Designing/
Production and Merchandising/ Retailing
Post Graduate Certification Courses in
Fashion/Textile Designing, Fashion
Merchandising/ Retailing
Post Graduation Course in Fashion Marketing
Advanced Certification Courses in Apparel/
Visual Merchandising, Public Relations, Fashion
Retail
14. CII Institute of Logistics
Certification Courses in Logistics Management,
Supply Chain Management
Advanced Certificate course in Supply Chain
Management
Post Graduate Diploma Courses in Supply Chain
Management
Diploma/ Advanced Diploma in Supply Chain
Management
15. Livelihood Advancement
Business School (LABS)
Certificate/Diploma Course in Housekeeping,
Shop Demonstration, Customer Handling and
Sales, Hospitality, Computer Application
16. Indian Retail School (IRS) Graduate Course in Retail
Post Graduate Certification/Diploma in Retail,
Visual Merchandising
17. National Institute of Retail
Management (NIRM)
Diploma in Business Administration
Advanced Diploma/ Post Graduation in Fashion
Designing, Apparel Production/ Quality/
Merchandising, Retail, Retail Supply Chain/
Category Management, Business
Administration
18. Future Innoversity Graduation/ Post Graduation of Business
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Administration in Retail, Supply Chain
19. Centum Learning Certification Course in Personal Improvement,
Sales and Service, Retail Sales and Marketing/
Visual Merchandising and Space Planning/
Buying and Merchandising/ Supply Chain/
Management and Store Operations/ Customer
Relationship
Diploma Course in Sales, Retail
Graduation of Business Administration in Retail,
Marketing and Human Resource
Post Graduation of Business Administration in
Retail,
20. Retail Association of India
(RAI)
Certification Courses in Retail
Graduation of Business Administration in Retail
ITI s 21. Industrial Training Institute,
Chandigarh
22. Industrial Training Institute,
Bhuj
23. Industrial Training Institute,
Gandhidham
24. Industrial Training Institute,
Dharampur
25. Industrial Training Institute,
Nangal
Computer Operator and Programming Assistant
It is noteworthy that the sample institutions from which the information was gained were recognized by the relevant national or regional accrediting body.
The qualification levels within each institute included:
Entry level: Demonstration of basic literacy and numeric skills.
Lower Secondary education: Demonstration of a narrow range of applied knowledge and basic
comprehension in a field of work or study, skills and ability to use known solutions to familiar problems.
Senior secondary education: Expression informed judgement, command of analytical interpretation
of information, knowledge of basic concepts and principles in the field of work or study.
Certificate: It can be used over a wide range of contexts across all levels up to top and are often used
to prepare candidates for both employment and further education and training.
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Diploma: Wider theoretical base than a certificate and include more specialized, technical, professional
or managerial competencies.
Bachelor’s degree: It is a systematic research based, coherent introduction to the knowledge, ideas,
principles, concepts, chief research methods and to the analytical and problem-solving techniques of a
recognised major subject or subjects, providing basis for higher studies.
Master’s degree: Designed to extend the principal subject or subjects of the qualifying degree or may
build on relevant knowledge and skills derived from advanced occupational experience.
2.6 ANALYSIS TOOLS AND TECHNIQUES
As summarized earlier, the data was collected in two parallel lines of research: one catering to the demand side of the retail sector and involved job roles, skills and competencies required at different levels of jobs and second involving the supply side focused on various vocational, educational and training courses present so as to meet the needs of the industry.
The research was essentially a qualitative one using Structured Long Interview questionnaires (Annexure I for organizations and Annexure II for institutions), and Document Analysis to collect all the relevant data. From the participating organizations, the whole interview schedule was utilized; however, from the institutes, most of the data for the questionnaire was culled out from the curriculum details. The research team had to interview some institute stake holders to get the missing details.
To make the data collection easy and standardized, the questionnaire design used some standard frameworks. Looking closely at the Job Descriptions, we see that the data collected, followed a standard format to detail out the role in question. Within the standard format of elaborating the tasks to be done, qualifications required, skills required etc. there is an element of Competencies. The competencies framework utilized in this research is the SHL, Universal Competency Framework. The list of competencies in the framework is exhaustive and includes all the competencies required in any corporate setup job. These have been elaborated in Annexure III. Additionally, the Job Descriptions included list of Aptitudes/ Abilities, again elaborated in Annexure IV.
All the collected content data was coded in excel sheets and manually content analyzed using Thematic Analysis and Direct Comparison.
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3 RESULTS The results chapter is organized according to the job cluster and objectives of the research study. Each segment is dedicated to each job cluster wherein research findings related to various research objectives are elaborated. The first objective of the study was to identify and describe various occupational roles available in organized retail sector. The research findings show that business roles in the retail industry fall in various functions through which the whole business process flows. These functions/roles are referred to as Job Clusters as they exist across all or most sub-segments of the retail industry with minor segment specific nuances. For example, the business process starts from identifying what would be sold at the stores, be it from the parent company (in case of a single brand) or from various brands (in case of multi - brand stores). The next function is to procure what needs to be sold or rather identify vendors and place orders. This is followed by the function of supply chain, where the whole movement of the products from the vendor to the central processing centres (CPCs) to warehouses and finally to the stores is managed. In most retail segments, the quality assurance function is part of the supply chain or warehouse operations, as their job essentially is to look at the in the inbound and outbound products and match with the specifications listed. However, quality function has a different connotation in the café and restaurant segment where the job entails checking quality of the food and the facilities. The quality function also takes a unique shape in the CDIT segment where the engineers do a quality check of the products on delivery at the CPCs. The next function is store operations where most of the youth with qualifications ranging from class 8th to 12th get absorbed. In the stores the staff members rotate on various jobs periodically like client handling, sales, cashiering, inventory handling etc. In café and restaurant segment of the retail industry, there is a production unit as well where food items are prepared or new cuisine items are added. Again some retail segments like the café and restaurant and CDIT also have the function of delivery, where the job entails managing couriers or actual physical delivery at the customer’s doorstep. Finally, CDIT sub-segment also has a function of service and support where the job is to handle customer complaints and queries about the product on phone. The functions or the job clusters are illustrated in the figure 3.1.
Product Finalization/
Range Finalization
ProcurementLogistics, SCM & Warehouse
Store Operations
Production Delivery Quality ControlService
Support (Call Centre)
Figure 3.1: Job Clusters in the Retail Segment
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The following table, Table: 3.1, describes these job clusters under each sub-section studied in the retail industry.
Table 3.1: Job Clusters in the Retail Industry in Each Sub-Segment
Sl. No.
Industry Sub-Segment Roles
Product Finalisation/ Range Finalisation
Procurement Logistics and Supply Chain and Warehouse
Store Operations Production Delivery Quality Control
Service Support
(Call Centre)
1 Value Retail and Cash and Carry
Based on the demand and market trends, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the Central Processing Centres(for goods to be processed)
The group receives goods at CPCs from the vendors and quality checks are performed for ensuring desired specification The goods are then processed and packaged for the market and transported to Distribution Centres The products are then stored at DCs until transfer to stores as and when required
This group mans the retail outlets and is responsible for building sales through customer service. This would include activities like customer handling, selling, billing and cash handling, etc. They are also responsible for timely raising indents and providing customer feedback. Store Operations also entails helpers who help in loading, off-loading, clearing and placing things on the shelves. These jobs are mostly outsourced.
NA NA NA NA
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Table: 3.1 Job Clusters in the Retail Industry in each sub-segment (cont.)
Sl. No.
Industry Sub-Segment Roles
Product Finalisation/ Range Finalisation
Procurement Logistics and Supply Chain and Warehouse
Store Operations Production Delivery Quality Control
Service
Support
(Call
Centre)
2 Clothing and Fashion
Based on the demand and market trends, the group finalises product range and specifications for a given season. This group finalises the product range for a given store based on sales data and market trend for the particular region
Based on specification from the Product group, the group sources new/regular products from various new/present vendors. The group is involved in checking vendor samples and ensuring that the products are according to specifications. The group also coordinates for timely product delivery from vendors to the warehouse.
The group receives product delivery from the vendor and reports any damaged goods/quantity differential to vendor and procurement group. The merchandise is stocked at the warehouse till transfer to stores as and when required. The basic activities of this group include delivery/dispatch management, inventory management and transport management.
This group mans the stores or the retail outlets. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling, packaging. The group is also responsible for timely raising of indents and providing customer feedback to the corporate office. Store Operations also entails helpers who help in loading, off-loading, clearing and placing things on the shelves. These jobs are mostly outsourced.
NA NA NA NA
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Table: 3.1 Job Clusters in the Retail Industry in each sub-segment (cont.)
Sl. No.
Industry Sub-Segment Roles
Product Finalisation/ Range Finalisation
Procurement Logistics and Supply Chain and Warehouse
Store Operations Production
Delivery
Quality Control
Service
Support
(Call
Centre)
4 Health and Wellness
NA Based on the available stocks and demand at stores, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the Warehouses/Distribution Centres
The group receives delivery from vendors and reports any damaged goods/quantity differential to vendor and procurement group. The merchandise is stocked at the warehouse till transfer to stores as and when required. The basic activities of this group include delivery/dispatch management, inventory management and transport management.
This group mans the stores or the retail outlets. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling, packaging. The group is also responsible for timely raising of indents and providing customer feedback.
NA NA NA NA
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Table: 3.1 Job Clusters in the Retail Industry in each sub-segment (cont.)
Sl. No.
Industry Sub-Segment Roles
Product Finalisation/ Range Finalisation
Procurement Logistics and Supply Chain and Warehouse
Store Operations Production
Delivery
Quality Control
Service
Support
(Call
Centre)
5 Lifestyle NA Based on the demand and market trends, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the warehouses/Distribution Centres
The group receives delivery from vendors and reports any damaged goods/quantity differential to vendor and procurement group. The merchandise is stocked at the warehouse till transfer to stores as and when required. The basic activities of this group include delivery/dispatch management, inventory management and transport management.
This group mans the stores or the retail outlets. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling, packaging. The group is also responsible for timely raising of indents and providing customer feedback.
NA NA NA NA
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Table: 3.1 Job Clusters in the Retail Industry in each sub-segment (cont.)
Sl. No.
Industry Sub-Segment Roles
Product Finalisation/ Range Finalisation
Procurement Logistics and Supply Chain and Warehouse
Store Operations Production Delivery Quality Control
Service
Support
(Call
Centre)
6 Café /Restaurant
NA Based on the demand and market trends, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the warehouses/Distribution Centres/Restaurants
The group receives delivery from vendors and reports any damaged goods/quantity differential to vendor and procurement group. The merchandise is stocked at the warehouse till transfer to stores as and when required. The basic activities of this group include delivery/dispatch management, inventory management, proper storage to maintain freshness and transport management.
This group mans the restaurant front-end. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling.
The group is responsible for preparing the various dishes according to the standard recipe and maintaining kitchen area The group is also responsible for timely raising of indents and providing customer feedback.
The group is responsible for timely and accurate delivery of food to the customer
The group is responsible for regular quality audits at the vendor facility as well as the stores. The job includes auditing sensory and chemical testing of the food
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Table: 3.1 Job Clusters in the Retail Industry in each sub-segment (cont.)
Sl. No.
Industry Sub-Segment Roles
Product Finalisation/ Range Finalisation
Procurement Logistics and Supply Chain and Warehouse
Store Operations Production Delivery Quality Control
Service Support
(Call Centre)
7 CDIT NA Based on the demand and market trends, the group sources new/regular products from various new/present vendors The group also coordinates product delivery from vendors to the Warehouses/Distribution Centres
The group receives goods at Warehouses from the vendors and quality checks are performed for ensuring desired specification The products are then stored at DCs until transfer to stores as and when required
This group mans the stores or the retail outlets. The main responsibility of this group is to build sales through customer service. This would include activities like customer handling, selling, billing and cash handling, packaging. The group is also responsible for timely raising of indents and providing customer feedback. Store Operations also entails helpers who help in loading, off-loading, clearing and placing things on the shelves. These jobs are mostly outsourced.
NA The group is responsible for timely and accurate delivery of goods to the customer
NA The group is
responsible for
handling
customer
queries/issues on
phone and
escalate
accordingly
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The aforesaid job clusters are then further divided into various levels depending on their seniority and complexity and hence have multiple roles within each job cluster. In each Job Cluster there are multiple roles. However, to simplify further data analyses and standardize the roles, this research has categorized the roles in five levels. The first level is mostly trainees in the corporate functions or customer service executives at the stores. Some roles are inherently more complex and of a higher order hence start at a higher level for example Procurement. The following tables 3.2- 3.7 elaborate the levels and the roles in each industry sub-segment Table 3.2: Levels in Each Role in the Sub-Segment - Value Retail and Cash and Carry
Procurement Supply Chain and Logistics Store Operations
Level
1
Trainee Buyer
Contractual Labour Trainee, Junior Customer Service Associate, Team Member, Associate
Executive: Inbound, Outbound,
Transportation, Inventory and QA (DC), QA
(CPC), Supervisor (CPC)
Customer Service Associate
Level
2
Sr. Executive: Inbound, Outbound, Transportation, Inventory and QA (DC), QA
(CPC)
Senior Customer Service Associate, Cashier
Team Leader, Supervisor
Level
3
Buyer Asst. Manager : CPC, Manager : Inbound, Outbound, Transportation, Inventory and QA
at DC,
Assistant Department Manager , Department Manager , Asst. Store
manager, Floor Manager
Level
4
Sr. Buyer Manager: CPC, DC Store Manager, Store Karta
General Manager , Unit Head
Level
5
Area Manager, Cluster Manager
Table 3.3: Levels in Each Role in the Sub-Segment - Clothing and Fashion
Product
Finalization
Procurement Supply Chain and Logistics Store Operations
Level
1
Contractual Labour
Executive Executive Executive: Distribution,
Logistics
Customer Associate/Team Member/Fashion Consultant
Level
2
Sr. Executive Sr. Executive Sr. Executive: Logistics Team Leader/Floor Manager
Level
3
Assistant Manager:
Purchase, Buying
Assistant Manager
Assistant Manager: Distribution, Logistics, Deputy
Manager: Distribution
Assistant Department Manager, Department Manager, Asst. Store
Manager
Level
4
Manager (Category)
Manager Manager: Logistics Store Manager
Sr. Manager Senior Manager: Logistics Unit Head
Level
5
General Manager:
Buying
General
Manager
Assistant Regional Manager
Territory Manager, Regional Manager
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Table 3.4: Levels in Each Role in the Sub-Segment - Health and Wellness
Procurement Supply Chain and Logistics Store Operations
Level
1
Contract Labour, Assistant Executive
(Warehouse)
Executive: Pharma, FMCG
Executive (Warehouse) Pharmacist
Level
2
Senior Pharmacist
Level
3
Store In charge
Level
4
Manager: Pharma, FMCG
Manager (Supply Chain and Logistics)
Senior Manager (Supply Chain and Logistics)
Level
5
Head Cluster Manager, Area Manager
Table 3.5: Levels in Each Role in the Sub-Segment – CDIT
Procurement Supply Chain and Logistics Store Operations
Level
1
Trainee Buyer
Back Dock Controller Trainee, Junior Customer Service Associate, Team Member, Associate
Executive Logistics, Executive: Inbound,
Outbound, Transportation, Inventory and QA
(DC), QA (CPC), Supervisor (CPC)
Customer Service Associate
Level
2
Sr. Executive Logistics, Sr. Executive: Inbound, Outbound, Transportation, Inventory and QA
(DC), QA (CPC)
Senior Customer Service Associate, Team Leader, Cashier, Asst.
Department manager,
Level
3
Buyer Asst. Manager Logistics, Asst. Manager : CPC, Manager : Inbound, Outbound, Transportation,
Inventory and QA at DC,
Assistant Department Manager, Asst. Store Manager Department Manager,
Head Cashier
Senior Department Manager, Store Accountant
Level
4
Senior Buyer Manager Logistics, Manager: CPC, DC Store Manager
Level
5
Head Logistics Area Manager, Zonal Manager
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 37
Table 3.6: Levels in Each Role in the Sub-Segment - Cafe and Restaurants
Procurement Supply Chain
and Logistics
Restaurant/Cafe
Operations
Production Delivery Quality
Control
Level
1
Junior
Warehouse
Executive
Trainee Commi 3 Trainee
Executives Executive Team Member, Stewards
Commi 2 Delivery Taker
Level
2
Sr. Executives
Sr. Executive Sr. Stewards Commi 1 Sr. Executive
Level
3
Asst. Manager
Asst. Manager: Warehouse
Shift Manager, Captain Chef De Partie
Delivery In Charge
Manager: Inward,
Outward
Asst. Café Manager, Asst. Restaurant
Manager
Asst. Manager: Home Delivery
Level
4
Manager Café Manager, Restaurant Manager
Outlet Chef Quality Manager
Restaurant General Manager
Level
5
Manager: Logistics
Area Manager Area Chef
Table 3.7: Levels in Each Role in the Sub-Segment – Lifestyle
Procurement Supply Chain and Logistics Store Operations
Level
1
Contractual Employee
Contractual Employee
Allocators Warehouse Staff
Sales Assistant, Team Member
Level
2 Buyers
Quality Supervisor, Supply
Region Company Coordinator Sales Executives, Cashier, Team Leader
Level
3
Merchandiser Merchandiser, Asst. Department Manager, Asst. Store In charge, Department Manager, Asst. Store
Manager Asst. Manager:
Category
Level
4 Manager: Category
Market Warehouse In charge, Store In charge, Store Manager
Unit Head
Level
5 Head: Category Area Manager
The data collected for this objective was exhaustive and comprehensive. Here we summarize all the Job Descriptions using the cluster framework. One Job Cluster is one functional role as elaborated in the table 3.1. The exhaustive job descriptions were content analysed and common job responsibilities were clubbed together under one cluster, as given in Table 3.8. For Example, a job cluster of Procurement and
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 38
Logistics across all segments has some common job responsibilities, skills and competencies. In addition on the right is also listed the exceptions or unique features on particular industry segments within that job cluster. As the Job Descriptions within each cluster vary across levels in the hierarchy, they are elaborated in four separate levels. Listed below in the summary table, table: 3.8, are the job clusters across all segments and the four levels in front of each. Table 3.8: List of Job Clusters in the Retail Industry and Their Corresponding Levels
Job Clusters Uniqueness Entry
Level
Junior
Management
Middle
Management
Senior
Management
1 Product
Merchandising/
Range Finalization
Unique to Clothing
and Fashion
Level 2 & Level
3
Level 4 Level 5
2 Procurement Common to all
segments
Level 1 Level 2 & Level
3
Level 4 Level 5
3 Logistics and Supply
Chain
Common to all Level 1 Level 2 & Level
3
Level 4 Level 5
4 Warehouse
Operations
Common to all
segments, Unique
needs for Café and
Restaurant
Level 1 Level 2 & Level
3
5 Store Operations Common to all,
Unique needs for
Health and Wellness
Level 1 Level 2 & Level
3
Level 4 Level 5
6 Quality Assurance Common to all,
Unique needs for Café
and Restaurant and
CDIT
Level 1 Level 2 & Level
3
Level 4
7 Production Unique to Café and
Restaurant
Level 1 Level 2 & Level
3
Level 4 Level 5
8 Home Delivery Unique to Café and
Restaurants and CDIT
Level 1 Level 2 & Level
3
9 Service Support (Call
Centre)
Unique to CDIT Level 1 Level 2 & Level
3
As clear from the above table, the cluster of product merchandising and range finalization starts only after some years of experience in either store operations or procurement. Also, in the cluster of supply chain management and warehouse operations, we see that as the seniority increases, the manager looks after both these together. An employee may start either at the warehouse or in logistics and supply chain, as she grows she manages both these for a particular region. The quality assurance cluster, unique to CDIT and café and restaurant sub-segment, also has fewer levels. Once a person crosses level 3, the scope of his work increases and he looks after a larger region or works at institutionalising quality processes across the organization. Further in the job clusters of home delivery and service support, both unique to café and restaurant or CDIT, do not have a linear growth path beyond level 3. The employee would need to find an alternate growth path either within the organization or sub-segment of the retail sector.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 39
The aforesaid classification of Job Clusters has been used in the subsequent sections of this chapter to address the next objectives. To understand this, let us revisit the objectives of the study.
The second critical objective of the study was to describe the job responsibilities, skills and competencies required by incumbents to be successful on the job
The third objective of the study was to identify the “levels” of qualifications for specific occupational roles. This objective essentially tries to answer the question, “What education, skills, competencies are required to enter a job at that level?” Here the entry competencies listed would clearly be fewer than those listed in the job descriptions. There is an essential element that is added at this point, i.e. Aptitude. Most organizations assess the aptitude instead of the competencies as aptitude is an inherent part of the competencies. If a candidate shows the relevant aptitude, the companies intend to train the people on competencies. As of now most companies use aptitude/ ability tests to assess the same.
The fourth objective of the study was to identify the various formal and informal courses and industrial training programs available to fulfil the demands of the jobs in the retail sector and the fifth objective was to detail out the current courses and programs and analyse the gaps between skill programs available and the skills required. As elaborated in the tables below, the skills required for each job cluster are matched with the available courses. In the last column are also listed the gaps identified in demand of skills and the supply from the formal education side.
The final objective of the study was to identify the career paths available in an organization and their corresponding qualifications/Skills required.
For ease of use of the report, all the results of all the above objectives have been clubbed together for each cluster. For example, with the job cluster of Product Merchandising and Range Finalization, first the detailed job description is given for the four levels, then the entry level criteria are elaborated, next the skill gap analysis is given and finally the career paths for the same job cluster are depicted in a flow chart. The subsequent sections follow the chronology of the job clusters as they appear in the complete retail process starting with acquiring or procuring the goods to making them reach the customer’s house. The sections are as follows:
1. Section 1 Product Merchandising/ Range Finalization
2. Sections 2 Procurement
3. Section 3 Logistics and Supply Chain Management
4. Section 4 Warehouse Operations
5. Section 5 Store Operations
6. Section 6 Production
7. Section 7 Delivery
8. Section 8 Quality Assurance
9. Section 9 Service Support
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 40
3.1 PRODUCT / RANGE FINALIZATION
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 41
3.1.1 Job Descriptions for Product Merchandising and Range Finalising
As described in the table 3.1 the Product Merchandising and Product Range Finalization cluster of jobs entails finalising the range that would be sold in the stores at various regions and also customizing the same for the Indian context. This requires a formal degree in fashion design and mostly, the informal education or in-house training within the company does not give the people at the stores an opportunity to reach this role. The following tables (Table 3.9 – 3.11) elaborate the critical demands from the job and key skills & competencies required for success and growth in this role. Table 3.9: Detailed Job Descriptions in Product Merchandising Cluster: Junior Management
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Product Merchandising / Range Finalisation
Unique to Clothing and Fashion
Operational Responsibilities: Internal Communication/Support/Feedback:
Liaise with other departments within the organization to ensure projects are completed
Liaise with store personnel to ensure product/collection supply meets demand
Attend buying meetings in India and abroad, to select and assemble a new collection of products
Work with visual team to ensure brand image
Spend time in the stores to understand customer reaction to the product
Present seasonal seminar to Store Managers
Sales Data Analysis:
Analyze consumer buying patterns and predict future trends
Review product performance with sales group regularly
Marketing/Promotions:
Participate in planning and execution of promotional activities and analyse the results
Stocking Decision:
Manage plans for stock levels and react to change in demand
Professional Knowledge:
Statistical tools for analysis
Cost Accounting and Financial Knowledge
Strategic planning skills including inventory turns, product/ category life cycle, trend analysis and margin analysis
Knowledge of Branding and Marketing
Budgeting and Forecasting
Knowledge of past, present and future fashion trends
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processor
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Deciding and Initiating Action
Working with people
Adhering to principles and values
Presenting and Communicating Information
Applying expertise and Technology
Analysing
Learning and Researching
Planning and Organising
Following Instructions and Procedures
Entrepreneurial and Commercial Thinking
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 42
Table 3.9 Detailed Job Descriptions in Product Merchandising Cluster: Junior Management (cont.)
Junior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Merchandise Range Planning:
Forecast & interpret fashion trends
Keep an eye on market and competition
Selection of product based on specific requirements, timing, target customer
Store Stock Planning and Movement:
Coordinate requirements, specifications and distribution for merchandise selection
Partner with store management and district management on Assortment Planning
Planning Pricing and Markdowns:
Develop pricing & markdown strategies Work with Product Manager to select merchandise based on sales analysis and trends
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 43
Table 3.10: Detailed Job Descriptions in Product Merchandising Cluster: Middle Management
Middle Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Product Merchandising / Range Finalisation
Unique to Clothing and Fashion
Operational Responsibilities: Range Planning:
Map international trend with domestic preferences for the given category.
Gap analysis and development of insertions.
Buying Budget mapping:
Buying products according to the budget for a particular store/region
Supervisory Responsibilities: Personnel Operations:
Manage task delegation
Provide briefs to team on a regular basis on day to day activities to help in improving individual as well as team performance
Performance Management:
Conduct Performance Appraisals for own team
Provide suggestions to HR and Department Head with regards to increment, promotion or staffing decisions.
Training and Development:
Plan on-the-job training program
Develop individual training and development plans to groom the staff for the next level
Ensure that the trainings happen as scheduled for the staff
Professional Knowledge:
Statistical tools for Analysis
Cost Accounting and Financial Knowledge
Strategic planning skills including inventory turns,
product/ category life cycle, trend analysis and margin analysis
Knowledge of Branding and Marketing
Budgeting and Forecasting
Knowledge of past, present and future fashion trends
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processor
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Presenting and Communicating Information
Applying expertise and Technology
Analysing
Learning and Researching
Planning and Organising
Following Instructions and Procedures
Entrepreneurial and Commercial Thinking
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 44
Table 3.11: Detailed Job Descriptions in Product Merchandising Cluster: Senior Management
Senior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Product / Range Finalisation
Unique to Clothing and Fashion
Operational Responsibilities:
Identify slow moving lines and suggest appropriate action, i.e., cancellations, markdown or promotions
Select range, theme, key look, key styles and key colours for the season
Finalise MRP for various products in the product range
Supervisory Responsibilities: Personnel Operations:
Manpower Planning for the function
Professional Knowledge:
Statistical tools for Analysis
Cost Accounting and Financial Knowledge
Strategic planning skills including inventory turns,
product/ category life cycle, trend analysis and margin analysis
Knowledge of Branding and Marketing
Budgeting and Forecasting
Knowledge of past, present and future fashion trends
Product pricing Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processor
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Applying expertise and Technology
Analysing
Learning and Researching
Forming Strategies and Concepts
Planning and Organising
Following Instructions and Procedures
Entrepreneurial and Commercial Thinking
As clear from the above three tables, the product merchandising team decides what would be sold at the stores, it needs a lot of higher order skills and competencies. The skills of understanding fashion trends, patterns acceptability through trend data analysis, identifying and deciding the range from available options and finally, conceptualizing or customizing the range to suit the current regional demand. At the higher levels, this job cluster also decides the pricing and go- to- market strategy for products. This job requires entrepreneurial and commercial understanding.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 45
3.1.2 Entry Level Requirements for Product / Range Finalization
As seen in the following table, the job cluster of Product / Range Finalizing requires a 2-5 years of work experience. Mostly, they come from the procurement function where they would have worked as trainee buyers or buyers, however sometimes they also come from sales also. A formal graduation degree in fashion is essential. The entry level knowledge and skills are also listed. It is important to note that the entry level competencies are graded. At lower levels, basic competencies like working with people, adhering to principles, learning, and following instructions etc. are required. As the role gets more complex, competencies like analysis, deciding and leading get added in the entry level requirements. Table 3.12: Entry Level Requirements for Roles in Product / Range Finalization
Industry Segment
Role/ Level
Entry Level Qualification/Experience
required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 2 &3
Clothing and Fashion
Executive, Sr. Executive, Asst. Manager (Category)
Graduation in Fashion Technologies with 2-5 Years work experience in Fashion Retail Sales / Procurement / Range Finalising
Professional Knowledge:
Statistical tools for analysis
Cost Accounting and Financial Knowledge
Strategic planning skills including inventory turns,
Product / category life cycle, trend analysis and margin analysis
Knowledge of Branding and Marketing
Budgeting and Forecasting
Knowledge of past, present and future fashion trends
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processor
Presentation Application
MIS/ERP
Working with people
Adhering to principles and values
Presenting and Communicating Information
Applying expertise and Technology
Learning and Researching
Following Instructions and Procedures
Artistic Ability
Teaching Ability
Reading Ability
Spatial Perception
Understanding Others
Helping Others
Organising
Math Ability
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 46
Table 3.12 Entry Level Requirement for Roles in Product / Range Finalization (cont.)
Industry Segment
Role/ Level
Entry Level Qualification/Experience required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 4
Clothing and Fashion
Manager (category)
Graduation in Fashion Technologies with 7-8 Years of relevant work experience
Deciding and Initiating Action
Analysing
Planning & Organizing
Entrepreneurial and Commercial Thinking
Leadership and Supervising
Leadership
Level 5
Clothing and Fashion
General Manager (Region)
Graduation in Fashion Technologies with 12-15 Years of relevant work experience
Professional Knowledge:
Product Pricing
Forming Strategies and Concepts
3.1.3 Skill Gap Analysis for Product / Range Finalization
The following table elaborates that a graduation degree in Fashion Technology, caters to most essential requirements like understanding product knowledge for apparel or fabric, costing, planning, marketing etc. However, some people pick up some of those skills on the job that are not available as part of the graduation course like some analytical tools to predict trend and plan ahead. A lot of work for product finalization needs to be on the company’s ERP. The skill on use of ERP is a gap in the skill availability. Finally, all the competencies like decision making, working with people, adhering to principles and values, presenting and communicating, applying expertise, learning and researching are all learnt on the job either through structured training programs or informal methods.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 47
Table 3.13: Skill Gaps in Product / Range Finalization
Product/Range Finalisation
Possible Source
Identified Gaps
Qualification Graduation
For Clothing & Fashion
Graduation in Fashion Technology
- All Fashion Institutes
Skills
Professional Knowledge:
Statistical tools for analysis
- Provided In-House
- Product/ Range Finalisation group has to constantly stay ahead of the market and analyse data for various SKUs to see what works with the target customer base. This requires a strong bent towards research and analysis which would help in finalising the range for the next season and closing the non-moving lines. The Fashion Institutes do not cater to this skill.
Cost Accounting and Financial Knowledge
- All Fashion Institutes
Strategic Planning
- All Fashion Institutes
Detailed Product Category knowledge
- All Fashion Institutes
Knowledge of Branding and Marketing
- All Fashion Institutes
Knowledge of past, present and future fashion trends
- All Fashion Institutes
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 48
Table 3.13 Skill Gaps in Product / Range Finalization (cont.)
Product/Range Finalisation
Possible Source Identified Gaps
Computer Knowledge:
e-Mail application - Fashion Institutes do not cater to basic e-mailing
Word Processer - All Fashion Institutes
Spreadsheet Application
- All Fashion Institutes
Presentation Application
- All Fashion Institutes
MIS/ERP - Fashion Institutes do not cater to the requirement of “MIS/ERP understanding and usage experience” which forms the backbone of every retail organisation.
Competencies
Deciding and Initiating Action
- All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.
Working with people
Adhering to principles and values
Presenting and Communicating Information
Applying Expertise and Technology
Analysing
Learning and Researching
Planning and Organising
Following Instructions and Procedures
Entrepreneurial and Commercial Thinking
Aptitude
Artistic Ability - At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
Teaching Ability
Reading Ability
Spatial Perception
Understanding Others
Helping Others
Organising
Math Ability
Finally, as this job is a highly specialized job, it starts only after graduation in fashion technology and may grow into business or corporate roles. These roles are beyond the scope of the study, hence the career path has not been studied.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 49
3.2 PROCUREMENT
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Career Paths Available to
Professionals in Procurement
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 50
3.2.1 Job Descriptions for Procurement
Procurement is the next cluster of jobs and it encompasses actual buying of products from various vendors. Even in the clothing and fashion sub-segment, the procurement team identifies local or indigenous vendors and purchases the same. The following tables elaborate the critical demands from the job and key skills and competencies required for success and growth in this role. Table 3.14: Detailed Job Descriptions in Procurement Cluster: Entry Level
Entry Level
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Procurement Common to all segments
Internal communication:
Maintain communication with stores, logistics and warehouse and ensure that the information on sales trends, inventory, and other purchase and movement (products moving from one store to another) requirement is shared in a timely fashion
Financial Contribution:
Identify system and tools to increase efficiency in Supply Chain Management
Planning and Forecasting:
Develop inventory regime for various products based on historical consumption data
Inventory and Working Capital Management:
Track sales to stock ratio on an ongoing basis to finalise stocking needs
Maintain inventory level effectively to ensure smooth flow of operations
Ensure the quality and timely supply of materials
Ensure the required order fill rate is achieved
Ensure that the optimum inventory level is managed at warehouses
Quality Control:
Conduct quality check by random sampling to ensure that the product specifications are met
Return expired/damaged goods in a timely fashion
Professional Knowledge:
Inventory Management
Vendor Management
Cost Accounting and Cost Control
Criteria and Pricing patterns for various products
Detailed product Category knowledge
Awareness of market trend
Sales trend analysis
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
Deciding and Initiating Action
Working with people
Adhering to principles and values
Relating and Networking
Writing and Reporting
Applying Expertise and Technology
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 51
Table 3.14 Detailed Job Descriptions in Procurement Cluster- Entry Level (cont.)
Entry Level
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Vendor Management:
Follow the SOPs for Vendor Empanelment
Solicit proposals from prospective vendors and forward to respective authority
Identify multiple vendors and negotiate price, payment, quality and delivery conditions to get the best deal
Raise Purchase Order in a timely fashion
Maintain regular follow up to ensure on-time delivery
Report any quality issues to the vendor as well as own Manager
Documentation and Reporting:
Enter purchase and delivery related data into the ERP
Enter the details for new products into the Article Master and generate code
Physical Abilities:
Sitting
Talking
Vision Travelling
Unique to Clothing, Lifestyle and Café and Restaurant
Operational Responsibilities: Rejection control
Conduct pre-arrival checking at the vendor end by finalising the samples according to the product specifications
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 52
Table 3.15: Detailed Job Descriptions in Procurement Cluster: Junior Management Level
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Procurement Common to all segments
Planning and Forecasting:
Develop and Manage materials planning for various products based on historical data
Finalise and revisit SKU specific inventory regimes created by executives
Inventory and Working Capital Management:
Manage working capital for the goods
Assess the value or necessity of product in order to utilize the working capital effectively.
Vendor Management:
Ensure processing of the Vendor dues on timely basis as per the credit period.
Ensure periodic Vendor Account Reconciliation
Supervisory Responsibilities: Personnel Operations:
Task delegation to a team of buyers
Performance Management:
Monitor individual performance and provide input for Performance Appraisals of own team
Training and Development:
Provide on-the-job training
Professional Knowledge:
Knowledge of statistical tools for analysis
Knowledge of taxation basics for various taxes like excise duty, custom duty etc.
Cross Functional Knowledge
Negotiation skills for dealing with vendors
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Travelling
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Presenting and Communicating
Applying Expertise and Technology
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Unique to Clothing and Lifestyle
Operational Responsibilities: Rejection control
Conduct pre-arrival checking at the vendor end by finalising the samples according to the product specifications
Professional Knowledge:
Knowledge of fabrics, colours, cuts and styles
Unique to Café and Restaurant
Professional Knowledge:
Legal requirements for food packaging
Unique to Wellness
Professional Knowledge:
Complete product knowledge with the benefits for the customers
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 53
Table 3.16: Detailed Job Descriptions in Procurement Cluster: Middle Management Level
Middle Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Procurement Common to all segments
Inventory and Working Capital Management:
Ensure timely ordering and delivery of products to support organisational sales targets in an effective fashion
Financial Contribution:
Plan inventory turns to optimise on costs
Vendor Management:
Sustain and develop a strong vendor base
Approve Purchase Orders for various products
Conduct half yearly review of Vendors (quality and service
evaluation) and take necessary action Procurement Operations:
Ensure compliance to Procurement SOPs
Develop/review purchase processes to optimise purchase operations
Supervisory Responsibilities: Personnel Operations:
Manage task delegation
Provide briefs to team on a regular basis on day to day activities to help in improving individual as well as team performance
Performance Management:
Conduct Performance Appraisals for own team
Provide suggestions to HR and Department Head with regards to increment, promotion or staffing decisions.
Professional Knowledge:
Inventory Management
Vendor Management
Pricing strategy of the organization
Product Category knowledge
Sales trend analysis
Industry Knowledge and current trends
Basic financial knowledge for budgetary control
People Management
Sales Analysis for buying patterns and Demand Forecasting
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Travelling
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Persuading and Influencing
Applying Expertise and Technology
Analysing
Planning and Organising
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 54
Table 3.16 Detailed Job Descriptions in Procurement Cluster- Middle Management (cont.)
Middle Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Training and Development:
Plan on-the-job training program
Develop individual training and development plans to groom the staff for the next level
Ensure that the trainings happen as scheduled for the staff
Employee Selection:
Interview and hire team members in consultation with HR
Employee Engagement: Ensure talent retention through providing an enriching work experience to the staff
Unique to Café and Restaurant
Professional Knowledge:
Knowledge on Quality Assurance practices Like HACCP etc
Knowledge on F&B quality processes
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 55
Table 3.17: Detailed Job Descriptions in Procurement Cluster: Senior Management Level
Senior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Procurement Unique to Lifestyle
Operational Responsibilities: Vendor Management:
Finalise empanelment of new vendors and review vendor performance on a regular basis
Financial Contribution:
Ensure higher gross profits for the category by identifying potential cost saving methods
Supervisory Responsibilities: Manpower Planning:
Forecast staffing requirements and build bench accordingly
Professional Knowledge:
Inventory Management
Vendor Management
Pricing strategy of the organization
Product Category knowledge
Sales trend analysis
Industry Knowledge and current trends
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Travelling
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Persuading and Influencing
Applying Expertise and Technology
Analysing
Forming Strategies and Concepts
Planning and Organising
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Entrepreneurial and Commercial thinking
The above four tables describing the job requirements for the procurement cluster show that this is a specialist role and needs at least a graduation degree to enter. Here, the more complex the buying (Lifestyle, Fashion etc.) the higher the entry requirements. For example, in the fashion and clothing segment, the incumbents start from a trainee buyer role and move up to the buyer, manager or senior manager role. The job starts with collecting and collating requirements for purchase or procurement from various ends like stores, warehouse and logistics. It grows into developing and managing vendors and also ensuring quality of the vendor’s supplies. Finally, at the highest level, they identify and empanel new vendors and strategise to optimize on costs. These jobs require clear analysing, decision making, negotiating and planning competencies to be successful on the job.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 56
3.2.2 Entry Level Requirements for Procurement/ Purchase
The following table describes the entry level requirements for the job cluster of procurement. Here also the candidates need at least a graduate degree. The candidates also need to have an aptitude for maths and understanding others to be able to negotiate well. They need to be equipped with knowledge of Supply Chain Management (SCM) Operations, Inventory planning and management, Cost accounting, Cost Control, Pricing Mechanisms etc. Table 3.18: Entry Level Requirement for Roles in Procurement/ Purchase
Industry Segment
Role/ Level
Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
All Trainee Buyer, Buyer, Executive
Graduation (in Subject related to the industry segment) Clothing and Fashion- Graduation in Fashion Technology Value Retail F&B segment- BSc Agriculture CDIT- B.Tech. Café and Restaurant - Post-Graduation in Business Administration (SCM/Operations)
Professional Knowledge:
Inventory Planning and Supply Chain Management
Vendor Management
Cost Accounting and Cost Control
Criteria and Pricing Patterns for various products
Detailed Product Category knowledge
Awareness of Market Trend
Sales trend analysis Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
Working with people
Adhering to principles and values
Relating and Networking
Writing and Reporting
Applying Expertise and Technology
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Math Ability
Reading Ability
Understanding Others
Organising
Common to Café and Restaurant, Health and Wellness and CDIT
Scientific Ability
Unique to CDIT
Mechanical Ability
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Research by People Factor Pvt. Ltd. Page 57
Table 3.18: Entry Level Requirement for Roles in Procurement/ Purchase (cont.)
Industry Segment
Role/ Level Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 2 & 3
All Sr. Executive, Asst. Manager, Merchandiser, Buyer
Basic Qualification with 4-8 years of relevant experience
Knowledge of statistical tools for analysis
Knowledge of taxation basics for various taxes like excise duty, custom duty etc.
Cross Functional Knowledge
Negotiation skills for dealing with vendors
Deciding and Initiating Action
Presenting and Communicating
Leadership and Supervising
Teaching Ability
Unique to Café and Restaurant
Legal requirements for food packaging
Unique to Wellness
Complete product knowledge with the benefits for the customers
Unique to Lifestyle and Clothing and Fashion
Knowledge of fabrics, colours, cuts and styles
Level 4
All Sr. Buyer, Manager (Category)
Post-Graduation in Business Administration (SCM/Operations) with 5-15 years
Basic financial knowledge for budgetary control
People Management
Sales Analysis for buying patterns and Demand Forecasting
Persuading and Influencing
Planning and Organising
Unique to Café and Restaurant
Knowledge on Quality Assurance practices Like HACCP etc
Knowledge on F&B quality processes
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Research by People Factor Pvt. Ltd. Page 58
Table 3.18: Entry Level Requirement for Roles in Procurement/ Purchase (cont.)
Industry Segment
Role/ Level
Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 5
All Head (Category), General Manager
Post-Graduation in Business Administration (SCM/Operations) with 12-20 years
In-depth Industry Knowledge and awareness of current and future trends
Analysing
Forming Strategies and Concepts
Entrepreneurial and Commercial thinking
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Research by People Factor Pvt. Ltd. Page 59
3.2.3 Skill Gap Analysis for Procurement/ Purchase
In the procurement job cluster the skill gaps are listed in the following table. The courses on Inventory Planning and Vendor Management are not taught in B.Tech Institutes, though the CDIT sub-segment hires B.Techs for this role. Also, inventory planning and management has a unique requirement in the ‘farm fresh’ segment of the value retail sub-segment. While the Agriculture Universities have SCM Operations in their curriculum, specific skill or knowledge pertaining to inventory management of the farm fresh is not taught. Vendor Management is not taught in any institute for retail, technology, agriculture or fashion. In the health and wellness, students coming from the graduation degree in pharmaceuticals do study a course on vendor management. Specific knowledge on cost estimation and control also is not available in agriculture courses. Some analytical tools and knowledge of MIS/ ERP software are not offered as a part of regular courses. Finally, all competencies required at the entry level as well as for the subsequent success on the job are not available as part of any course. These are learnt on the learnt through structured trainings or informally. Table 3.19: Skill Gaps in Procurement/ Purchase
Procurement
Possible Source Identified Gaps
Qualification Graduation
For Value Retail
Graduation/ Graduation in Agriculture (for F&V)
- All Universities - All Retail
Management Institutes
- All Agriculture Universities
For Clothing and Fashion
Graduation in Fashion Technology
- All Fashion Institutes
For Health and
Wellness
Graduation in Pharmacy
- All Pharma Institutes
For Lifestyle
Graduation/ Graduation in Fashion Technology
- All Universities - Fashion Institutes
For Café and Restaurant
Graduation - All Universities - All Retail
Management Institutes
For CDIT
Graduation in Technology (B. Tech. or B.E. in Electronics)
- All Technical Universities
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Research by People Factor Pvt. Ltd. Page 60
Table 3.19 Skill Gaps in Procurement (cont.)
Procurement
Skills Possible Source Identified Gaps
Professional Knowledge:
Inventory Planning and Supply Chain Management
- All Retail Management Institutes
- All Fashion Institutes - All Agriculture
Universities - All Pharma Institutes
- For CDIT, the B.Tech course does not cater to skills related to Inventory Planning and other SCM operations
- The students of Agriculture courses are not familiarised with the Inventory Planning which is necessary in the “Farm Fresh” retail segment, however, SCM is a part of curriculum
Vendor Management
- All Pharma Institutes - Knowledge of Vendor Management and Development is not catered to by various institutes providing courses in Technology, Agriculture, Fashion and Retail Management
Costing and Cost Control
- All Retail Management Institutes
- All Fashion Institutes - All Technical
Universities - All Pharma Institutes
- Knowledge of cost control through industry best practices is a part of various Agriculture Courses but skills for explicit cost estimation and cost control are not developed
Criteria and Pricing Patterns for various products
- All Retail Management Institutes
- All Fashion Institutes - All Agriculture
Universities - All Pharma Institutes
- The various skills required for a Procurement Profile are developed by Technology Institutes as a part of Project Planning and Execution, however, the connect with retail market is a missing link and the organisations have to teach pricing basics to the Engineers who join in the Procurement Group
Detailed Product Category knowledge
- All Fashion Institutes - All Agriculture
Universities - All Technical
Universities - All Pharma Institutes
Awareness of Market and current trends
- All Retail Management Institutes
- All Fashion Institutes - All Agriculture
Universities - All Pharma Institutes
- An awareness of the retail market in India is missing for the courses in Technical Universities
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Research by People Factor Pvt. Ltd. Page 61
Table 3.19 Skill Gaps in Procurement (cont.)
Procurement
Skills Possible Source Identified Gaps
Statistical tools for data analysis
- All Retail Management Institutes
- All Agriculture Universities
- All Technical Universities
- All Pharma Institutes
- Product procurement group has to constantly keep an eye on market trends and analyse data for various variables on a regular basis. The Fashion Institutes do not cater to this skill.
Computer Knowledge:
e-Mail application
- All Retail Management Institutes
- All Technical Universities
- Fashion, Agriculture and Pharma institutes do not cater to basic e-mailing.
Word Processer
- All Retail Management Institutes
- All Fashion Institutes
- All Technical Universities
- All Agriculture Universities
- All Pharma Institutes
Spreadsheet Application
- All Retail Management Institutes
- All Fashion Institutes
- All Agriculture Universities
- All Pharma Institutes
- Technical Institutes do not cater to skilled use of Spreadsheet Application
MIS/ERP - All Retail Management Institutes
- All Pharma Institutes
- Fashion, Technology and Agriculture Institutes do not cater to the requirement of “MIS/ERP understanding and usage experience” which forms the backbone of every retail organisation.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 62
Table 3.19 Skill Gaps in Procurement (cont.)
Procurement
Possible Source Identified Gaps
Competencies
Deciding and Initiating Action
- All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes. Working with
people
Adhering to principles and values
Relating and Networking
Writing and Reporting
Applying Expertise and Technology
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Aptitude
Math Ability - At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
Reading Ability
Understanding Others
Organising
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Supervisor/ Asst. Manager
(Level 2 & 3))
Qualification: Graduation in
Specific Field
Key Knowledge, Abilities &
Aptitude:
- Product Category Knowledge
Qualification: Graduate
Work Experience:4-8 Years
Key Knowledge, Ability &
Aptitude:
- Sales and Service Aptitude
- Artistic Aptitude and Spatial
Perception
- Leadership
- Planning and Organizing
Head/General Manager
(Level 5)
Qualification: MBA (SCM/
Operations)
Work Experience:12-20 Years
Qualification: 12th + Computer
Certification
Key Knowledge, Ability &
Aptitude:
- Fine Dexterity
Allocators (Level1)
Qualification:
-For Clothing & Fashion and
Lifestyle: Graduation in Specific
Field
-For all other segments:
Graduation in Specific Field+
MBA (SCM/Operations)
Work Experience:5-15 Years
Sr. Buyer/Manager (Level
4)
Supervisor/Asst. Store
Operations (Level 2&3)
Trainee/Buyer (Level 1)
Qualification: Graduate in
Specific Field
Work Experience:4-8 Years
Key Knowledge, Abilities &
Aptitude:
- Aptitude for Research and
Analysis
- Influencing and Negotiation
Skills
- Artistic Aptitude, Spatial
Perception and Knowledge of
Fabric (For Fashion & Clothing
and Lifestyle)
Executive: Warehouse
(Level 1)
Executive: Product Range
Finalization (Level 2&3)
Manager: Product Range
Finalization (Level 2&3)
For Clothing & Fashion:
Qualification: Graduate
Work Experience:7-8 Years
For Clothing & Fashion:
Qualification: Graduate
Work Experience:12-15 Years
General Manager: Region
(Level 5)
3.2.4 Career paths Available for Professionals in
Procurement
In the procurement job cluster the beginner’s level is Allocator. These are people with who have completed at least 12th grade. It is important to note that the Allocators rarely get a linear growth in Procurement. At the max they move into Executive Warehouse roles. The actual level 1 is Trainee Buyer and a pre- requisite for this level is graduation in the specific field. For example in the sub-segment of Clothing and Fashion, a graduation in Fashion Technology is a must. Only graduates get a linear career path upto the Senior Buyer, Supervisor or Asst. Manager, Senior Manager and General Manager Procurement. There is an alternative path for high potentials in design or for those with a good knowledge of trends and fashion. They can grow into Product / Range Finalization. Finally, there is also an option for those exhibiting the aptitude for sales and service, after spending about 4 to 5 years in buying, can grow into store operations as a Store Manager. The figure 3.2 clearly depicts the possible growth paths and the pre-requisite qualifications, experience and Key Knowledge and Aptitude.
Figure 3.2: Available Career Paths in Procurement
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3.3 LOGISTICS AND SUPPLY CHAIN
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Career Paths Available to
Professionals in Logistics and
Supply Chain Management
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Research by People Factor Pvt. Ltd. Page 65
3.3.1 Job Descriptions for Logistics and Supply Chain Management
The next cluster of jobs is a natural progression from the earlier one. Once the purchase order is placed and the products reach the central processing centres (CPCs), the supply chain and logistics function manages the entire movement from CPCs to warehouses. The following tables elaborate the critical demands from the job and key skills and competencies required for success and growth in this role. Table 3.20: Detailed Job Descriptions in Logistics and Supply Chain: Entry Level
Entry Level
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Logistics Common to all segments
Operational Responsibilities: Internal Communication:
Maintain communication with procurement, vendors, stores and warehouses and ensure that the required information is shared in a timely fashion
Support transport arrangement and timely deliveries
Vendor Management:
Oversee all deliveries, dispatches and stock transfers from/to the DC
Liaise with Transporter/Agencies to ensure smooth delivery of the products
Process Vendor bills as per SOP and submit them on time to the respective authority
Ensure that the bills are verified and approved on a timely basis
Ensure the second alternatives of transporters and CFA agencies are in place to avoid hindrances in the operations
Reporting and Documentation:
Maintain MIS reporting on a daily basis
Ensure 100% statutory compliance across all the CFA and Warehouses pertaining to all documents/Licenses related to Insurance, sales Tax, PFA and fire licenses, etc.
Financial:
Work continuously towards reducing operational cost
Professional Knowledge:
Vendor Management
Cross Functional Knowledge
Logistics Management and Supply Chain Management
Inventory Management
Costing and basic financial knowledge
Event related planning for various occasions or season change
All statutory documentations with regards to transportation and storage of goods
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processor
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Working with people
Adhering to principles and values
Relating and Networking
Writing and Reporting
Planning and Organising
Delivering results and Meeting customer expectations
Following Instructions and Procedures
Coping with pressures and Setbacks
Unique to Health and Wellness and Café and Restaurant
Professional Knowledge:
Knowledge of Cold Chain Transportation
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Research by People Factor Pvt. Ltd. Page 66
Table 3.21: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Junior Management Level
Junior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Logistics Common to all segments
Warehouse and Material Management:
Raise indents on time
Oversee stock procurement and dispatch to various warehouses
Maintain FIF0 while planning for dispatches
Support transport arrangement and timely deliveries
Take inventory related decisions and ensure that optimum stocks in good quality are maintained at all times
Manage Unsound Goods according to the SOP
Vendor Management:
Oversee local purchase on a routine basis
Liaise with CFA / Transporter / Agencies to ensure smooth delivery of the products
Reporting and Documentation:
Generate daily, monthly and intermittent inventory reports
Supervisory Responsibilities: Personnel Operations:
Task delegation to team Performance Management:
Monitor individual performance and provide input for Performance Appraisals of own team
Training and Development:
Provide on-the-job training
Professional Knowledge:
Vendor Management
Organizational SOPs
Logistics Management
Supply Chain Management
Costing and basic financial knowledge
All statutory documentations with regards to transportation and storage of goods
Statistical tools for data analysis
City/Region level planning
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processor
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Persuading and Influencing
Writing and Reporting
Analysing
Planning and Organising
Delivering results and Meeting customer expectations
Following Instructions and Procedures
Entrepreneurial and Commercial Thinking
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Research by People Factor Pvt. Ltd. Page 67
Table 3.22: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Middle Management Level
Middle Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Logistics Common to all segments
Operational Responsibilities: Planning and Forecasting:
Analyse operational data on an ongoing basis and develop monthly projections for city/region transportation needs
Vendor Management:
Execute empanelment of Transport and logistics vendors based on SOPs
Manage the relationship with Transporters and CFAs
Oversee transportation of all dispatches and stock transfers
Oversee the cost and quality of service per vendor on a periodic basis and take decisions accordingly
Conduct periodic Vendor Account Reconciliation and ensure that Vendor payments are made according to the credit period
Financial Contribution:
Identify system and tools to increase efficiency in Supply Chain Management
Supervisory Responsibilities: Personnel Operations:
Manage task delegation
Provide briefs to team on a regular basis on day to day activities to help in improving individual as well as team performance
Performance Management:
Conduct Performance Appraisals for own team
Provide suggestions to HR and Department Head with regards to increment, promotion or staffing decisions.
Training and Development:
Develop individual training and development plans to groom the staff for the next level
Ensure that the trainings happen as scheduled for the staff
Professional Knowledge:
Vendor Management
Organizational SOPs
Logistics Management
Supply Chain Management
Costing and basic financial knowledge
All statutory documentations with regards to transportation and storage of goods
Planning, Budgeting and budgetary control
People Management
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processor
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Persuading and Influencing
Writing and Reporting
Analysing
Planning and Organising
Delivering results and Meeting customer expectations
Following Instructions and Procedures
Entrepreneurial and Commercial Thinking
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Research by People Factor Pvt. Ltd. Page 68
Table 3.23: Detailed Job Descriptions in Logistics and Supply Chain Cluster: Senior Management Level
Senior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Logistics Common to all segments
Operational Responsibilities: Warehouse Management: Oversee the working for multiple
warehouses Pan-India
Ensure compliance with Standard Operating Procedures in all units
Monitor and improve unit Safety / Security / Environmental / Quality standards through observations and inspections
Planning and Budgeting:
Prepare, execute and deliver against budget
Statutory Compliance:
Ensure compliance against all commercial laws and statutory guidelines as relevant to supply chain, ware-housing and logistics
Logistics Operations:
Establish and execute contingency plans for downtime situations, due to natural causes or otherwise, at all units under his/her management
Supervisory Responsibilities: Personnel Operations:
Manpower Planning for the function
Professional Knowledge: Vendor
Management
Organizational SOPs
Logistics Management
Supply Chain Management
Costing and basic financial knowledge
All statutory documentations with regards to transportation and storage of goods
SCM Best Practices, systems, processes etc.
Computer Knowledge: e-Mail
application
Spreadsheet Application
Word Processor
MIS/ERP
Physical Abilities: Sitting
Talking
Vision
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Persuading and Influencing
Writing and Reporting
Analysing
Planning and Organising
Delivering results and Meeting customer expectations
Following Instructions and Procedures
Entrepreneurial and Commercial Thinking
The above tables summarize how the job entails ensuring planning and executing smooth product movement from CPCs to ware-house to the stores; or between stores through various transport vendors. At the entry level, the job is more of gathering information, logging and documenting movement and maintaining MIS on a daily basis. As they go higher the additional responsibilities include inventory related decisions, analysis and budget management. The key knowledge required are basic costing and pricing models, vendor management, logistics management and all the statutory documentation for product movement. Another extremely critical piece for logistics team is to know any one ERP software. The critical competencies here are very similar to those of the procurement job
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cluster however, here some additional competencies become extremely critical, like, planning and organizing where they need to have contingency plans in place to ensure that goods reach where they need to reach in the time they need to reach. The incumbents need to understand the importance of delivering results and meeting customer requirements so as to efficiently deliver the goods. As seen above this role goes up to head of logistics, it is important to note that the incumbent could be growing into this role from the ware house job cluster as well. Ware house operation end at the middle level as they are limited to a particular geography, and the role does not demand of the incumbent to look at goods/ products movement across geography. As seen in the subsequent tables, the ware house operations are qualitatively different from logistics operations. It is important to note here that the entry level jobs for ware house are available for 8th, 10th or 12th graders, however for supply chain management at least a graduation is essential.
3.3.2 Entry Level Requirements for Logistics and Supply Chain Management
The following table describes the entry level requirements for the job cluster of logistics and supply chain management. Here at the candidates need to be pursuing graduation. This profile may also come from the ware house operations where the candidates enter even after 8th or 10th grade. They may spend a few years in the warehouse, they also get support from employers to pursue further studies. Additionally, they get trained on- the- job on professional knowledge. Logistics and supply chain management is quite a high stress job where the employees need to plan for contingency at any point, need to make adhoc or sudden movements, manage delays from the vendors side and yet ensure timely delivery of goods. Hence, the required competencies, in addition to the regular ones are also planning and coping with pressures and setbacks. A lot of organizations train people in complete supply chain management process, systems and competencies. Table 3.24: Entry Level Requirement for Roles in Logistics and Supply Chain Management
Industry Segment
Role/ Level
Entry Level Qualification required
Entry Level Skills Required Entry Level Competencies
Entry Level Aptitude
Level 1
All Executive: Transporta- tion, Logistics
Pursuing Graduation / Graduation
Professional Knowledge:
Vendor Management
Cross-Functional Knowledge instead of org sops
Logistics and Supply Chain Management
Inventory Management
Costing and basic financial knowledge
Event related planning like occasions or season change
All statutory documentations with regards to transportation and storage of goods
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processor
MIS/ERP
Working with people
Adhering to principles and values
Relating and Networking
Planning and Organising
Delivering results and Meeting customer expectations
Following Instructions and Procedures
Coping with pressures and Setbacks
Organising
Math Ability
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Research by People Factor Pvt. Ltd. Page 70
Table 3.24: Entry Level Requirement for Roles in Logistics and Supply Chain Management (cont.)
Industry Segment
Role/ Level Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
Unique to Health and Wellness and Café and Restaurant
Knowledge of Cold Chain Transportation
Unique to Café and Restaurant
Post-Graduation in Business Administration (SCM / Operations)
Level 2 & 3
All Sr. Executive: Transportation, Logistics, Manager: Transportation, Logistics
Graduation with 2-5 years of relevant experience
Professional Knowledge:
Statistical Tools for data analysis
City/Region Level Planning
Leadership and Supervising
Persuading and Influencing
Writing and Reporting
Analysing
Teaching Ability
Unique to Café and Restaurant
Post-Graduation in Business Administration (SCM / Operations) with 2-5 years of relevant experience
Level 4
All Manager: Supply Chain and Logistics, Logistics
Post-Graduation in Business Administration (SCM/Operations) with 5-10 years
Planning, Budgeting and budgetary control
People Management
Deciding and Initiating Action
Entrepreneurial and Commercial Thinking
Level 5
All Manager: Logistics, Sr. Manager: Logistics, Head: Logistics
Post-Graduation in Business Administration (SCM / Operations) with 8-15 years
SCM best practices, systems, processes etc.
Entrepreneurial and Commercial Thinking
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3.3.3 Skill Gap Analysis for Logistics and Supply Chain Management
In supply chain management, the legal know how of for compliances of product movement across locations is not available apart of any formal course. Also all competencies are mostly learnt on the job either through formal training or informally. The following table summarizes the entry level requirements and the skill gaps. Table 3.25: Skill Gaps in Logistics and Supply Chain Management
Logistics Operations
Possible Source Identified Gaps
Qualification Pursuing
Graduation/Graduation
- All Universities / Institutes
Skills
Professional Knowledge:
Vendor Management - Public-Private and Private Institutes like IIJT, Centum
-
Cross-Functional Knowledge - Public-Private and Private Institutes like IIJT, Centum
-
Logistics and Supply Chain Management
- Public-Private and Private Institutes like IIJT, Centum
-
Inventory Management - Public-Private and Private Institutes like IIJT, Centum
-
Costing (Include knowledge of basic taxation) and basic financial knowledge
- Public-Private Institutes like IIJT
-
Event related planning like occasions or season change
- Public-Private Institutes like IIJT
-
All statutory documentations with regards to transportation and storage of goods
- A basic understanding of the legal requirements for movement of goods is required to ensure smooth transportation of goods in compliance with the statutory directives. This knowledge is not provided by the various courses
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Research by People Factor Pvt. Ltd. Page 72
Table 3.25: Skill Gaps in Logistics and Supply Chain Management (cont.)
Logistics Operations
Possible Source Identified Gaps
Computer Knowledge
e-Mail application - Private
Institutes like Centum
-
Word Processor - Private
Institutes like Centum
-
Spreadsheet Application - Private
Institutes like Centum
MIS/ERP
- Training on MIS/ERP is either not available on the graduation level or in combination with SCM subjects
Competencies
Working with people - All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.
Adhering to principles and values
Relating and Networking
Writing and Reporting
Planning and Organising
Delivering results and meeting customer expectations
Following Instructions and Procedures
Coping with pressures and setbacks
Aptitude
Organising At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
Math Aptitude
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3.3.4 Career Paths Available for Professionals in Logistics and
Supply Chain Management
The entry level in Logistics is the Executive, where in the candidate needs to be pursuing graduation or should have completed graduation. However in Café and Restaurant sub- segment, the incumbent is usually an MBA in Supply Chain Management. In the function a linear path upwards is available with the right qualification and knowledge, skills aptitude and competencies, as described in Figure 3.3.
Figure 3.3: Career Paths Available in Supply Chain Management (SCM)
Executive (Level 1)
Supervisor/Asst. Manager
(Level 2&3)
Qualification:
- For all other segments:
Graduate
- For Café & Restaurant
Segment: Post- Graduation in
Business Administration (SCM/
Operations)
Work Experience: 2-5 years
Key Knowledge, Abilities &
Aptitude:
- Aptitude for Research and Analysis- Leadership- Problem Solving Ability
Manager (Level 4)
Qualification: Post-Graduation
in Business Administration
(SCM/Operations)
Work Experience:5-10 Years
Key Knowledge, Abilities &
Aptitude:
- Commercial Acumen
Head (Level 5)
Qualification:
- For all other segments:
Pursuing Graduation/Graduation
- For Café & Restaurant
Segment: Post- Graduation in
Business Administration (SCM/
Operations)
Work Experience: 0-1 years
Key Knowledge, Abilities &
Aptitude:
For all segments:- Clerical Ability- Manual Ability- Math Ability- Planning and OrganizingFor Café & Restaurant:- Knowledge of cold chain SCM
Qualification: Post-Graduation
in Business Administration
(SCM/Operations)
Work Experience:8-15 Years
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Research by People Factor Pvt. Ltd. Page 74
3.4 WAREHOUSE OPERATIONS
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Career Paths Available to
Professionals in Warehouse
Operations
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Research by People Factor Pvt. Ltd. Page 75
3.4.1 Job Descriptions in Warehouse Operations
The next cluster of jobs is warehouse operations. Warehouse is a place where the goods and stocks are parked for a short while before dispatching to the stores. The incumbents in the ware house essentially look at the packaging, movement and the quality of the in-bound and out-bound goods. The following tables elaborate the critical demands from the job and key skills and competencies required for success and growth in this role. Table 3.26: Detailed Job Descriptions in Warehouse Operations Cluster: Entry Level
Entry Level
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Warehouse Operations
Common to all segments
Operational Responsibilities: Material Movement:
Check the quality, quantity, damage for Inward material and report any discrepancies
Ensure packing, weighing, dispatching of the material for outward material based on the indent from cafes
Warehouse Management:
Maintain standards of hygiene, safety and security at the warehouse
Prepare MIS reporting on a daily basis
Conduct cycle counts for stock accuracy
Procurement and order Coordination:
Ensure indent for receivables from stores has been received
Support logistic planning for dispatches to ensure timely deliveries at stores
Maintain Docket Book, Bin card Stock Management:
Ensure that an optimum level of stock is maintained for the various products
Ensure that material is stocked in proper manner while ensuring optimum utilization of space
Maintain FIFO standard for stock movement to ensure minimal shrinkage
Conduct weekly stock checking of quality and quantity of materials by comparing the physical stock with the system stock specifications
Ensure adherence to SOPs while dumping/returning expired stock
Report any irregularities
Professional Knowledge:
Stock Management 1. Handling
material 2. Proper storage 3. Shelf life of
various products
Organizational SOPs related to Warehouse operations
Organizational Quality Standards
Document and reporting for warehouse function
Computer Knowledge:
MIS/ERP Physical Abilities:
Standing
Fine Dexterity
Walking
Pushing/Pulling
Lifting/Carrying
Climbing
Vision
Working with people
Adhering to principles and values
Following Instructions and Procedures
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Research by People Factor Pvt. Ltd. Page 76
Table 3.27: Detailed Job Descriptions in Warehouse Operations Cluster: Junior Management Level
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Warehouse Operations
Common to all segments
Operational Responsibilities: Warehouse Management:
Ensure standards of hygiene, safety and security are complied to at the warehouse by performing in-house audits on a periodic basis
Conduct maintenance activities for the warehouse on a regular basis
Procurement and order Coordination:
Liaise with the logistics, buyers, suppliers, stores and transporters on a regular basis
Ensure that the operational documentations like Docket Book, Bin card are completed daily as a process
Stock Management:
Plan for inventory based on past trends, seasonal changes, holiday season etc.
Ensure that an optimum level of stock is maintained for the various products
Raise stock procurement request for keeping stock on an optimum level
Ensure that the materials are stocked in proper manner while ensuring optimum utilization of space
Documentation and Reporting:
Report opening and closing stock balance for the warehouse
Ensure complete documentation for inward/outward movement of material
Supervisory Responsibilities: Personnel Operations:
Task delegation to team Performance Management:
Monitor individual performance and provide input for Performance Appraisals of own team
Training and Development:
Provide on-the-job training
Professional Knowledge:
Stock Management 1. Handling material 2. Proper storage 3. Shelf life of various
products
Organizational SOPs related to Warehouse operations
Organizational Quality Standards
Vendor Management
All statutory requirements with regards to warehousing/logistics function
Manpower Management Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Standing
Walking
Talking
Climbing
Vision
Leadership and Supervising
Working with people
Adhering to principles and values
Planning and Organising
Following Instructions and Procedures
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 77
Table 3.28: Detailed Job Descriptions in Warehouse Operations Cluster: Middle Management Level
Middle Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Warehouse Operations
Common to all segments
Operational Responsibilities:
Administer overall operations at warehouse
Provide feedback to buyer with regards to the quality of product
Monitor fill rates and track for procured goods to be received
Co-ordination with transport team for ensuring on-time deliveries/dispatches
Ensure periodic preventive maintenance of equipments
Maintain all required documentation at the warehouse and ensure statutory compliance for movement of goods
Ensure SOP implementation
Monitor Shrinkage and dump data on routine basis and take action when required
Check on store complaint and provide solution
Monitor 3rd Party Service Provider activity on a routine basis
Supervisory Responsibilities: Personnel Operations:
Manage task delegation
Provide briefs to team on a regular basis on day to day activities to help in improving individual as well as team performance
Performance Management:
Conduct Performance Appraisals for own team
Provide suggestions to HR and Department Head with regards to increment, promotion or staffing decisions.
Training and Development:
Plan on-the-job training program
Develop individual training and development plans to groom the staff for the next level
Ensure that the trainings happen as scheduled for the staff
Employee Selection:
Interview and hire team members in consultation with HR
Professional Knowledge:
Stock Management 1. Handling
material 2. Proper storage 3. Shelf life of
various products
Organizational SOPs related to Warehouse operations
Organizational Quality Standards
Vendor Management
All statutory documentation with regards to warehousing/logistics function
Manpower Management
Warehouse Operations Management
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Standing
Walking
Sitting
Talking
Vision
Leadership and Supervising
Working with people
Adhering to principles and values
Planning and Organising
Following Instructions and Procedures
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 78
From the above tables it is evident that warehouse operation is one of those job clusters where the young with minimal qualifications can get entry in the retail sector. At the very beginning level, the warehouses engage the contractual staff for lifting, moving, counting and data entry. The job essentially requires them to be detail focussed and adhering to procedures and standards. They need to match specifications of the requirements and deliveries; they need to ensure packaging and transport according to standard operating procedures (SOPs). Hence the competencies required also are minimal ranging from planning to following procedures. As they grow senior, the leadership competencies get added. The entry level criteria for warehouse operations are given in the following part.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 79
3.4.2 Entry Level Requirements for the Warehouse Management
Though in the organization role hierarchy the warehouse and supply chain come under one cluster, we’ve separated these as the job content is very different. The entry level requirements for warehouse are very flexible as against those for the supply chain management roles. When hiring for warehouse, the organizations look for minimal criteria such as 8th or 10th grade pass. The following table elaborates the entry level knowledge, skills, competencies and aptitude for the job cluster of warehouse operations.
Table 3.29: Entry Level Requirements for Roles in Warehouse Management
Industry Segment
Role/ Level Entry Level Qualification required
Entry Level Skills Required Entry Level Competencies
Entry Level Aptitude
Level 1
All
Contractual Labour, Warehouse Staff, Back Dock Controller, Assistant Executive: Warehouse, Executive: Inbound, Outbound, Inward, Outward, Warehouse, Distribution
None /10th
/ 12th
/ Pursuing Graduation / Graduation
Professional Knowledge:
Stock Management 1. Handling material 2. Proper storage 3. Shelf life of various
products
SOPs related to Warehouse operations
Organizational Quality Standards
Document and reporting for warehouse function
Computer Knowledge:
MIS/ERP
Working with people
Adhering to principles and values
Following Instructions and Procedures
Clerical Ability
Organising
Manual Ability
Math Ability
Level 2 & 3
All Sr. Executive: Inbound, Outbound, Warehouse, Asst. Manager: CPC, Distribution, Warehouse Deputy Manager: Distribution, Manager: Inbound, Outbound, Inward, Outward
Graduation with 2-5 years of relevant experience
Professional Knowledge:
Vendor Management
All statutory requirements with regards to warehousing/logistics function
Manpower Management Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
Leadership and Supervising
Planning and Organising
Teaching Ability
Leadership
Level 4
All Market Warehouse In Charge, Manager: CPC, DC,
Graduation / Post-Graduation with 5-10 years
Warehouse Operations Management
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 80
3.4.3 Skill Gap Analysis for Warehouse Operations
As we study the skill gap in the subsequent sections, we’ll see that the professional knowledge required like stock management, SOPs of warehouse operations, documentation, and basics of MIS is not available at the 8th and 10th level. It is interesting that similar training curriculum is available as part of recommendations made by the Directorate General of Employment and Training (DGET) under the Modular Employability Scheme (MES), however, these programs are not being taught in ITI s. Most organizations bank on in-house training and assessment for these entry level skills. Table 3.30: Skill Gaps in Warehouse Operations
Warehousing Operations
Possible Source Identified Gaps
Qualification None /10th /12th /
Pursuing Graduation / Graduation
- All Schools - All Universities
and Institutes
- Schools do not cater to any are house Management specific skills
Skills
Professional Knowledge:
Stock Management - Handling material - Proper storage - Shelf life of various
products
- Various Public and Private Institutes like IGNOU, RAI, CII Institute of Logistics
-
SOPs related to Warehouse operations
- These are organisation specific skills developed in-house by the various organisations. The various courses only provided a basic overview of the operations and quality standards
Organizational Quality Standards
Label and legal compliance knowledge
- A basic understanding of the legal requirements for the specific product category and packaging is required to ensure that the stock complies with the statutory directives. This knowledge is not provided by the various courses
Document and reporting for warehouse function
- Various Public and Private Institutes like IGNOU, RAI, CII Institute of Logistics
- The documents and reporting for warehouse function include necessary statutory and organisational documentation for movement of goods. The knowledge of all these requirements does not form a part of the various courses.
- However, the courses do impart skills with regards to internal reporting of inventory and goods transfer in the ERP system.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 81
Table 3.30 Skill Gaps in Warehouse Operations (cont.)
Warehousing Operations
Possible Source
Identified Gaps
Computer Knowledge
MIS/ERP
- Private Institutes like CII Institute of Logistics
Competencies
Working with people - All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.
Adhering to principles and values
Following Instructions and Procedures
Aptitude
Clerical Ability At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
Organising
Manual Ability
Math Aptitude
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 82
Contractual Employee
Executive (Level 1)
Qualification: 10th/12
th Pass/
Pursuing Graduation
Work Experience: 0-1 years
Key Knowledge, Abilities &
Aptitude:
- Clerical Ability- Manual Ability- Math Ability
Qualification: Graduate
Work Experience:2-5 Years
Key Knowledge, Abilities &
Aptitude:
- Leadership
- Planning and Organizing
Supervisor/Asst. Store
Operations (Level 2 &3)
Qualification: Graduate/Post-
Graduate
Work Experience:5-10 Years
Key Knowledge, Ability &
Aptitude:
- Eye for Detail
- Problem Solving and Grievance
Handling Ability
Warehouse Manager (Level
4)
Sales Assistant (Level 1)
(Job includes Cashiering,
Sales and Receiving)
Qualification: 10th/12
th Pass
Work Experience: 0-1 years
Key Knowledge, Ability &
Aptitude:
- Sales and Service Aptitude
- Communication Skills and
Language Ability
Allocators: Procurement
(Level1)
Executive: Logistics (Level
1)
Qualification:
- For all other segments:
Pursuing Graduation/Graduation
- For Café & Restaurant
Segment: Post- Graduation in
Business Administration (SCM/
Operations)
Work Experience: 0-1 years
Key Knowledge, Abilities &
Aptitude:
For all segments:- Clerical Ability- Manual Ability- Math Ability- Planning and OrganizingFor Café & Restaurant:- Knowledge of cold chain SCM
3.4.4 Career Paths Available for Professionals
in Warehouse Operations
In Warehouse operations also the entry level employee can grow into being the Warehouse Manager. If the employee starts as a contractual worker, he might be a loader or data entry operator. From here after completion of 12
th class, and with exhibited
aptitudes for clerical work and maths he can grow into the role of an Executive. If he does not get a graduation degree, he could move laterally into role like sales or Allocators in Procurement. However, there is also a linear path available if he completes graduation and exhibits the expected knowledge, skills and aptitude. He can grow up to the Warehouse Manager. Also as seen in the figure below, if he grows towards the Procurement Function as an Allocator, it is easier for him to grow into Logistics, as Executive Logistics rather that the linear path up the ladder within Procurement.
Figure 3.4: Available Career Warehouse Operations
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 83
3.5 STORE OPERATIONS
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Career Paths Available to Professionals in
Store Operations
Career Paths Available to Professionals in
Store Operations- Café & Restaurants
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 84
3.5.1 Job Descriptions for Store Operations
Store Operations is the next cluster of jobs where most of our targeted youth get the placement. In the job category, the entry is easier and people with qualifications starting from class 8th have a possibility of getting absorbed. A close watch at the jobs across various retail sub-segments, actually brings forth the differences and similarities of requirements in these. For example the personal grooming and presentation standards go higher as you move from value retail and cash and carry sub-segments to clothing and fashion. By and large the key responsibilities at the store level range from customer management, facility management and display, inventory management and finally data and sales promotion management for the initiatives driven from the corporate office. Within a year of work at the store, there is a possibility for the employees to take up cashiering role. The following tables describe in detail the demands from the store operations staff and knowledge, skills and competencies required for success on the job. Table 3.31: Detailed Job Descriptions in Store Operations Cluster: Entry Level
Entry Level
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Store Operations
Common to all segments
Operational Responsibilities: Presentability:
Adhere to grooming standards
Perform all duties assigned by supervisor in a courteous, friendly manner
Customer Management:
Establish a strong client base by providing pro-active customer service to exceed sales goals for the store
Provide warm welcome and farewell to the customers
Identify customer's needs by asking suitable questions
Facilitate the customer in the purchase decision by providing them various suitable options available
Up-Sell and Cross-Sell wherever feasible
Professional Knowledge:
Good Communication in Regional Language, Hindi and English (Optional)
Basic knowledge about all the products
Knowledge of various scheme/promotions available at a given time
Basic understanding of retail operations
Strong on basic Arithmetic
Computer Knowledge:
Basic usage of ERP/MIS
e-mail application
Point-of-Sale software
Physical Ability:
Standing
Fine Dexterity
Walking
Pushing/Pulling
Lifting/Carrying
Bending/Reaching
Talking
Climbing
Vision
Impressive self presentation
Working with people
Adhering to principles and values
Relating and Networking
Persuading and influencing
Presenting and communicating
Delivering results and meeting customer expectations
Following instruction and procedures
Adapting and responding to change
Coping with pressures and setbacks
Customer handling
Grievance handling
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 85
Table 3.31 Detailed Job Descriptions in Store Operations Cluster- Entry Level (cont.)
Entry Level
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Provide clear, complete and accurate information to customer queries regarding the merchandise on display
Facilitate quick and accurate billing for all the purchased goods
Get the feedback from customers
Report any negative feedback/suggestions to the Manager/In charge
Facility Management and Visual Displays:
Maintain the look and cleanliness of the store by stacking merchandise at the specified location
Maintain visual displays according to the Visual Merchandising standards of the organization
Inventory Management:
Assist the Store In- Charge in Stock Management by reporting any stock replenishment required and executing the same
Check the new merchandise to ensure that the required number of units of a given product have been received and that the quality standards are met
Participate in counting of physical inventory for internal inventory audit for own product category
Control loss of or damage to inventory
Store Operations:
Enter day to day store operations data into MIS
Participate in successful completion of promotional/sales events and loyalty programs
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 86
Table 3.31 Detailed Job Descriptions in Store Operations Cluster- Entry Level (cont.)
Entry Level
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Unique to Health and Wellness
Customer Management:
Receive prescription or prescription refills
Count and retrieve tablets and items from rack and pack them
Dispense medicine as per prescription
Provide information on dosage and usage of medicines to customers as per requirement
Inform about appropriate substitute of unavailable drug and confirm with the customer’s referring physician telephonically
Engage the customer during waiting time to fill the customer feedback form
Tally the filled prescription with the bill and also details like patient’s name, items- quantity, expiry and billing value.
Handling Calls:
Handle calls for Home Delivery/information regarding drug:
Attend to prescriptions send by call centre
Handle all inbounds calls regarding home delivery requests and answer queries regarding a particular drug
Inventory Management:
Maintain proper drugs storage and refrigerate, if required
Indent Stock-Keeping Units from DC on a daily basis.
Coordinate daily recievals and arrangement of stock from DC.
Professional Knowledge:
Detailed knowledge about all the products available at the store. This would include chemical components, symptoms/diseases in which the particular drug is given, ideal dosage, any side effect etc.
Knowledge of the various prescription drugs and related statutory compliances
Computer Knowledge:
Point-of-Sale software
Word Processor
Competencies:
Writing and Reporting
Applying expertise and technology
Analysing
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 87
Table 3.31 Detailed Job Descriptions in Store Operations Cluster- Entry Level (cont.)
Entry Level
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Enter the quantity, batch number, expiry date and MRP of new stock in the computerized pharmacy-billing module on daily basis.
Carry out 100% stock tallying of the computerized stock with the assigned racks containing drugs, FMCG and generics.
Assist in segregation, early liquidation and removal of short expiry items with the DC expiry team.
Reporting and Documentation:
Prepare Documentation and Reporting for:
Daily ATM card sales
Daily free home delivery services
Daily Outside Purchase (OP) statement file
Narcotic drugs prescription issued
Daily category wise stock value printout.
Daily rack verification, gaps and adjustment receipts.
Unique to Café and Restaurant
Operational Responsibilities: Customer Management:
Take order from the customer
Serve food and beverage according to the SOP
Food Preparation:
Prepare Food/Beverage as per defined recipe in the stipulated time
Operate equipment according to the operation standards provided
Billing:
Handle cash counter, raise invoices and handle payments, as and when required
Professional Knowledge:
Basic knowledge about all the products served (Recipe, variances available etc.)
Organization's Service Standards
Health and Safety standards of the organization
Computer Knowledge:
None
Physical Ability: - Pushing/Pulling - Bending/Reaching - Climbing
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 88
Table 3.31 Detailed Job Descriptions in Store Operations Cluster- Entry Level (cont.)
Entry Level
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Facility Management and Visual Display:
Maintain the look and cleanliness of restaurant area according to the company standards, before, while and after service
Maintain cleanliness in the restaurant including all equipments, pastry cabinets etc.
Operate equipment according to the operation standards provided
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 89
Table 3.32: Detailed Job Descriptions in Store Operations Cluster: Junior Management
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Store Operations
Common to all segments
Operational Responsibilities: Customer Management:
Handle various customer concerns/issues and follow protocol for escalation
Facility Management and Visual Display:
Manage the visual displays for the product categories making best possible use of hotspots and window area
Ensure the upkeep of facility as a hygienic and safe place
Ensure proper execution of all safety and security policies and procedures
Report accidents, injuries, and unsafe work conditions to the Manager
Inventory Management:
Analyse footfall and buying trends to suggest the optimum level of Stock for own category
Manage the inventory for the given product category/store area at the optimum level and raise requests in a timely fashion
Manage inward inventory and ensure that the quality/quantity is as required.
Ensure FIFO as a practice
Tally actual physical inventory with the numbers in the MIS on a periodic basis
Store Operations:
Manage day to day working of profit centre independently as and when required
Handle opening or closing of the store as a joint responsibility with the Manager.
Professional Knowledge:
Good Communication in Regional Language, Hindi and English (Optional)
Inventory Management and Stock Auditing in a retail environment
Basics of Visual Merchandising
Complete knowledge of Store Operations
Basic understanding of Retail Management
Cashiering and basic accounting (P andL)
Basic Budgeting
All legalities related to staffing and store operations
Manpower Management
Understanding of the market and the customer requirements
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
Point of Sale software
MIS/ERP Physical Ability:
Standing
Fine Dexterity
Walking
Impressive self presentation
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Persuading and influencing
Presenting and communicating
Planning and Organising
Delivering results and meeting customer expectations
Following instruction and procedures
Adapting and responding to change
Coping with pressures and setbacks
Creativity for visually appealing displays
Customer handling
Grievance handling/Problem Solving
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 90
Table 3.32 Detailed Job Descriptions in Store Operations Cluster- Junior Management (cont.)
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Manage the store operations within the policies and guidelines of the Company to ensure customer delight and profit maximisation
Maintain asset and equipment in proper working condition
Maintain petty cash for the store and oversee any cash transactions
Ensure all products carry proper price tags
Reporting and Documentation:
Prepare sales related reporting on a routine basis
Ensure accurate and timely data updation on MIS
Analyse operations data and prepare any required reports regarding store operations, sales, inventory etc.
Maintain confidentiality of proprietary information
Marketing/Promotions:
Suggest marketing and promotion ideas to increase walk-ins and sales
Financial Contribution:
Achieve sales target for own product category
Control operational costs to maximise profits
Supervisory Responsibilities: Personnel Operations:
Assist Store In Charge in managing job roster, task delegation, shifts and overtime
Staff Management for a given shift
Manage leave accounts for various employees
Handle medical reimbursements for various employees
Pushing/Pulling
Lifting/Carrying
Bending/Reaching
Talking
Vision
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 91
Table 3.32 Detailed Job Descriptions in Store Operations Cluster- Junior Management (cont.)
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Handle any personnel issues and take minor disciplinary actions
Performance Management:
Identify individual's potential and design a development plan accordingly
Monitor individual performance and provide input for Performance Appraisals of own team
Inform Store In Charge of any critical incidents, extra working hours etc. for a given employee
Training and Development:
Directly perform hands on work on an ongoing basis to train staff; respond to customer service needs and role model appropriate behaviours
Making training schedules and conduct trainings for subordinates
Train junior employees on-the-job to improve operational efficiency
Conduct product trainings on a regular basis
Team Management:
Ensure uniform and personal appearance are clean and professional for all team members
Ensure employee morale and motivation
Handle any grievance in the team Employee Selection:
Interview potential team members and forward the case to HR/Store Manager
Employee Induction: Assign buddy trainer to new joinees
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 92
Table 3.32 Detailed Job Descriptions in Store Operations Cluster- Junior Management (cont.)
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Unique to Health and Wellness, Café and Restaurants and Value Retail
Operational Responsibilities:
Monitor demand and shelf life for various product categories and plan the inventory for the Store accordingly
Unique to Café and Restaurant
Operational Responsibilities: Facility Management:
Ensure banquet rooms or restaurants is ready for service
Inspect the cleanliness and presentation of all china, glass, and silver prior to use
Ensure tables are set according to type of event and service standards.
Billing and Accounts:
Compile and consolidate invoices
Store Operations:
Control wastage of material
Assist Restaurant Manager in conducting internal audits like food safety audit , cleanliness audit
Vendor Management:
Manage communication with vendors on an on-going basis for daily supplies
Store Operations:
Communicate service needs to chef and stewards
Communicate additional meal requirements, allergies, dietary needs, and special requests to the kitchen
Professional Knowledge:
Basic knowledge about all the products served
Organization's Service Standards
Health and Safety standards of the organization
Knowledge of Restaurant Operations
Physical Ability: - Pushing/Pulling - Lifting/Carrying - Bending/Reaching
Competencies: - Adapting and
Responding to change
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 93
Table 3.33: Detailed Job Descriptions in Store Operations Cluster: Middle Management
Middle Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Store Operations
Common to all segments
Operational Responsibilities: Customer Management:
Indulge in constant customer interactions to gain a qualitative feedback to gauge the practices that are liked/not liked
Build relationships with customers for corporate dealings and bulk orders
Inventory Management:
Analyse stock and sales related data for merchandise planning for the store on a weekly/monthly basis
Monitor purchase frequency and demand for various product categories and plan the inventory for the Store accordingly
Manage inventory for the whole store based on trend analysis
Store Operations:
Handle opening and/or closing of the store
Ensure maintenance of equipments, facility, and grounds through the use of Preventive Maintenance Plan based on company standards
Marketing/ Promotions:
Plan and execute promotional events based on shelf-life and purchase frequency of a given product
Ensure complete and timely execution of corporate and local marketing program
Financial Contribution:
Ensure target achievement for own store
Control operational costs to maximise profits
Control P and L for the whole store (Manage both the top line and bottom line on an ongoing basis)
Data Analysis:
Take daily stock and sales reports and take necessary action for achievement of sales target for the store
Perform basic sales analysis based on qualitative data to understand cause of achievement/non-achievement of sales target
Professional Knowledge:
Good Communication in Regional Language, Hindi and English
Inventory Management and Stock Auditing in a retail environment
Basics of Visual Merchandising
Complete knowledge of Store Operations
Basic understanding of Retail Management
Cashiering and basic accounting (P andL)
Basic Budgeting
All legalities related to staffing and store operations
Manpower Management
Basic business acumen
Understanding of the market and the customer requirements
Computer Knowledge:
e-Mail application
Impressive self presentation
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Persuading and influencing
Presenting and communicating
Writing and Reporting
Analysing
Forming strategies and concepts
Planning and Organising
Delivering results and meeting customer expectations
Following instruction and procedures
Adapting and responding to change
Coping with pressures and setbacks
Entrepreneurial and Commercial Thinking
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 94
Table 3.33 Detailed Job Descriptions in Store Operations Cluster- Middle Management (cont.)
Middle Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Based on historical data, forecast sales for various product categories and apportion target across teams
Statutory Compliance:
Ensure statutory compliances by maintaining registers and licences.
Supervisory Responsibilities: Personnel Operations:
Manage job roster, task delegation, shifts and overtime
Provide briefs to store staff on a regular basis on day to day activities like customer dealing, inventory management etc. to help in improving individual as well as store performance
Performance Management:
Conduct Performance Appraisals for all the store staff
Provide suggestions to HR and Department Head with regards to increment, promotion or staffing decisions.
Training and Development:
Plan on-the-job training program through job rotation, individual responsibility and effective delegation to individuals
Develop individual training and development plans to groom the staff for the next level and encourage them to take up relevant certifications
Ensure that the trainings happen as scheduled for the store staff
Employee Selection:
Interview and hire team members in consultation with HR
Employee Engagement: Ensure talent retention through providing an enriching work experience to the staff
Spreadsheet Application
Word Processer
Point of Sale software
MIS/ERP Behavioural Skills:
Strong communication skills in regional, Hindi and English languages
Self-Confidence
Customer Management
Time Management
Coaching and Mentoring
Attention to detail
Result-oriented
Grievance handling/Problem Solving
Inter- Cultural Skills
Selling Skills
Team Management
Goal Setting and Task Delegation
Leadership
Initiative and Enthusiasm
Service Orientation
Analytical Skills
Creativity for visually appealing displays
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 95
Table 3.33 Detailed Job Descriptions in Store Operations Cluster- Middle Management (cont.)
Middle Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Perform under pressure
Physical Ability:
Standing
Walking
Talking
Vision
Unique to Health and Wellness, Café and Restaurant and Value Retail
Inventory Management:
Monitor shelf life for various product categories and plan the inventory for the Store accordingly
Unique to Café and Restaurant
Operational Responsibilities: Store Operations:
Ensure food quality by conducting regular food audits
Resolve legal/customer issues and follow protocol for escalation
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 96
Table 3.34: Detailed Job Descriptions in Store Operations Cluster: Senior Management
Senior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Store Operations
Common to all segments
Operational Responsibilities: Customer Management:
Analyse average customer profile and build solid customer relations through loyalty/branding programs such that first time customers become regular/frequent customers
Ensure all the Customer complaints are resolved.
Track, analyze, and identify root cause of customer complaints and lead Store Management team to implement systematic solutions.
Facility Management and Visual Display:
Ensure that facilities and equipment are maintained according to the standards at all store locations
Oversee any upgrades or equipment replacement required at the stores.
Inventory Management:
Keep an eye on inventory needs for the various stores under his/her supervision and ensure that timely and accurate indent is placed for all stores
Resolve any inventory problem or supply issues with suppliers/vendors
Operations:
Ensure adherence to SOPs and policies at all individual stores
Develop operational budgets and targets for individual stores based on historical data and forecasted sales
Monitor performance of various stores and take corrective action to improve sales of an underperforming store
Develop strategies to meet profit goals for the given area
Develop/change systems and processes to enhance the performance of the store for the given area
Resolve unit-level financial issues including Accounts Payable.
Ensure smooth integration of the operation team with support functions.
Professional Knowledge:
Retail Management Scenario in India
Statistical tools for data analysis and interpreting Sales data
Budgeting
All legalities related to retail business in India
Manpower Management
Basic business acumen
Understanding of the market and the customer requirements
Business practices of competition
Problem Solving and Decision Making styles
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
Point of Sale software
MIS/ERP
Impressive self presentation
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Relating and Networking
Persuading and influencing
Presenting and communicating
Writing and Reporting
Analysing
Forming strategies and concepts
Planning and Organising
Delivering results and meeting customer expectations
Following instruction and procedures
Adapting and responding to change
Coping with pressures and setbacks
Entrepreneurial and Commercial Thinking
Negotiating
Problem Solving
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 97
Table 3.34 Detailed Job Descriptions in Store Operations Cluster - Senior Management (cont.)
Senior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Marketing/Promotions:
Develop marketing/promotional events for the area and oversee execution for various stores
Conceptualise and implement sales and marketing (Company Tie-ups and other promotional events etc.) plans in tune with the macro business plans, thereby achieving profitability
Data Analysis:
Analyse sales data for forecasting future trends for various stores and the area
Conduct Sales: Salary ratio analysis in the respective area assigned to ensure the desired bottom line
Compare store to store data and look into the causes of success and share best practices
Carry out market research to gain better understanding of the demand/competition and take corrective/preventive actions
Brand Building and Business Development:
Analyse market opportunity and open new stores at prime locations to ensure increased profitability for the region.
Develop various options for opening new stores and finalise the decision based on costs incurred for the project and expected returns
Oversee the Store Development project for the new store and keep a tab on costs
Documentation and Reporting:
Formulate Reports like Cost Analysis, Daily Sales Reports, Expense Statements and weekly/Monthly Profit and Loss Statements for the stores and the area
Maintain routine reporting to the Region/ National Sales Head
Financial Contribution:
Steer Operations for the assigned area according to the allocated operational budget with an aim to achieve higher targeted sales and profitability
Physical Ability:
Standing
Walking
Sitting
Talking
Vision
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 98
Table 3.34 Detailed Job Descriptions in Store Operations Cluster - Senior Management (cont.)
Senior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Run assigned area as a Profit Centre Head and deliver as planned and budgeted
Supervisory Responsibilities: Manpower Planning:
Forecast staffing requirements and build bench accordingly
Personnel Operations:
Monitor work environment in all units to ensure fair and equitable employee treatment as well as adherence to all company and legislative workplace regulations.
Handle transfers and takeovers Performance Management:
Lead performance management for all the staff of the given area
Provide ongoing recognition of outstanding performance to motivate employees at all levels.
Training and Development:
Mentor/help Store Managers to develop Operating Plans and identify various variables to watch like sales, labour cost, inventory etc. and guide them with developing corrective action to meet or achieve margin and sales growth targets
Train and mentor subordinates on financial analysis and profitability tips.
Finalise Training and Development plan for the given area
Team Management:
Develop Ownership in the Operations Store Staff for all the stores in the assigned area
Resolve any escalated workplace disputes for the stores
As apparent from the above tables, the jobs at the store operations are quite challenging and need a whole lot more competencies than any other specialized job. The roles start from the contractual staff whose job is to replace exhibits on shelves, carry goods or pack the same before handing the same to the customers. The next set of roles is for those who actively engage with customers either to sell or to serve. Here the incumbents have to ensure that they are pleasant, customer friendly, analytical to find out what the customer wants, and also sales target driven. The key demands at this level are: continuous standing, meeting people with a pleasant disposition, keeping an eye on stocks and shelves, reporting on a daily basis. As they grow higher, the job demands increase to store supervision, sales
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Research by People Factor Pvt. Ltd. Page 99
trend analysis, suggesting or planning and executing sales promotions. They start managing a small team and go up to the store manger level where they manage the whole store team. This is the job cluster that takes the incumbents up the linear path into area manager and cluster manager. Some employees at the store operations, who show a capability for accounting roles, may also grow into the cashier role and later into the store accountant role. These two are separately discussed in the subsequent tables. Within the store operations, the growth path for some could be into the cashiering role. This role is available to the store personnel only after one or two years of experience. This role grows up to the store accountant that is within the band of Junior Management. The following table exhibits the job demands and knowledge, skills and competencies required for these roles.
Table 3.35: Detailed Job Descriptions in Store Operations Cluster: Cashiering: Junior Management Level
Junior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Cashiering Common to all segments
Operational Responsibilities: Handling Cash Counter:
Ensure that the work station is manned throughout the particular shift
Maintain excellent customer service at the work station
Operate the Cash Register according to the standardised procedure
Raise invoice according to the SOP
Provide total to the customer
Take payment and ensure that the provided notes are not counterfeit
Return accurate balance payment after deducting the total
Ensure that all security tags are removed before the merchandise is packed
Pack the purchase, in certain cases
Handle all the cash for the given work station
Cash /sales data Reconciliations:
Perform cash reconciliation at the end of the day
Enter data in the MIS and report daily sales at the end of the day
Professional Knowledge:
Cashiering/Accounting Basics
Banking and related transaction
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
POS Software Physical Abilities:
Standing
Fine Dexterity
Pushing/Pulling
Talking
Vision
Impressive self presentation
Working with people
Adhering to principles and values
Presenting and Communicating Information
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
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Table 3.35 Detailed Job Descriptions in Store Operations Cluster- Cashiering Junior Management (cont.)
Junior Management
Job Cluster
Uniqueness
Job Responsibilities Skills Competencies
Unique to CDIT
Operational Responsibilities:
Oversee cashiering activity of the store and handle daily Banking.
Customer Management:
Handle Customer Issue regarding cash and payments
Daily Reconciliations:
Conduct reconciliation of credit cards receivables.
Reconcile finances for the whole store at the EOD
Bank Deposits:
Ensure timely sending of cheques for clearance
Tally cheques received from customer with sales report and deposit all the cheques cheque in Bank
Cash Float Management:
Monitor and verify cash float for cashiers and update float register accordingly with signatures of respective floor cashiers.
Gift Vouchers:
Verify the physical closing stock periodically at both the floor and stock with head cashier and update GV Register.
Manual Invoices:
Verify manual invoices and keep control of the same.
Ensure billing in POS of the manual invoices as and when the item code is generated by buyer.
Follow up for the item code with respective ADM, DM
Foreign Currency:
Verify the rates and tally in Indian rupees value. Coordinate with Forex dealer for surrendering and collecting Indian rupees value. After tallying the same co-ordinate for deposit with bank.
Professional Knowledge:
Cashiering/Accounting Basics
Banking and related Transactions
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
POS Software
Financial Package Physical Abilities:
Fine Dexterity
Sitting
Vision
Leadership and Supervising
Working with people
Adhering to principles and values
Presenting and Communicating Information
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Achieving Personal Work Goals and Objectives
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Research by People Factor Pvt. Ltd. Page 101
Table 3.35 Detailed Job Descriptions in Store Operations Cluster- Cashiering Junior Management (cont.)
Junior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Vendor Management:
Monitor issuing and ordering of stationery, carry bags and other day to say things
Monitor and manage the vendor bill processing and reconciliations
Accounts sale clearance:
Check for and prepare the cheque clearance and accounts sale clearance status reports
Send the status reports to respective authorities in the Logistics and Customer Service departments.
Global cash tally:
Monitor overall cash movement for the store till deposit with the bank
Petty cash:
Approve IOUs, Petty cash vouchers
Tally physical cash periodically Documentation and Reporting: Daily Sales Report:
Check and tally sales data/payments for the sale reports
Collect information from the sales staff in regards to discounts, exchange, wrong item codes etc.
Monitor the updating of various details like DSR, Discount, Exchange etc. in MIS
Maintain Petty Cash Book and Gift Vouchers Records.
Reporting:
Report the financial transaction data to Finance department on a Weekly/Monthly basis
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Research by People Factor Pvt. Ltd. Page 102
Table 3.35 Detailed Job Descriptions in Store Operations Cluster- Cashiering Junior Management (cont.)
Junior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Provide sales and financial data to the respective authorities in the Sales group for analysis of store operations and profitability
Financial Accounting in Accounting Software Package:
Check and approve the various entries of daily sale, purchases, Credit notes, Bank deposits, Bank /Cash payments, Transfer out / Transfer in to inter store and accounting of the same,
Track transfer out to DC, write off for Short receipt of merchandise and follow up for adjustment in credit notes for the same
Conduct bank reconciliation of data
3.5.2 Entry Level Requirements for Store Operations
The job cluster, store operations is the most flexible entry criteria. Here again, the minimum qualification is 8th grade depending upon the industry segment. Some high end brands of lifestyle take only graduates, however, most brands are flexible on the education as long as the critical professional knowledge and competencies are exhibited. It is also important to note that while the entry level qualification is flexible, there is a high demand on the candidates to be presentable, pleasant and ethical. He needs to exhibit persuasive skills and should be able to understand what the customer wants in order to service better. There are some special needs for the entry level executives in the health and wellness segment. They need to be graduates in Pharmacy and should be able to follow instructions essentially to read and interpret prescriptions. They also need to make minimal analysis to be able to educate the customers on dosage based on chemical composition of the medicines. As they grow into the next level of hierarchy, they need to start taking basic decisions on inventory, shift management, replacements/ exchanges by customers. They need to exhibit leadership and result focus. Also at this level, they need to either start their graduation or complete the same. If the employee is within the same organization, she gets all the professional knowledge and skills on-the –job, however, if she wants to enter at this level, she would need to have mastered these. This job cluster goes up till Area Manager/ Cluster Manager. With on-the-job training and formal education, the employees starting at the entry level of the store operations can possibly reach the store manager role. However, as this point the Area/ Cluster Managers are mostly qualified MBAs. This essentially means that the job entails quite a few complexities that need good business knowledge and business sense.
The following table lists all the entry level requirements for store operations.
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Research by People Factor Pvt. Ltd. Page 103
Table 3.36: Entry Level Requirements for Roles in Store Operations
Industry Segment
Role/ Level Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
All
Contractual Employee, Trainee, Junior Customer Service Associate, Team Member, Associate, Customer Service Associate, Customer Associate, Fashion Consultant, Stewards, Sales Assistant, Pharmacist
None /10th
/12th
/ Pursuing Graduation / Graduation
Professional Knowledge:
Good communication in Regional Language, Hindi and English
Basic knowledge about all the products
Knowledge of how various schemes/promotions work
Basic understanding of retail operations
Strong on basic Arithmetic
Computer Knowledge:
Basic usage of ERP/MIS
e-mail application
Point-of-Sale software
Impressive self presentation
Working with people
Adhering to principles and values
Persuading and influencing
Delivering results and meeting customer expectations
Following instruction and procedures
Achieving personal work goals
Customer Handling
Grievance Handling
Service aptitude
Sales Ability
Language Ability
Understanding Others
Helping Others
Manual Ability
Math Ability
Unique to Wellness
B. Pharma or D. Pharma
Professional Knowledge:
Detailed knowledge about all the products available at the store. This would include chemical components, symptoms/diseases in which the particular drug is given, ideal dosage, any side effect etc.
Knowledge of the various prescription drugs and related statutory compliances
Computer Knowledge:
Word Processor
Competencies:
Following instruction
Writing and Reporting
Applying expertise and technology
Analysing
Reading Ability
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Research by People Factor Pvt. Ltd. Page 104
Table 3.36: Entry Level Requirements for Roles in Store Operations (cont.)
Industry Segment
Role/ Level Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
Unique to Café and Restaurant
Professional Knowledge:
Basic knowledge about all the products served (Recipe, variances available etc.)
Organization's Service Standards
Health and Safety standards of the organization
Level 2 & 3
All Senior Customer Service Associate, Sales Executive, Team Leader, Supervisor, Merchandiser, Asst. Store In Charge, Asst. Department Manager, Department Manager, Asst. Store Manager, Floor Manager, Sr. Pharmacist, Sr. Stewards, Shift Manager, Captain, Asst. Restaurant Manager, Asst. Café Manager
Pursuing Graduation/ Graduation with 1-7 years of relevant experience
Professional Knowledge:
Inventory Management and Stock Auditing in a retail environment
Basics of Visual Merchandising
Complete knowledge of Store Operations
Basic understanding of Retail Management
Cashiering and basic accounting (P &L)
Basic budgeting
All legalities related to staffing and store operations
Manpower Management
Understanding of the market and the customer requirements
for restaurant Computer Knowledge:
Spreadsheet Application
Word Processer
Relating and Networking
Presenting and communicating
Deciding and Initiating action
Leadership and Supervising
Writing and Reporting
Planning and Organising
Achieving personal work goals and objectives
Customer Handling
Grievance Handling
Artistic Ability
Teaching Ability
Spatial Perception
Leadership
Organising
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Research by People Factor Pvt. Ltd. Page 105
Table 3.36: Entry Level Requirements for Roles in Store Operations (cont.)
Industry Segment
Role/ Level Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 2 & 3
Unique to Wellness
B. Pharma or D. Pharma with 1-7 years of experience
Level 4
All Store Manager, Store Karta, General Manager, Unit Head, Store In charge, Café Manager, Restaurant Manager, Restaurant General Manager
Graduate with 5-10 years of relevant experience
Basic business acumen
People Management
Analysing
Forming Strategies and Concepts
Entrepreneurial and Commercial Thinking
Level 5
All Area Manager, Cluster Manager, Asst. Regional Manager, Regional Manager, Territory Manager, Zonal Manager,
Post Graduate in Business Administration with
Professional Knowledge:
Retail Management Scenario in India
Statistical tools for analysing and interpreting Sales Data instead of Trend Analysis
Budgeting
All legalities related to retail business in India
Business practices of competition
Problem Solving and Decision Making styles
Negotiating
Problem Solving
As discussed earlier, Some employees at the store get to become cashiers. The only entry level qualification is graduation (or pursuing graduations), preferably in Commerce. Additionally, as most stores use an ERP or at least a Point of Sale (POS) software, hands on knowledge on this becomes an essential. Here again, most of the professional knowledge is gained while on job, especially since the 8th and 10th grade qualification does not cater to much computer education. Most organizations identify
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from their current store personnel, those who show the right aptitude and train them on ERP or POS. From here the employee could grow into the store accountant. The following table shows the entry level requirements for the cashiering roles. Table 3.37: Entry Level Requirements for Roles in Store Operations: Cashiering
Industry Segment
Role/ Level
Entry Level Qualification required
Entry Level Skills Required Entry Level Competencies
Entry Level Aptitude
Level 2 & 3
All Cashier Pursuing Graduation/Graduation (In Commerce)
Professional Knowledge:
Cashiering/Accounting Basics
Banking and related Transactions Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
POS Software
Financial Package
Leadership and Supervising
Working with people
Adhering to principles and values
Presenting and Communicating Information
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Customer Handling
Grievance Handling
Service Aptitude
Organizing
Math Aptitude
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3.5.3 Skill Gaps in Store Operations
At the entry level of store operations, the demand is extremely high, however, as there is little availability of skilled manpower, a lot of organizations run their own courses or train people in house. There are a few institutes that train people immediately after their 8th or 10th grade for store operations roles. Mostly these institutes are either Private Institutes or Public Private Partnership Institutes. Table 3.38: Skill Gaps in Store Operations
Store Operations
Possible Source Identified Gaps
Qualification
None /10th /12th / Pursuing Graduation / Graduation
- All Schools - All Universities - All Hotel
Management Institutes
For Health and Wellness
Graduation in Pharmacy - All Pharma Institutes
Skills
Professional Knowledge:
Good Communication in Regional Language, Hindi and English
- Not all schools teach functional languages or functional English.
Basic Product Knowledge 10th or after 8th: - Various Hotel
Management Institutes like IHMs
12th or after 10th: - Various Hotel
Management Institutes like IHMs
Graduation or after 12th: - Various Private
Retail Institutes like RAI, IRS
- Various Hotel Management Institutes like IHMs
- Various Universities like IGNOU
- Various Fashion Institutes like PAF
- A generic perspective towards various product categories (Except Café and Restaurant, Health and Wellness and Fashion Category) is developed by the institutes while the detailed understanding of specifications is provided by the organisation themselves.
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Research by People Factor Pvt. Ltd. Page 108
Table 3.38 Skill Gaps in Store Operations (cont.)
Store Operations
Possible Source Identified Gaps
Professional Knowledge:
In-Store Marketing / Promotions
10th or after 8th: - Various Hotel
Management Institutes like IHMs
12th or after 10th: - Various Hotel
Management Institutes like IHMs
- Some Retail Institutes like Dr. Reddy’s Foundation
Graduation or after 12th: - Some
Universities like IGNOU
- Various Hotel Management Institutes like IHMs
- Various Private Retail Institutes like RAI, IRS
- Various Fashion Institutes like PAF
- Marketing and Branding skills are not catered in the various Hotel Management courses. The service staff has to be internally trained on In-Store Marketing and selling/up-selling skills
Professional Knowledge:
Understanding of Retail Operations
12th or after 10th: - Various Retail
Institutes like Dr. Reddy’s Foundation
- Various Hotel Management Institutes like IHMs
Graduation or after 12th: - Some
Universities like IGNOU
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Research by People Factor Pvt. Ltd. Page 109
Table 3.38 Skill Gaps in Store Operations (cont.)
Store Operations
Possible Source Identified Gaps
Professional Knowledge:
- Some Private Retail Institutes like IRS, RAI, Centum, Future Innoversity
- Various Hotel Management Institutes like IHMs
- Various Fashion Institutes like PAF
Basic Arithmetic - All Schools at 10th level
Professional Knowledge (Unique to Health and Wellness)
Detailed knowledge about all the products available at the store. This would include chemical components, symptoms / diseases in which the particular drug is given, ideal dosage, any side effect etc.
- Various Universities like GNDU
Knowledge of the various prescription drugs and related statutory compliances
- Various Universities like GNDU
Professional Knowledge (Unique to Café and
Restaurant))
Basic knowledge about all the products served (Recipe, variances available etc.)
- Various Hotel Management Institutes like IHMs
Industry Service Standards - Various Hotel Management Institutes like IHMs
Health and Safety standards of the organization
- Various Hotel Management Institutes like IHMs
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Research by People Factor Pvt. Ltd. Page 110
Table 3.38 Skill Gaps in Store Operations (cont.)
Store Operations
Possible Source Identified Gaps
Computer Knowledge:
e-Mail application Graduation or after 12th: - Various Private
Retail Institutes like Future Innoversity
- Various Universities like GNDU
- Various Hotel Management Institutes like IHMs
- Various Fashion Institutes like PAF
- Computer Skills are not emphasised in the various courses at the 10th/12th level
MIS/ERP Graduation or after 12th: - Various Private
Retail Institutes like Future Innoversity
- Various Universities like GNDU
- Various Hotel Management Institutes like IHMs
- Various Fashion Institutes like PAF
- Computer Skills are not emphasised in the various courses at the 10th/12th level
Point of Sale - Hands on experience on using a POS is not provided to students in Retail Institutes
Computer Knowledge (Unique to Health and Wellness)
Word Processor - Various Universities like GNDU
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Research by People Factor Pvt. Ltd. Page 111
Table 3.38 Skill Gaps in Store Operations (cont.)
Store Operations
Possible Source Identified Gaps
Competencies
Impressive self presentation
- The most critical piece of store operations is the competencies. Here after 8th and 10th grade the need is to develop well groomed impressive self presentation, communication, language and customer handling skills are not available. Mostly, employees learn this on the job through structured training programs.
Working with people
Adhering to principles and values
Persuading and Influencing
Presenting and Communicating
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Coping with pressures and setbacks
Customer Handling
Grievance Handling
Aptitude
Service Aptitude At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
Sales Ability
Language Ability
Understanding Others
Helping Others
Manual Ability
Math Ability
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Table 3.39: Skill Gaps in Cashiering
Cashiering
Possible Source
Identified Gaps
Qualification
Pursuing Graduation/ Graduation in Commerce
- All Universities
Skills
Professional Knowledge:
Cashiering and Cash Reconciliations
- An understanding of Cashiering process for retail store and related operations is not provided at the Graduation level
Accounting Basics - All Universities
Banking and related Transactions
- All Universities
Computer Knowledge:
e-Mail application
- All Universities
MIS/ERP
- Knowledge of MIS/ERP systems is necessary for regularly updating sales and financial information in the organisation’s central data repository. The courses dealing with commercial studies lack an emphasis on the Information Systems
Point of Sale - Hands on experience on using a POS is not provided to students in Retail Institutes
Word Processor - All Universities
Spreadsheet Application
- All Universities
Financial Package
- Knowledge of Financial Package like Tally are required to perform the role of a Cashier/Accountant in a retail organisation
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Research by People Factor Pvt. Ltd. Page 113
Table 3.39 Skill Gaps in Cashiering (cont.)
Cashiering
Possible Source
Identified Gaps
Competencies
Working with people
- Competencies are mostly learnt on the job.
Adhering to principles and values
Presenting and Communicating
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Aptitude
Service Aptitude
Organizing
Math Aptitude
The identified skill gap in cashiering is the knowledge of the relevant software, i.e. knowledge of Tally, ERP and POS.
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Contractual Employee
(Security)
Assistant (Level 1)
(Job includes Cashiering,
Sales and Receiving)
Qualification: 10th/12
th Pass
Work Experience: 0-1 years
Key Knowledge, Ability &
Aptitude:
- Sales and Service Aptitude
- Communication Skills and
Language Ability
Qualification: Pursuing
Graduation/Graduate
Work Experience:1-7 Years
Key Knowledge, Abilities &
Aptitude:
- Leadership
- Planning and Organizing
Supervisor/Asst. Store
Operations (Level 2 &3)
Qualification: Graduate
Work Experience:5-10 Years
Key Knowledge, Ability &
Aptitude:
- Artistic Aptitude and Spatial
Perception
- Aptitude for Research and
Analysis
- Problem Solving and Grievance
Handling Ability
Store Manager (Level 4)
Qualification: MBA (Retail/Any)
Work Experience:8+ Years
Area Manager (Level 5)
Qualification: Pursuing
Graduation/Graduate
Work Experience:1-7 Years
Key Knowledge, Ability &
Aptitude:
- Fine Dexterity
- Math Aptitude
Cashier (Level 2)
Qualification: Graduate
(Commerce)
Work Experience:2-7 Years of
Cashiering Experience
Head Cashier/ Cashier
Cum Accountant/Store
Accountant (Level 3)
Contractual Employee
(Housekeeping)
Qualification: Graduation in
Specific Field
Work Experience:1-3 Years
Key Knowledge, Abilities &
Aptitude:
- Artistic Aptitude, Spatial
Perception and Knowledge of
Fabric (For Fashion & Clothing
and Lifestyle)
Buyer (Level 2&3)
Executive: Product Range
Finalisation (Level 2&3)
3.5.4 Career Paths Available for Professionals in the Store Operations
The career paths available for entrants at the Store Operations are quite a few. They can take the linear path up till the Area Manager. They can also grow into roles like the Cashier and subsequently Store Accountant. Once they reach the Supervisor level at the Store, if they choose to acquire the appropriate qualification, they can also move into Procurement or Range Finalization roles.
Figure 3.5: Available Career Paths in Store Operations
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Trainee (Service)
Stewards (Level 1)
Qualification: 10th/12
th Pass
Work Experience: 0-1 years
Key Knowledge, Abilities &
Aptitude:
- Clerical Ability- Manual Ability- Math Ability
Supervisor/Asst. Cafe
Operations (Level 2 &3)
Qualification: Graduate
Work Experience:5-10 Years
Key Knowledge, Ability &
Aptitude:
- Eye for Detail
- Problem Solving and Grievance
Handling Ability
Outlet Chef (Level 4)
Trainee (Delivery)
Delivery Taker (Level 1)
Trainee (Production)
Qualification: None/10th
Work Experience: 0-1 years
Key Knowledge, Abilities &
Aptitude:
- Dexterity- Can work under pressure
Qualification: 10th/12
th Pass
Work Experience: 0-1 years
Key Knowledge, Abilities &
Aptitude:
- Navigational Skills- Manual Ability- Math Ability- Service Aptitude
Delivery Supervisor (Level
2&3)
Qualification: Pursuing
Graduation/Graduate
Work Experience:3-7 Years
Key Knowledge, Abilities &
Aptitude:
- Leadership
- Planning and Organizing
Qualification: Pursuing
Graduation/Graduate
Work Experience:1-7 Years
Key Knowledge, Abilities &
Aptitude:
- Leadership
- Planning and Organizing
Commi (Level 1)
Chief Cook/ Chef De Partie
(Level 2 &3)
Qualification: Graduate in
Hospitality/Food Production
Work Experience:5-10 Years
Key Knowledge, Abilities &
Aptitude:
- Leadership
- Planning and Organizing
Qualification: Graduate in
Hospitality/Food Production
Work Experience:10-14 Years
Key Knowledge, Ability &
Aptitude:
- Eye for Detail
- Problem Solving Ability
Qualification: Graduate in
Hospitality/Food Production
Work Experience:14+ Years
Key Knowledge, Ability &
Aptitude:
- Commercial Aptitude
Area Chef (Level 4)
Cafe Manager (Level 4)
Qualification: Graduate
Work Experience:8+ Years
Area Manager (Level 5)
3.5.5 Career Paths Available for Professionals in the Store Operations- Café and Retaurant
In the Café and Restaurant sub-segment, the growth opportunities are unique, hence they need a separate mention. In the restaurant, production is inherent in the operations. Also Delivery and Service have a similar growth path till the Supervisor level, however in the former job, there are no opportunities beyond that. Hence a single path up to the Area manager is available provided the employee acquires the right qualification and exhibits the right kind of knowledge, skill and aptitude. The fig 3(f) depicts the career paths in the café and restaurant sub-segment.
Figure 3.6: Available Career Paths in Cafe and Restaurant Operations
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3.6 PRODUCTION
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Career Paths Available to Professionals
in Production- Café & Restaurants
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3.6.1 Job Descriptions for Production (café & Restaurant)
In most cases retail does not include production, however, in the café & restaurant sub-segment, cooking happens at the store/ outlet level, it is categorized as production. The following tables describe in detail the demands from the quality assurance staff and the knowledge, skills and competencies required for success on these roles. Table 3.40: Detailed Job Descriptions in Production Cluster: Entry Level
Entry Level
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Production Unique to Café & Restaurant segment
Operational Responsibilities: Facility Management:
Prepare "Mise en Place" for smooth running of kitchen and ensure that the section is ready for use before service starts
Food Production:
Assist seniors in preparing/ presentation of the food/beverage and provide all the required ingredients in the required quantities, as and when required
Adhere to the SOPs with regards to kitchen operations
Financial Contribution:
Ensure minimum spoilage and wastage at all times
Safety, Cleanliness and Hygiene:
Maintain a tidy personal appearance and work in a hygienic manner
Use and place the various equipment in a safe manner
Maintain cleanliness/ hygienic conditions of the equipments used and the overall kitchen area
Inventory Management:
Ensure proper handling/storage of raw materials according to the process
Professional Knowledge:
Knowledge of kitchen operations and process of using various equipments
Knowledge of the ingredients required for various dishes
Knowledge of recipe of various dishes
Computer Knowledge:
None Physical Abilities:
Standing
Fine Dexterity
Walking
Pushing/Pulling
Lifting/Carrying
Bending/Reaching
Talking
Climbing
Vision
Well groomed self presentation
Working with people
Adhering to principles and values
Learning and Researching
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
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Table 3.41: Detailed Job Descriptions in Production Cluster: Junior Management
Junior Management
Job Cluster
Uniqueness
Job Responsibilities Skills Competencies
Production
Unique to Café & Restaurant segment
Operational Responsibilities: Safety, Cleanliness and Hygiene:
Ensure the overall cleanliness and safety of the kitchen section
Food Production:
Work hands on to prepare and finalize the dish according to the standardised recipe within the stipulated time
Ensure that organizational standards of food ingredients, preparation and presentation are upheld
Financial Contribution:
Create awareness about food cost and ensure minimum spoilage and wastage at all times
Inventory Management:
Control incoming goods and ensures proper storage
Ensure proper storage, labelling and usage of food ingredients based on FIFO to avoid spoilage and increase in food cost
Kitchen Operations:
Assist Outlet Chef in the day-to-day kitchen operation and ensure that the daily tasks are carried out effectively and efficiently
Oversee the cooking of food to ensure quality and hence, customer satisfaction
Ensure that the various guidelines with regards to kitchen operations are adhered to
Troubleshoot any issues that might arise in his/her own section
Supervisory Responsibilities: Personnel Operations:
Manage task delegation team
Handle any personnel issues and take minor disciplinary actions
Performance Management:
Monitor individual performance and provide input for Performance Appraisals of own team
Training and Development:
Train team on-the-job Team Management:
Ensure employee morale and motivation
Handle any grievance in the team
Professional Knowledge:
Knowledge of kitchen operations and process of using various equipments
Knowledge of the ingredients required for various dishes
Knowledge of recipe of various dishes
Inventory/Stock Management
Manpower Management
Cost Management
Vendor Management
Computer Knowledge:
None Physical Abilities:
Standing
Fine Dexterity
Walking
Pushing/Pulling
Lifting/Carrying
Bending/Reaching
Talking
Climbing
Vision
Well groomed self presentation
Leadership and Supervising
Working with people
Adhering to principles and values
Applying Expertise and Technology
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 119
Table 3.42: Detailed Job Descriptions in Production Cluster: Middle Management
Middle Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Production Unique to Café & Restaurant segment
Operational Responsibilities: Kitchen Operations:
Ensure that the dishes are cooked in a timely and efficient manner
Ensure routine maintenance of kitchen equipment and raise indent for purchase of new equipment, if need be
Handle various food complaints and take necessary action
Vendor Management:
Manage vendor relationship for the given outlet and ensure that quality supplies are received in a timely fashion
Inventory Management:
Oversee the stock maintenance for the given outlet. This would include activities like analysing stock needs, raising of order and proper receiving and storage of raw material
Financial Contribution:
Participate in preparation of food and labour budgets and keep a tab on Food Cost. This would include monitoring raw material and labour cost, control wastage etc.
Supervisory Responsibilities: Performance Management:
Monitor individual performance and appraise performance of the whole “Back-of-the-house” team
Training and Development:
Plan on-the-job training program through job rotation, individual responsibility and effective delegation to individuals
Develop individual training and development plans to groom the staff for the next level
Employee Selection:
Interview & hire team members in consultation with HR
Professional Knowledge:
Knowledge of kitchen operations and process of using various equipments
Knowledge of the ingredients required for various dishes
Knowledge of recipe of various dishes
Inventory/Stock Management
Manpower Management
Cost Management
Vendor Management
Computer Knowledge: Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Standing
Fine Dexterity
Walking
Talking
Vision
Well groomed self presentation
Leadership and Supervising
Working with people
Adhering to principles and values
Applying Expertise and Technology
Planning and Organising
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 120
Table 3.43: Detailed Job Descriptions in Production Cluster: Senior Management
Senior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Production Unique to Café & Restaurant segment
Operational Responsibilities: Operations:
Oversee the functioning of multiple kitchen on a routine basis
Develop execution plan for all units in consultation with Outlet Chefs and monitor execution vis-à-vis budget
Research industry best practices on a routine basis and inculcate the same in kitchen operations
Quality Audits:
Conduct kitchen audits on a routine basis to ensure kitchen operations, food quality, cleanliness, and health and safety process compliance.
Vendor Management:
Oversee vendor relationship for the given area and ensure optimisation by finalising vendor considering both quality of service and cost
Financial Contribution:
Prepare food and labour budget for the given area and various units based on forecasted sales and control costs accordingly
Supervisory Responsibilities: Training and Development:
Develop the training program for kitchen staff. This would include process and content development
Professional Knowledge:
Inventory/Stock Management
Manpower Management
Cost Management
Vendor Management
Food industry trends
Basic business acumen
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Standing
Walking
Talking
Vision
Travelling
Well groomed self presentation
Deciding and Initiating Action
Leadership and Supervising
Working with people
Adhering to principles and values
Writing and Reporting
Analysing
Forming strategies and concepts
Planning and Organising
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Entrepreneurial and commercial thinking
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 121
3.6.2 Entry Level Requirements for Production
Production being unique to the café and restaurant segment has unique requirements for the aspiring candidates. While the educational qualifications here are not so critical, knowledge of kitchen operations and how each piece of equipment is used, knowledge of ingredients and basic knowledge of recipes is essential. At the entry level the employees are Commis whose job is just to set and prepare the kitchen for the chef. They are essentially helpers. To become commi 1 or the chef, it is preferred that they have a graduation in Hospitality. If we look at the professional knowledge, over and above the knowledge of recipes and ingredients, they need to understand basics of inventory, food costs and people management. At this level they start handling purchases of consumables and also handle teams. The growth of these professionals is fairly straight from Commi 3. From Chef De Partie to Area Chefs there are fewer growths and more stringent requirements. They need to gain higher levels of knowledge in recipes and exacting procedures. Additionally, as they need to start managing sections of the kitchen or the whole kitchen, they need other skills like inventory management, MIS, cost management, people management & vendor management. As far as innate talent is considered, the candidate should exhibit willingness to follow processes and instructions. The competency of learning is very critical to the job; however at the time of entering the job, the candidate is not expected to be competent on learning and research. They are checked for aptitude of learnability, which essentially means that a person should be able to apply a base knowledge to multiple scenarios. For example, a chef who knows how to make gravy for a particular vegetable, he should be able to connect new knowledge to that and learn new recipes quickly. As they grow higher, the candidates are checked for leadership, essentially the ability to teach others and stock management, over and above the higher culinary skills. They also need to be very organized. Finally, at the highest level, they need to introduce more recipes, understand trends and manage reporting and budgets. Hence, the candidates are checked for additional skills like
The following table elaborates the entry level requirement for production at Cafés and Restaurants.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 122
Table 3.44: Entry Level Requirements for Roles in Production
Industry Segment
Role/ Level
Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
Unique to Café & Restaurant
Commi 3, Commi 2
None/10th
Professional Knowledge:
Knowledge of kitchen operations and process of using various equipments
Knowledge of the ingredients required for various dishes
Knowledge of recipes of various dishes
Well groomed self presentation
Working with people
Adhering to principles and values
Following Instructions and Procedures
- Learnability
Level 2 & 3
Unique to Café & Restaurant
Commi 1 and Chef De Partie
Graduation in Hospitality with 5-10 years of relevant experience
Professional Knowledge:
Higher level culinary knowledge and understanding of standardizations in recipes /Stock Management
Manpower Management
Cost Management
Vendor Management
Leadership and Supervising
Applying Expertise and Technology
Teaching Ability
Organising
Level 4
Unique to Café & Restaurant
Outlet Chef
Graduate in Hospitality with 10-14 years of relevant experience
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
Planning and Organising
Math Aptitude
Level 5
Unique to Café & Restaurant
Area Chef Graduate in Hospitality with 14+ years of relevant experience
Professional Knowledge:
Food industry trends
Basic business acumen
Deciding and Initiating Action
Writing and Reporting
Analysing
Entrepreneurial and commercial thinking
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 123
3.6.3 Skill Gap Analysis for Production
The following table exhibits the skills required for the job and the gaps in available courses. Hotel Management Institutes cater to all the required professional knowledge and skills. However, the competencies are mostly learnt on job through structured training programs or informally. Table 3.45: Skill Gaps in Production
Production
Possible Source Identified Gaps
Qualification
None/10th - All NSDC affiliated Hotel Management Institutes
Skills
Professional Knowledge:
Knowledge of kitchen operations and process of using various equipments
- All NSDC affiliated Hotel Management Institutes
Knowledge of the ingredients required for various dishes
- All NSDC affiliated Hotel Management Institutes
Knowledge of recipe of various dishes
- All NSDC affiliated Hotel Management Institutes
Competencies
Working with people - All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.
Adhering to principles and values
Learning and Researching
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Aptitude
Learnability At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
The career paths in the Production job cluster, have been discussed in the Section for Store Operations under Café & Restaurant. Refer to Figure 3.6.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 124
3.7 HOME DELIVERY
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Career Paths Available to
Professionals in Home
Delivery
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 125
3.7.1 Job Descriptions in Home Delivery
Delivery is also the cluster of jobs where most of a targeted youth get placed. In this job category, the entry is easier and people with qualifications starting from class 8th have a possibility of getting absorbed. This cluster is unique to café and restaurant and CDIT, where they offer home delivery of products. The delivery staff actually travels and delivers the goods at the customer’s doorstep. In CDIT this role may or may not merge with the support services where an engineer (on third party rolls) would actually come and install the electronic item delivered. This process is managed by the service and support job cluster where mostly call centre associates are hired. As the call centre profile is significantly different from the delivery, it is described separately in the next section. The following tables describe in detail the demands from the delivery staff and knowledge, skills & competencies required for success on the job. Table 3.46: Detailed Job Descriptions in Delivery Cluster: Entry Level
Entry Level
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Delivery Unique to Café & Restaurant segment and CDIT
Operational Responsibilities: Packing and Delivery:
Take the packed products for delivery
Check for completeness of order and proper packing of the order before leaving the store/restaurant
Deliver the order at the customer's location in the stipulated time
Customer Management:
Interact with the customer in a courteous manner and answer any queries, if required
Billing and Cashiering:
Provide the invoice, collect payment and provide balance
Documentation and Reporting:
Report any customer complaints or traffic delays to the Delivery In Charge
Professional Knowledge:
Knowledge of the area around the store/restaurant
Knowledge of products and promotions
Delivery SOPs of the organization
Basic Arithmetic
Knowledge of driving the delivery vehicle
Computer Knowledge:
None Physical Abilities:
Standing
Walking
Pushing/Pulling
Lifting/Carrying
Sitting
Foot Control
Talking
Climbing
Vision
Travelling
Impressive self presentation
Adhering to principles and values
Presenting and Communicating Information
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Coping with Pressures and Setbacks
Customer Handling
Grievance Handling
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 126
Table 3.47: Detailed Job Descriptions in Delivery Cluster: Junior Management Level
Junior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Delivery Unique to Café & Restaurant segment and CDIT
Operational Responsibilities: Documentation and Reporting:
Maintain information for all delivery requests for own unit
Analyse operational data and maintain all home delivery related reporting for own unit
Delivery Operations:
Oversee the deliveries on a daily basis
Track supplies of products and ensure that all deliveries reach in the stipulated time according to the schedule
Financial Contribution:
Ensure that the delivery allocations are made in a way that optimises on the available resources
Supervisory Responsibilities: Training and Development:
Train junior employees on-the-job
Professional Knowledge:
Knowledge of the area around the store/restaurant
Knowledge of products and promotions
Delivery SOPs of the organization
Manpower Management
Delivery Planning and Process
Basic accounting (P &L) and Budgeting
All legalities related to staffing and store operations
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Deciding and Initiating Action
Leadership and Supervising
Working with People
Adhering to principles and values
Presenting and Communicating Information
Writing and Reporting
Analysing
Planning and Organising
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Coping with Pressures and Setbacks
Unique to Café & Restaurant
Operational Responsibilities: Delivery Operations:
Plan the deliveries of various order and pass instructions to the delivery drivers
Audit the operations of Home Delivery segment on a periodic basis to ensure smooth functioning
Ensure that the vehicles receive maintenance /repair on a regular basis to ensure smooth service
Financial Contribution:
Ensure that the costs of operating a fleet of delivery vehicles is kept low through regular maintenance
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 127
Table 3.47: Detailed Job Descriptions in Delivery Cluster: Junior Management Level (cont.)
Junior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Supervisory Responsibilities: Personnel Operations:
Manage job roster, task delegation, shifts and overtime
Staff Management for a given shift
Handle any personnel issues and take minor disciplinary actions
Performance Management:
Identify individual's potential and design a development plan accordingly
Monitor individual performance and provide input for Performance Appraisals of own team
Inform Restaurant Manager of any critical incidents, extra working hours etc. for a given employee
Training and Development:
Make training schedules and conduct trainings for subordinates
Team Management:
Ensure uniform and personal appearance are clean and professional for all team members
Ensure employee morale and motivation
Handle any grievance in the team
Employee Selection:
Interview potential team members & forward the case to HR/Store Manager
Employee Induction: Assign buddy trainer to new joinees
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 128
Table 3.47: Detailed Job Descriptions in Delivery Cluster: Junior Management Level (cont.)
Junior Management
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Unique to CDIT Operational Responsibilities: Material Movement:
Ensure packing and dispatching of the material as required
Support logistic planning for dispatches to ensure timely delivery
Vendor Management:
Co-ordinate with the secondary transporters to track the dispatch and ensure timely delivery
Report any vendor issues to the Manager
Stock Management:
Maintain FIFO standard for stock movement
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 129
3.7.2 Entry Level Requirements for Home Delivery
The roles in home delivery are unique to CDIT and café and restaurant. Here the essential requirement is that of driving (two - wheeler) and basic arithmetic simply because, the employee has to drive safely and reach the customer’s place within the stipulated time and they need to be able to do quick addition and subtraction for handling payments. Knowledge of local routes is an additional advantage. The competencies here are more or less similar to those for store operations; they need to be well groomed and presentable. The following table elaborates all the entry level criteria for the job cluster of home delivery. Table 3.48: Entry Level Requirements for Roles in Home Delivery
Industry Segment
Role/ Level
Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
Unique to CDIT and Café & Restaurant
Trainee, Delivery Taker
10th
Professional Knowledge:
Knowledge of the area around the store/restaurant
Basic Arithmetic
Knowledge of driving the delivery vehicle
Impressive self-presentation
Adhering to principles and values
Presenting and Communicating Information
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Coping with Pressures and Setbacks
Customer Handling
Grievance Handling
Service Aptitude
Understanding Others
Helping Others
Math Aptitude
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 130
Table 3.48: Entry Level Requirements for Roles in Home Delivery (Contd.)
Industry Segment
Role/ Level
Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 2 & 3
Unique to CDIT and Café & Restaurant
Delivery In Charge, Asst. Manager: Home Delivery
Pursuing Graduation/Graduate with 3-7 years of relevant experience
Professional Knowledge:
Manpower Management
Delivery Planning and Process
Basic accounting (P &L) and Budgeting
All legalities related to staffing and store operations
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
Deciding and Initiating Action
Leadership and Supervising
Working with People
Writing and Reporting
Analysing
Planning and Organising
Teaching Ability
Leadership
Organising
3.7.3 Skill Gap Analysis in Home Delivery Operations
As this job cluster requires very few skills and very little knowledge of retail operations there is no separate course that qualifies people for home delivery. As long as the candidate meets the basic criteria of knowledge of driving, exhibits the required aptitudes and competencies, he is hired. Most of the essential knowledge about products and promotions are taught on the job in structured training programs or informally. Table 3.49: Skill Gaps in Home Delivery
Delivery Operations
Possible Source
Identified Gaps
Qualification 10th - All
Schools
Skills
Professional Knowledge:
Knowledge of the area around the store/ restaurant
- The desired knowledge is specific to the organisation and thus, is provided through internal trainings
Knowledge of products and promotions
Delivery SOPs of the organization
Knowledge of driving the delivery vehicle
- Driving schools for two- wheelers are not available. Mostly, the organizations take the candidate’s licence as a sufficient proof of his ability to drive safely.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 131
Table 3.50: Skill Gaps in Home Delivery (Contd.) Delivery Operations
Possible Source
Identified Gaps
Competencies
Impressive self presentation
- All competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.
Adhering to principles and values
Presenting and Communicating Information
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Coping with pressures and setbacks
Customer Handling
Grievance Handling
Aptitude
Service Aptitude - At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
Understanding Others
Helping Others
Math Aptitude
The Career paths for Home Delivery have been illustrated in the Store Operation Section under Café and Restaurants.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 132
3.8 QUALITY ASSURANCE
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Career Paths Available to
Professionals in Quality
Assurance
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 133
3.8.1 Job Descriptions for Quality Assurance
Quality Assurance is the next cluster of jobs that needs special mention, especially as it has a different connotation in different sub-segments of the retail sector. Quality Assurance within the sub-segments, lifestyle and CDIT they are positioned as part of either the ware house or the CPC. Their main job is to check if the incoming material from the vendors meets the specifications on the documented requirements. Additionally, they conduct sample checks of incoming products for quality of fabric, stitching and finishing, workability of electronic goods. In the café & restaurant sub-segment, the quality assurance team is part of the corporate team who conducts periodic audits of vendor facility, café facility, food quality etc. They also conduct trainings across the various outlets on the organization’s quality standards. The following tables describe in detail the demands from the quality assurance staff and the knowledge, skills and competencies required for success on these roles. It is also important to note that in the retail sector, roles like quality assurance seem restricted to junior and middle management simply because these are specialist roles and do not need a large number of people within one organization. Table 3.50: Detailed Job Descriptions in Quality Assurance Cluster: Entry Level
Entry Level
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Quality Assurance / Quality Control
Unique to Lifestyle, Café & Restaurant and CDIT
Operational Responsibilities: Quality Assurance:
Ensure quality of incoming goods by comparing the product with specifications
Vendor Management:
Prepare documentation for goods which do not meet the quality standards and send them back to the supplier with clear reasons of non-acceptance
Documentation and Reporting:
Report the returned goods to the Logistics/Warehouse Group
Enter delivery quality related information in the MIS
Professional Knowledge:
Knowledge with regards to detailed specifications for all the products
Knowledge of various tests that should be conducted
Knowledge on industry specific Quality processes and standards
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Standing
Walking
Sitting
Bending/Reaching
Talking
Vision
Deciding and Initiating Action
Adhering to principles and values
Writing and Reporting
Applying Expertise and Technology
Analysing
Following Instructions and Procedures
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 134
Table 3.46 Detailed Job Descriptions in Quality Assurance Cluster- Entry Level (Contd.)
Entry Level
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Unique to Café & Restaurant
Operational Responsibilities: Quality Assurance:
Check Food quality and Safety as per legal and organizational standards
Conduct sampling and microbiological testing of products
Conduct sensory and chemical testing of food
Prepare Ageing Analysis Report to study the shelf life status of raw material and prevent wastage
Facility Quality Audit:
Ensure implementation of the organizational Quality Control Program by conducting regular audits at the cafes/warehouse and supplier location
Monitor quality of water available at the various cafes
Documentation and Reporting:
Compile reports and send across to the concerned authorities in the organization
Suggest corrective actions as and when required
Maintain all the record and documentation as per HACCP & ISO standards and certification
Supervisory Responsibilities: Training and Development:
Conduct training for quality and Food Safety procedures and parameters as per the plan across various organisational/Vendor locations
Professional Knowledge:
Knowledge on Quality Assurance practices Like HACCP etc
Knowledge on F&B quality processes and standards
Physical Abilities:
Travelling
Training and coaching
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 135
Table 3.51: Detailed Job Descriptions in Quality Assurance Cluster: Junior Management Level
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Quality Assurance / Quality Control
Unique to Lifestyle, Café & Restaurant and CDIT
Operational Responsibilities: Quality Assurance:
Ensure quality of incoming goods by comparing the product with specifications
Vendor Management:
Prepare documentation for goods which do not meet the quality standards and send them back to the supplier with clear reasons of non-acceptance
Documentation and Reporting:
Report the returned goods to the Logistics/Warehouse Group
Enter delivery quality related information in the MIS
Professional Knowledge:
Knowledge with regards to detailed specifications for all the products
Knowledge of various tests that should be conducted
Knowledge on industry specific Quality processes and standards
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Standing
Walking
Sitting
Bending/Reaching
Talking
Vision
Deciding and Initiating Action
Adhering to principles and values
Writing and Reporting
Applying Expertise and Technology
Analysing
Learning and Researching
Following Instructions and Procedures
Unique to Café & Restaurant
Operational Responsibilities: Quality Assurance:
Check Food quality and Safety as per legal and organizational standards
Conduct sampling and microbiological testing of products
Conduct sensory and chemical testing of food
Prepare Ageing Analysis Report to study the shelf life status of raw material and prevent wastage
Facility Quality Audit:
Ensure implementation of the organizational Quality Control Program by conducting regular audits at the cafes/warehouse and supplier location
Monitor quality of water available at the various cafes
Professional Knowledge:
Knowledge on Quality Assurance practices Like HACCP etc
Knowledge on F&B quality processes and standards
Physical Abilities:
Travelling
Training and coaching
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 136
Table 3.51: Detailed Job Descriptions in Quality Assurance Cluster- Junior Management (Contd.)
Junior Management
Job Cluster Uniqueness Job Responsibilities Skills Competencies
Unique to Café & Restaurant
Documentation and Reporting:
Compile reports and send across to the concerned authorities in the organization
Suggest corrective actions as and when required
Maintain all the record and documentation as per HACCP & ISO standards and certification
Supervisory Responsibilities: Training and Development:
Conduct training for quality and Food Safety procedures and parameters as per the plan across various organisational/Vendor locations
Table 3.52: Detailed Job Descriptions in Quality Assurance Cluster: Middle Management Level
Middle Management
Job Cluster
Uniqueness
Job Responsibilities Skills Competencies
Quality Assurance/Quality Control
Unique to Café & Restaurant
Operational Responsibilities: Process Development/ Improvement:
Review and improve existing QC processes to enhance the effectiveness and standardisation of all the activities
Develop food safety procedures on a regular basis
Quality Control Operations:
Ensure implementation of the organizational Quality Control Program through regular audits at the cafes/warehouse and supplier location
Respond to and handle all customer complaints especially to find the root cause relating to any product safety and quality issues.
Supervisory Responsibilities: Personnel Operations:
Manage task delegation to the Quality Control Team
Handle any personnel issues and take minor disciplinary actions
Performance Management:
Identify individual's potential and design a development plan accordingly
Professional Knowledge:
Knowledge on Quality Assurance practices Like HACCP etc
Knowledge on F&B quality processes and standards
Knowledge of various tests which need to be performed
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
Deciding and Initiating Action
Leadership and Supervising
Adhering to principles and values
Writing and Reporting
Applying Expertise and Technology
Analysing
Learning and Researching
Planning and Organising
Following Instructions and Procedures
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 137
Table 3.52: Detailed Job Descriptions in Quality Assurance Cluster: Middle Management Level (Contd.)
Middle Management
Job Cluster
Uniqueness
Job Responsibilities Skills Competencies
Monitor individual performance and provide input for Performance Appraisals of own team
Training and Development:
Make training schedules and conduct trainings for subordinates
Train team on-the-job Team Management:
Ensure employee morale and motivation
Handle any grievance in the team Employee Selection:
Interview potential team members as and when asked and forward the case to HR
Physical Abilities:
Standing
Walking
Sitting
Bending / Reaching
Talking
Vision
Travelling
3.8.2 Entry Level Requirements for Quality Assurance
Quality Assurance is an essential job cluster in the café & restaurant and CDIT sub-segments of the retail industry. The following table exhibits the entry level requirements for the job cluster of Quality Assurance. The role requires knowledge of all the quality tests and audits that need to be conducted. For documentations and reporting it requires extensive use of the MIS systems and processes. Hence computer literacy is essential. Finally, the role demands from the employees to be able to take clear decision whether the restaurant or the vendor site is complying with the standards or not. Similarly, the QA engineer needs to test samples of technology products and take a decision on the batch quality. Hence the competency deciding and initiating action become essential. The other competencies that form the entry criteria are: following instructions and procedures, writing and reporting, applying expertise and technology and learning and researching. As they grow higher, leadership and planning & organizing become critical to enter the role. Table 3.53: Entry Level Requirements for Roles in Quality Assurance
Industry Segment
Role/ Level Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
Unique to Café & Restaurant and CDIT
Executive: QA Graduate in Specific Category
Professional Knowledge:
Knowledge with regards to detailed specifications for all the products
Deciding and Initiating action
Writing and Reporting
Scientific Aptitude
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 138
Table 3.53: Entry Level Requirements for Roles in Quality Assurance (Contd.)
Industry Segment
Role/ Level Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
Unique to Café & Restaurant and CDIT
Executive: QA
Graduate in Specific Category
Knowledge of various tests that should be conducted
Knowledge on industry specific quality processes and standards
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
Applying Expertise and Technology
Analysing
Following Instructions and Procedures
Level 2 & 3
Unique to Café & Restaurant and CDIT
Sr. Executive: QA
Graduate in specific category with 1-5 years of relevant experience
Learning and Researching
Teaching Ability
Leadership
Organising
Level 4
Unique to Café & Restaurant
Quality Manager
Graduate in specific category with 4-8 years of relevant experience
Leadership and Supervising
Adhering to principles and values
Planning and Organising
3.8.3 Skill Gap Analysis in Quality Assurance
In CDIT, B.Techs are hired for the role of QA Engineers. Similarly, QA for café and restaurants for come from graduation degrees in Food Technology. While Institutes for Food Technology teach quality standards, industry practices and tests to be conducted, the engineering institutes do not cater to these aspects. Mostly, people joining organizations, learn about the quality standards along with the product knowledge. Additionally, MIS or ERP software knowledge is not available as part of the engineering courses, however, the food technology courses do have modules on ERP.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 139
Table 3.54: Skill Gaps in Quality Assurance/ Control
Quality Assurance
Possible Source Identified Gaps
Qualification Graduation/ Post Graduation
- All Technical Universities
For CDIT Graduation in Technology
- All Technical Universities
For Café & Restaurant
Post Graduation in Food Technology
- All Technical Universities
Skills
Professional Knowledge:
Knowledge with regards to detailed specifications for all the products in the category
- All Technical Universities
- A generic perspective towards various product categories is developed by the Universities while the detailed understanding of specifications is provided by the organisation themselves.
Knowledge of various tests that should be conducted
- All Technical Universities (For Food Technology)
- Technical courses in Electronics do not cater to knowledge of Quality Standards, Industry Practices and Tests
Knowledge on Standard Quality Assurance practices Like HACCP etc
- All Technical Universities (For Food Technology)
Knowledge on industry specific quality processes and standards
- All Technical Universities (For Food Technology)
Computer Knowledge:
e-Mail application - All Technical Universities
MIS/ERP - All Technical Universities (For Food Technology)
- Technology courses in Electronics do not cater to the requirement of “MIS/ERP understanding and usage experience” which forms the backbone of every retail organisation.
Word Processor - All Technical Universities
Aptitude
Scientific Aptitude - At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 140
3.8.4 Career Paths Available to the Professionals In Quality
Assurance
Quality Assurance is unique to CDIT and Café & Restaurant sub- segments, and need specializations in these fields. These role grow through linear paths upwards from Executive to Senior Executive to Manager. As this job does not handle volumes, it is a lean structure. As a QA Manager, the employee looks at quality of multiple locations or vendor sites. The fig 3.7 depicts the growth path in QA.
Figure 3.7: Available Career Paths in Quality Assurance
Sr. Executive (Level 2 & 3))
Qualification:
- For all segments: Graduation in
Specific Field
- For Café & Restaurant: Post
Graduation in Food Technology
Key Knowledge, Abilities &
Aptitude:
- Product Category Knowledge
- Industry specific quality
processes/standards
- Aptitude for Research and
Analysis
Quality Manager (Level 5)
Executive: QA (Level 1)
Qualification: Qualification:
For Café & Restaurant: Post
Graduation in Food Technology
Work Experience:1-5 Years
Key Knowledge, Abilities &
Aptitude:
- Leadership
- Planning and Organizing
Qualification: Qualification:
For Café & Restaurant: Post
Graduation in Food Technology
Work Experience:4-8 Years
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3.9 SERVICE SUPPORT
Job Descriptions
Entry Level Qualifications
Skill Gap Analysis
Career Paths Available to
Professionals in Service
Support
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3.9.1 Job Descriptions for Service Support
The Service Support cluster is a call centre support unique to CDIT. Here the customers can place their complaints on the phone and the call centre associate manages the internal process of reaching out to the local technical support agency to send the engineer at the customer’s place. These roles in CDIT again are not required in great numbers. Hence, there is almost no growth for them within the organization. However, as this segment is still nascent, and there is a possibility of growth of CDIT as organized retail, the service support cluster has the possibility of growth like any other BPO in the country. For now, the current scenario is presented where just the entry level positions have been described in the table below. Table 3.55: Detailed Job Descriptions in Service Support Cluster: Entry Level
Entry Level
Job Cluster
Uniqueness Job Responsibilities Skills Competencies
Service Support
Unique to CDIT
Operational Responsibilities: Customer Handling:
Greet customers in a courteous, friendly and professional manner using agreed upon procedures
Provide personalized customer service of the highest level
Grievance Handling:
Assist customers who have specific concerns
Liaison with other departments for resolving customer complaints
Selling:
Listen to customer's concern and respond to their queries
Build customer's interest in the services and products offered by the company
Documentation and Reporting:
Document and Report every call according to the SOPs
Professional Knowledge:
Product Knowledge
Knowledge of Customer Handling and issue escalation process
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP Physical Abilities:
Sitting
Talking
Vision
Adhering to principles and values
Persuading and Influencing
Presenting and Communicating Information
Writing and Reporting
Following Instructions and Procedures
Customer Handling
Grievance Handling
3.9.2 Entry Level Requirements For Service Support
The candidates for service support ( unique to CDIT) need to be pursuing graduation, as she would need to handle customer complaints on phone and would need the maturity to handle a variety of issues. Accordingly, the competencies at the entry level to be able to do the job well are customer handling, persuading and grievance handling, writing and reporting. Mostly at the entry level, the professional knowledge and aptitude is assessed. The following table exhibits the entry level criteria for the job cluster of support service.
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Table 3.56: Entry Level Requirements for Roles in Service Support
Service Support
Industry Segment
Role/ Level
Entry Level Qualification required
Entry Level Skills Required
Entry Level Competencies
Entry Level Aptitude
Level 1
Unique to CDIT
Customer Service Associate
Pursuing Graduation/Graduate with 1 year of relevant work experience
Professional Knowledge:
Good Communication in Regional Language, Hindi and English (Optional)
Product Knowledge
Knowledge of Customer Handling and issue escalation process
Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
Adhering to principles and values
Persuading and Influencing
Writing and Reporting
Following Instructions and Procedures
Customer Handling
Grievance Handling
Language & Communication
Service Aptitude
Helping Others
3.9.3 Skill Gap Analysis for Service Support Operation
Amongst the essential skills, knowledge of functional English or regional language is a gap. Basics of software including ERP and MIS are taught at the Private and the Public Private Partnership Institutes. Basic Customer Handling skills are also a part of these courses.
Table 3.57: Skill Gaps in Service Support
Service Support Operations
Possible Source Identified Gaps
Qualification Pursuing Graduation/Graduate
- All Universities / Institutes
Skills
Professional Knowledge:
Good Communication in Regional Language, Hindi and English (Optional)
- Functional English or regional language is not taught before graduation.
Product Knowledge - - The knowledge is specific to the organisation’s products and thus, is trained In-house
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Table 3.58 Skill Gaps in Service Support (cont.)
Service Support Operations
Possible Source Identified Gaps
Professional Knowledge:
Knowledge of Customer Handling and issue escalation process
- Various Universities / Institutes like IGNOU, NIRM, Dr Reddy’s Foundation, Centum, Future Innoversity
- Basic customer handling and grievance resolution skills are developed by various institutes, however, the new employees are taught extensively on organisation specific cases and the escalation process to follow
Computer Knowledge
e-Mail application
- Various Private Institutions like Centum, Future Innoversity
Word Processor
- Various Private Institutions like Centum, Future Innoversity
Spreadsheet Application
- Various Private Institutions like Centum, Future Innoversity
MIS/ERP
- Various Private Institutions like Centum, Future Innoversity
Competencies
Adhering to principles and values
- Competencies are developed only through training programs in-house in organizations. These are not catered to at the institutes.
Persuading and Influencing
Writing and Reporting
Delivering results and meeting customer expectations
Following Instructions and Procedures
Customer Handling - Various Private Institutions like Centum, Future Innoversity
Grievance Handling - Various Private Institutions like Centum, Future Innoversity
Aptitude
Language and Communication
- At the time of hiring, most organizations assess the aptitudes listed. However, there is no system of assessing aptitude at any stage of academics.
Service Aptitude
Helping Others
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3.9.4 Career Paths Available for Professionals in the Service Support
As seen in the fig 3.8 the role within service support grows up to the supervisor level. As this service grows for multiple products, this growth path has the possibility for growth.
Figure 3.8: Available Career Paths in Support Services
Qualification: Pursuing
Graduation/ Graduate
Work Experience:1-2 years
Key Knowledge, Abilities &
Aptitude:
- Sales and Service Aptitude
- Communication Skills and
Language Ability
- Dexterity
Associate (Level 1)
Qualification: Pursuing
Graduation/Graduate
Work Experience:2-4 Years
Key Knowledge, Abilities &
Aptitude:
- Leadership
- Planning and Organizing
- Problem Solving and Grievance
Handling Ability
Supervisor (Level 2)
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4 RECOMMENDATIONS
Identity Cards
During the data collection, the researchers found out that the young boys and girls who are eligible for getting hired in the retail sector actually lack any kind of identity cards. They cannot open bank accounts and hence can’t get hired in organizations where salary is paid only through cheque or bank transfers. Further, roles like Cashier and Delivery Driver require Identity cum Address Proof for credibility and Driving License for driving the vehicle, respectively.
Clear Assessment of Abilities
Currently, at any level of the academic cycle, there is no systematic aptitude testing. Aptitude testing at the 8th or 10th class level would help people identify certificate courses they could take up.
Relaxed qualification criteria and higher stress on knowledge, skills,
physical abilities and behavioural competencies.
Currently, for want of a better mechanism of identifying the right fit for the job, more hiring managers use qualifications and physical appearance as the measure to predict success on the job. Most of the knowledge, skills & competencies are then taught to these new hires on the job through structured trainings or informally. However, in India, with the number of students dropping out of school and looking for employment, these criteria might actually, ignore a lot of high potential youths. We recommend short certificate courses for specific fields in the retail sector. These are listed in the next point.
Recommended courses for the entry level in the retail sector
While there are a few jobs within the retail sector that need a higher qualifications, there are also many jobs that do not need a qualification higher than 8th or 10th class. These jobs need particular knowledge and skills. Listed below are the jobs that become accessible with short certificate courses. These courses are further elaborated in tables 4.1 to 4.6.
a. Entry Level Jobs in Warehouse Operations
b. Entry Level Jobs in Store (shops/ retail outlets)Operations
c. Entry Level Jobs in Café & Restaurant Operations
d. Entry Level Jobs in Production (Cooking) in Café & Restaurant Operations
e. Entry Level Jobs in Home Delivery Operations
f. Entry Level Jobs in Service Support (Call Centre) Operations
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Table 4.1: Entry Level Course for Warehouse Operations
Qualification 8th / 10th Class
Aptitude to be assessed
Clerical Ability
Organising
Manual Ability
Math Ability
Professional Knowledge and Skills
Professional Knowledge:
Stock Management 1. Handling material 2. Proper storage 3. Shelf life of various products
SOPs related to Warehouse operations
Organizational Quality Standards
Document and reporting for warehouse function Computer Knowledge: MIS/ERP
Behavioural Competencies
Working with people
Adhering to principles and values
Following Instructions and Procedures
Table 4.2: Entry Level Course for Store Operations
Qualification 8th / 10th Class
Aptitude to be assessed
Service aptitude
Sales Ability
Language Ability
Understanding Others
Helping Others
Manual Ability
Math Ability
Professional Knowledge and Skills
Professional Knowledge:
Good communication in Regional Language, Hindi and English
Basic knowledge about all the products
Knowledge of various scheme/promotions available at a given time
Basic understanding of retail operations Computer Knowledge:
Basic usage of ERP/MIS
e-mail application
Point-of-Sale software
Behavioural Competencies
Impressive self presentation
Working with people
Adhering to principles and values
Persuading and influencing
Delivering results and meeting customer expectations
Following instruction and procedures
Achieving personal work goals
Customer Handling
Grievance Handling
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Table 4.3: Entry Level Course for Restaurant Operations
Qualification 8th / 10th Class
Aptitude to be assessed
Service aptitude
Sales Ability
Language Ability
Understanding Others
Helping Others
Manual Ability
Math Ability
Professional Knowledge and Skills
Professional Knowledge:
Good communication in Regional Language, Hindi and English
Basic knowledge about all the products served (Recipe, variances available etc.)
Organization's Service Standards
Health and Safety standards of the organization
Knowledge of how schemes/promotions work
Basic understanding of retail operations Computer Knowledge:
Basic usage of ERP/MIS
e-mail application
Point-of-Sale software
Behavioural Competencies
Impressive self presentation
Working with people
Adhering to principles and values
Persuading and influencing
Delivering results and meeting customer expectations
Following instruction and procedures
Achieving personal work goals
Customer Handling
Grievance Handling
Table 4.4: Entry Level Course for Production at Cafe and Restaurants
Qualification 8th / 10th class
Aptitude to be assessed
Learnability
Professional Knowledge and Skills
Professional Knowledge:
Knowledge of kitchen operations and process of using various equipments
Knowledge of the ingredients required for various dishes
Knowledge of recipes of various dishes
Behavioural Competencies
Well groomed self presentation
Working with people
Adhering to principles and values
Following Instructions and Procedures
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Table 4.5: Entry Level Course for Home Delivery Operations
Qualification 10th class
Aptitude to be assessed
Service Aptitude
Understanding Others
Helping Others
Math Aptitude
Professional Knowledge and Skills
Knowledge of the area around the store/restaurant
Basic Arithmetic
Knowledge of driving the delivery vehicle
Behavioural Competencies
Impressive self-presentation
Adhering to principles and values
Presenting and Communicating Information
Delivering Results and Meeting Customer Expectations
Following Instructions and Procedures
Coping with Pressures and Setbacks
Customer Handling
Grievance Handling
Table 4.6: Entry Level Course for Service Support (Call Centre)
Qualification 12th class
Aptitude to be assessed
Language & Communication
Service Aptitude
Helping Others
Professional Knowledge and Skills
Professional Knowledge:
Good Communication in Regional Language, Hindi and English (Optional)
Product Knowledge
Knowledge of Customer Handling and issue escalation process Computer Knowledge:
e-Mail application
Spreadsheet Application
Word Processer
MIS/ERP
Behavioural Competencies
Adhering to principles and values
Persuading and Influencing
Writing and Reporting
Following Instructions and Procedures
Customer Handling
Grievance Handling
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 150
5 SELECTED REFERENCE
“India Retail Report”, Business Monitor International, Q1 2012,
http://store.businessmonitor.com/retail/india_retail_report ,
“Retail Sector in India”, Research and Markets , 2011
http://www.businesswire.com/news/home/20110510007182/en/Research-Markets-Retail-
Sector-India-2011--,
“Building a New India : The Role of Organized Retail in Driving Inclusive Growth”, CII – BCG
Report, Feb 02, 2011
Agarwal, V, “ India Retreats on Retail”, The Wall Street Journal Asia Business, December 8, 2011,
http://online.wsj.com/article/SB10001424052970204903804577083343062468240.html
Sharma, A. Sahu, P. “India Lifts Some Limits on Foreign Retailers”, The Wall Street Journal|
Business, January, 11, 2012.
Czrinindia, “Retailing in India”, 26 November 2007,
http://en.wikipedia.org/wiki/Retailing_in_India
“Retail Industry in India”, Corporate Catalyst India, Surveys and Reports, June 2011,
http://www.cci.in/pdf/surveys_reports/indias_retail_sector.pdf
“Presentation on Retail”, ibef.org, November 2011,
http://www.ibef.org/download/Retail50112.pdf
“Draft report on options for designing and implementing an nvqf for India”, ILO & World Bank
Report, April 2011, http://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/---sro
new_delhi/documents/genericdocument/wcms_155751.pdf)
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ANNEXURES
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 152
ANNEXURE I: OCCUPATIONAL AND QUALIFICATION MAPPING IN THE INDIAN RETAIL SECTOR (DEMAND-SIDE QUESTIONNAIRE)
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Research by People Factor Pvt. Ltd. Page 153
Brief Description
The purpose of this questionnaire is to collect information about the different roles across functions
in the retail organizations. The following set of questions is designed for understanding the various
roles available, the various activities that the role is accountable for and the qualifications, skills and
competencies that are desired. An understanding of the role is followed by questions on hiring
decision, skill gap in the available workforce, development opportunities available to the employees
and growth path within the organization.
Instructions for filling the Questionnaire
Section 1:
In sub-section 1.1, please elaborate the roles (up to the Functional Head) for the defined
functions in your organization. The function names are given based on a generic framework;
please feel free to add to the list, if required.
In sub-section 1.2, please provide a functional Hierarchy chart based on level and reporting
structure. Please provide a hierarchy chart for all functions described in Section 1.1
Section 2:
Sub-section 2.1 to 2.9 have been designed for gathering information with regard to a specific
role and would be required to be repeated for all the roles defined in Section 1.
Section 3:
This section caters to the various trainings provided by the organization for employee
growth and the various different roles that an employee can take on to further his/her
career
Section 4:
This section gathers information about the hiring decision(Institutes from where employees
are hired, skills looked for and skills not available in the market)
Thank you for your input and cooperation!
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Section 1: Organizational Information
1.1 General Information
Details of all roles for Organizational Functional Groups:
Instructions: Please describe the various roles (Up to the Functional Head role) for each function in
your organization
Fun
ctio
n
Pro
cure
men
t
Logi
stic
s
War
eho
usi
ng
Sto
res
Cu
sto
mer
C
are
Po
st S
ales
Serv
ice
An
y O
ther
(P
leas
e
Spec
ify)
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Level 7
Level 8
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1.2 Organizational Chart (Function-Wise)
Instructions: Please fill in all the roles for the each Functional Group, described in the previous sub-
section, according to level and reporting structure
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Section 2- Job-Related Information
2.1 General Information
Instructions: Please fill-in the basic details and preferred profile for this job.
Job Title
Supervisor’s Title
Department
Total Experience Required
Minimum Educational Qualification
Any other certification/training required
Preferred Gender F M
Preferred Age Group 18-24 Years 24-35 Years 36-49 Years 50 + Years
2.2 Job Summary
Role Summary:
Instructions: Please provide a two-line summary of why the role exists
The purpose of this job is to
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Principal Accountabilities:
Instructions: Please put a check mark (√) against the tasks that are required to perform well on the
given accountability
Accountability Related Tasks
Procurement and Inventory Management
Source the desired product from the new/present vendors
Maintain required level of stock in storage Raise a request and track for new stock from vendors Audit stock level and inventory on a regular basis Maintain, discount or discard age restricted items
based on the expiry date Stock rotation
Logistics
Smooth loading and unloading of goods Tracking goods in transit Maintaining communication with Vendor/Warehouse Ensuring on time delivery Ensuring complet documentation of goods
Warehousing
Coordinate for smooth delivery/dispatch of material Check the delivery related documentation for completeness
Check the quality of delivery and refuse any units that do not meet the quality standards
Arrange for storage of goods received Process perishable products like green grocery, milk
products etc. Update stock control system
Visual Merchandising
Plan and conceptualise displays according to the Visual merchandising guidelines
Choose the merchandise to feature in the display Develop drawings according to the plan Ensure that the visual merchandising project is
completed within the stipulated time and budget Arrange and display merchandise in attractive ways to
promote sales Dismantle and store displays Monitor and report the impact of a display/layout on
sales
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Accountability Related Tasks
Customer Service
Greet Customers Find out the customer’s needs Recommend, select and help locate the right
merchandise Answer customer queries regarding the store and the
merchandise Process customer’s orders Finalize the eatable products for consumption Maintain a Take-away counter Incorporate customer feedback to ease and continually
improve the shopping experience
Product Sales and Marketing
Describe a product's features and benefits Demonstrate use and operation of the product Provide information about warranties, manufacturing
specifications, care and maintenance of merchandise and delivery options
Provide information about financing available Help customer with purchase on credit/financing Maximize the product sales through various sales
promotion activities Provide sample of product to help customer in a
buying decision
Handling Payments
Quickly and efficiently receive and process cash, check and charge/credit payments
Provide change and receipts Count money, sort charge slips and balance monies Maintain sales records Submit a report of closing balance and daily cash to the
Store Manager Update details for units sold for each product in Stock
Control System or to the Store Manager at end of day Process part-exchange sales transactions Arrange for exchange of a product which has crossed
expiry date with a fresh unit at the Point of Sale
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Accountability Related Tasks
Package and Delivery
Bag, wrap or package purchases Deliver purchases to the customer’s address in the
stipulated time Post-sales order tracking Assemble product according to company guidelines and
customer’s needs at her home/workplace
Post – Sales Service
Resolve customer issues Organize and process merchandise exchanges Process repair or alteration of merchandise Understand the problem faced by the customer and
provide technical support Monitor and evaluate the service provided by external
suppliers to your customers
Security
Check the purchase payment receipt and ensure that no unpaid goods pass the security checkpoint
Ensure that no undesired objects can be taken to the shopping area
Maintain and continually improve overall security of the store
Keep an eye on all activities through video surveillance
Other
Other Accountabilities:
Instructions: Please specify any other accountability that is performed by a person in this position but
does not form a part of the core accountabilities
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2.3 Responsibilities as a Supervisor
Instructions:
This section is required to be filled only for the supervisory roles
Please put a check mark (√) according to the responsibility level for the given task
Function Authority to
Participant to
Forecasting and plan staffing needs for your team
Monitor and adjust staffing according to footfall for shifts
Interview Applicants
Recommend hiring of new employees
Coach and mentor team members
Set goals and objectives for positions
Assign and review work of team members
Monitor team’s performance and take corrective action
Conduct performance appraisals
Identify training needs and recommend for external training
Finalizing promotion as well as increment for the team
Responsible for managing Functional Group’s budget for Unit/Region
Responsible for overall performance of his/her Functional Group for Unit/Region
Work with other Functional Group Leads for developing Unit/Region level strategy
Managing overall operations for Unit/Region
Information processing, searching for trends (Operational as well as overall retail) and reporting to higher authority for strategy formulation
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2.4 Information Processing and Decision Making
Instruction:
Please explain the various planning and decision making activities that are an
integral part of this job.
Please describe the activities that the position holder is responsible for in the first
column and the one that the position holder participates to in the second column.
Decision making, planning and information processing activities that are involved in performing the job
Various decisions this position refers to a supervisor/others
2.5 People Contacts/Interactions
Instructions: Please elaborate the purpose and frequency of the various types of people
contacts/interactions which form an integral part of the job.
Contact with Frequency Purpose
Employees in own department
Daily Weekly Monthly Few times a year Never
Employees in other department
Daily Weekly Monthly Few times a year Never
Customer Daily Weekly Monthly Few times a year Never
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Contact with Frequency Purpose
Vendors/Manufacturers Daily Weekly Monthly Few times a year Never
Others (Please Specify)
2.6 Physical Requirements
Instructions:
Please rate the physical requirements for the job by putting a check mark (√) against their frequency while performing the job
Please mark (√) the various activities that require these physical strengths
Please feel free to provide input with regards to any other activity at the end of the Activity/Purpose cell for each physical strength, if required
Please add any other strength that is required at the end of table
Rating Scale:
Never Rarely Occasionally Frequently Constantly
Is not required Approximately an hour a week
Few hours a week
Most days Almost every day
Physical Requirements
Frequency Activity/Purpose
Standing Never Rarely Occasionally Frequently Constantly
Observing Work Area Communicating with co-workers Presenting products to customers
Fine Dexterity Never Rarely Occasionally Frequently Constantly
Computer Keyboard Telephone Keypad Working with Calculator
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Physical Requirements
Frequency Activity/Purpose
Walking Never Rarely Occasionally Frequently Constantly
To other departments/offices/equipments Around Work Area
Pushing/Pulling Never Rarely Occasionally Frequently Constantly
File Drawers Equipments Office Furniture Merchandise
Lifting/Carrying Never Rarely Occasionally Frequently Constantly
Supplies Equipments Books and Files
Sitting Never Rarely Occasionally Frequently Constantly
Desk Work Meeting Driving
Bending/Reaching Never Rarely Occasionally Frequently Constantly
Under Equipment Setting supplies
Foot Control Never Rarely Occasionally Frequently Constantly
Driving Operating Heavy Equipment
Talking Never Rarely Occasionally Frequently Constantly
Communicating with co-workers (Face to face and over telephone) Communicating with Customers (Face to face and over telephone)
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Physical Requirements
Frequency Activity/Purpose
Climbing Never Rarely Occasionally Frequently Constantly
Stairs Ladders Step Stool
Vision Never Rarely Occasionally Frequently Constantly
Reading documents Reading from computer screen Driving Observing work area
Other
(Explain)
2.7 Professional Knowledge
Instructions: Please put a check mark (√) against the knowledge which is required to perform well on
the job.
Professional Skills
Knowledge of customer service principles and processes
Knowledge of sales principles
Knowledge of merchandise supply chain and vendor management
Knowledge of ecommerce (B2B)
Financial and commercial acumen
Knowledge of Product Management
Knowledge of retail industry trends for the particular industry segment
Basic business administration knowledge
Knowledge of creative designing
Relevant product knowledge and training (Please provide details)
Other (Please Specify)
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2.8 Behavioral Strengths
Instructions:
This section provides an exhaustive list of various behavioral strengths that can be required to fulfill job responsibilities properly
Please rate these requirements by putting a check mark (√) against their required frequency while performing the job
Please mark (√) the various activities that require these behavioral strengths
Please feel free to provide input at the end of each cell, if required
Rating Scale
Never Rarely Occasionally Frequently Constantly
Is not required Approximately an hour a week
Few hours a week
Most days Almost every day
S. No.
Behavioral Strength Frequency Activity
1 Leading and Deciding
Deciding and Initiating Action
Never Rarely Occasionally Frequently Constantly
Leadership and Supervising
Never Rarely Occasionally Frequently Constantly
2 Supporting and Cooperating
Working with People
Never Rarely Occasionally Frequently Constantly
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S. No.
Behavioral Strength Frequency Activity
3 Interacting and Presenting
Adhering to principles and values
Never Rarely Occasionally Frequently Constantly
Relating and Networking
Never Rarely Occasionally Frequently Constantly
Persuading and Influencing
Never Rarely Occasionally Frequently Constantly
Presenting and Communicating Information
Never Rarely Occasionally Frequently Constantly
4 Analyzing and Interpreting
Writing and Reporting
Never Rarely Occasionally Frequently Constantly
Applying Expertise and Technology
Never Rarely Occasionally Frequently Constantly
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S. No.
Behavioral Strength Frequency Activity
Analyzing
Never Rarely Occasionally Frequently Constantly
5 Creating and Conceptualizing
Learning and Researching
Never Rarely Occasionally Frequently Constantly
Creating and Innovating
Never Rarely Occasionally Frequently Constantly
Forming Strategies and Concepts
Never Rarely Occasionally Frequently Constantly
6 Organizing and Executing
Planning and Organizing
Never Rarely Occasionally Frequently Constantly
Delivering Results and Meeting Customer Expectations
Never Rarely Occasionally Frequently Constantly
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S. No.
Behavioral Strength Frequency Activity
Following Instructions and Procedures
Never Rarely Occasionally Frequently Constantly
7 Adapting and Coping
Adapting and Responding to Change
Never Rarely Occasionally Frequently Constantly
Coping with Pressures and Setbacks
Never Rarely Occasionally Frequently Constantly
8 Enterprising and Performing
Achieving Personal Work Goals and Objectives
Never Rarely Occasionally Frequently Constantly
Entrepreneurial and Commercial Thinking
Never Rarely Occasionally Frequently Constantly
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2.9 Working Environment
Machine, Tools, Equipment and Work Aids used on the job (This does not include Computer,
related equipment and software):
Instructions: Please put a check mark (√) against the option which is required to perform well on the
job.
Equipment Equipment Equipment
Telephone Heavy Vehicle Copier
Fax Machine Calculator Light Vehicle
Power Jacks Pricing Guns Cardboard Bailers
Hoists Cranes Fork Lifts
Barcode Reader Debit/Credit Card Reader
Weight Scale
Any Other (Please Specify)
Computer and related equipment:
Instructions:
Please put a check mark (√) to the space provided on the right side of the listed
equipment.
Please feel free to list any other equipment that is required to perform well on the
job.
Equipment Equipment
Personal Computer Printer
Scanner Laptop Computers
Any other (Please Specify)
POS System
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Software Tool:
Instructions:
Please put a check mark (√) to the space provided on the right side of the listed
software tools.
Please feel free to list any other tool that is required to perform well on the job.
Software Tool Software Tool
Word Processor Point of Sale Software
Presentation Editor email Applications
Spreadsheet Application
Any other (Please Specify)
Primary Work Location:
Instructions:
Primary work location would mean the place where most of the working hours would
be spent
Please put a check mark (√) at the space provided below the suitable work location.
Office Environment
Warehouse Vehicle Shop Floor Outdoors (Please Specify)
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Section 3-Training and Growth
3.1 Growth within the Organization
Next role in the same function/skill set:
Instructions: Please provide the additional skills/competencies/qualification required for next level
job in the same function
Next role (Vertical-Growth)
Years of experience required
Mandatory Training (Required to be attended for any such movement to next level)
Additional Qualification required
Additional Professional Knowledge
Additional Behavioral Strengths
Changed role in another function/skill set:
Instructions:
Please provide a list of all possible roles that a person in the given role can take up for
growth within the organization
Please provide the additional skills/competencies/qualification required for next level
job in a changed skill set/function
Changed role (Horizontal-Growth)
Years of experience required
Mandatory Training (Required to be attended for any such movement to next level)
Additional Qualification required
Additional Professional Knowledge
Additional Behavioral Strengths
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3.2 Available Trainings
Professional training (In-House):
Instructions:
Please provide a list of various professional skills trainings provided by the
organization in-house
Please provide details of knowledge and competencies covered in the training
program
Professional Skills Knowledge and competencies covered
Behavioral Training (In-House):
Instructions:
Please provide a list of various behavioral skills trainings provided by the organization
in-house
Please provide details of knowledge and competencies covered in the training
program
Behavioral Skills Knowledge and competencies covered
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Professional Training (Outside Consultant):
Instructions:
Please provide a list of various professional skills trainings provided by an outside
consultant for your organization
Please provide details of knowledge and competencies covered in the training
program
Professional Skills Knowledge and competencies covered
Behavioral Training (Outside Consultant):
Instructions:
Please provide a list of various behavioral skills trainings provided by an outside
consultant for your organization
Please provide details of knowledge and competencies covered in the training
program
Behavioral Skills Knowledge and competencies covered
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Section 4- Recruitment Decision
4.1 Sources of Recruitment
Which all sources are used for recruitment of new employees (Consultants, Institutional Hiring, Walk-ins etc.)? Please describe.
4.2 Skills looked for in the recruitment process
Please describe the various skills that are looked for in the new hires (Both Professional and behavioral)
4.3 Training Gaps
Please specify the various skills which are not available in the market and thus, new hires have to be internally trained on.
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ANNEXURE II: OCCUPATIONAL AND QUALIFICATION MAPPING IN THE INDIAN RETAIL SECTOR (SUPPLY-SIDE QUESTIONNAIRE)
Occupation and Qualification Mapping in Retail Sector
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Brief Description
The purpose of this questionnaire is to gain better understanding of the various retail industry
specific courses offered by various educational/training institutes. The following set of questions has
been designed with a view to understand which all industry specific knowledge and skills are taught
to the students/trainees which make them industry ready at course completion.
Instructions for filling the questionnaire
Section 1:
This section gathers general information about the institute and the various retail
specific courses provided.
Section 2:
This section has been designed to gather component details about each course
described in Section 1.
Please note that this section would be required to be repeated for each course
defined in Section 1.
Section 3:
This section gathers information about the assessment method for the course
Please note that this section would be required to be repeated for each course
defined in Section 1.
Section 4
This section gathers information about the companies where the students get placed and
the skills/competencies desired by the organizations.
Thank you for your input and cooperation!
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Section 1: General Information
Instructions:
Specify the name of your institution
Specify the university and/or national or regional accreditation body from which it
derives affiliation
1.1 Name of the Institution
1.2 Affiliation/Accreditation
Government
Private
Public-Private Participation
1.3 Name of the courses
Instructions:
Please describe the various retail specific courses available at your institute
Please write the course name under the specific retail function(In case of
specialization)
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Course 1
Course 2
Course 3
Course 4
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Section 2: Details for Retail Specific Courses
2.1 Name of the Course
2.2 Duration of the course
Instructions: Please specify your answer by putting a check mark (√) mark in the adjacent column
Less than six months
Six months One year Two years Three years More than Three Years
2.3 Type of course
Instructions: Please specify your answer by putting a check mark (√) mark on it
S. No. Type of Course
1.
Certificate
Pre-secondary Post Secondary Post Senior Secondary
Post Graduation
2.
Diploma
Post Secondary Post Senior Secondary
Post Graduation Post Master’s
Degree
3. Degree
Graduation Post Graduation
4. Others
Refresher course Training program Internship
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2.4 Pre-requisites for admission
Instructions:
Please specify the minimum age criteria for eligibility to the course
For all other details, please specify your answer by putting a check mark (√) on it
Minimum Age
Educational Qualification
Primary Secondary Senior Secondary
Graduation Post Graduation
Entrance Examination Yes No
Previous Experience Required Not required
2.5 Mode of learning
Instructions: Please specify your answer by putting a check mark (√) mark on it
Class-room learning
Online learning Correspondence Part-time Any other (please specify)
2.6 Instruction and training process
Instructions: Please specify your answer by putting a check mark (√) in the adjacent cell
Face to face / lecture method
Personal contact programs
Self-instructional print material
Practical training programs
Audiovisual programs
Assignments/projects
Traineeship
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2.7 Curriculum
Instructions:
The course components for various courses are listed below in the form of
statements of learning outcomes for retail industry segments.
Please specify what your institution offers in terms of curriculum and skills by putting
a check mark (√) mark against the listed component.
Please feel free to specify course component not mentioned already
General Management (Retail): Knowledge Provided
General Management
Leadership Skills.
Organizational Behavior
Strategic Management and Decision Making
Project Management
Basic Sales and Marketing
Basics of Marketing
Brand Management
Sales Process- Pre-sales, sales and post sales, up-selling and cross-selling
Consumer Behavior and Selling Skills
Marketing Research & Analytics.
Retail Management
Retail History, Current Environment and Modern Retail Formats
Retail Management (General)
Retail Terminology
Statutory Requirement
Governance in the Retail Business
Retail Strategy.
Retail Selling Management
Applied Retail Research.
Retail advertising & sales promotion
Services Marketing and role of service provider
Non-Store Retailing
Retail Rural Marketing
Information Gathering and Data Analysis
Quantitative Analysis
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Supply Chain Management
Supply Chain Management
Supply Chain Strategy
Distribution & Logistics
Customer Service
Customer Facilitations
Complaint Handling
Consumer Relationship Management
Customer Handlin and Management Skills
Customer Service and Selling Skills
Basic and Advanced English/Hindi
Retail Technologies
Retail IT and Operational Automation
Point of Sale System
Retail Information systems and CRM
Store Management
Retail Store Operations and store administration
Housekeeping and Store Maintenance
Mall & Shopping Centre Management.
Store location, Site selection & Positioning
Warehousing/Inventory Management
Stock Management
Materials Management
Finance and Accountancy
Financial Management ad Costing
Accounting & Transaction Processing
Tax & Statutory Compliance
Till Management
Visual Merchandising Visual Merchandising & Space Planning.
e-Tailing
e-Commerce
e-Tailing strategy development and management.
Franchising & Virtual Retailing.
Digital Marketing,
Merchandising
Category Management – Planning, Buying and Defining Merchandising
Categorization of Products
Retail Buying & Merchandising.
Franchise Operations Franchise Operations & Management
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General Management (Retail) : Skills Developed
Personal Goal-Setting and Time Management
Adapting to the Work Place
Team Skills
Communication Skills and Body Language
Grooming, Hygiene & Personality Development
Positive Attitude
Interview and Presentation Skills
Conflict Management
Leadership Skills
Listening Acumen
Clothing & Fashion, Lifestyle and Luxury Specific Courses: Knowledge Provided
Fashion Retailing
Fashion Design process
Fashion illustration
Business of Design
Apparel Production Management
Apparel Quality Management
Luxury Retailing.
Café/ Restaurant and Wellness/ beauty and drugs Specific Courses: Knowledge Provided
Wellness Specific Courses: Knowledge Provided
Fundamental knowledge necessary for building sustainable cultures of health
Prevention theory
Health risk targeting
Evaluation, reporting and return on investment principles
Establishing exercise programs/prescriptions
Developing exercise-related goals and objectives
Training modifications and program evaluation strategies
Key terminology in medicine, health promotion, and fitness
Holistic wellness solutions through personal grooming, panch karma, ayurveda and yoga
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Service Value Chain for Guest Delight
Courtesy Techniques in Guest Management
Guest Engagement Techniques
Wellness Specific Courses: Skills and Competencies
Ability to implement self-care programs
Designing and managing program calendars
Integrating wellness management programs
Evaluating and providing reports to program stakeholders.
Beauty Specifc Courses: Knowledge provided
Cosmetology
Hair designing
Make-up
Beauty culture
Spa therapy
Hair science and styling
Skin and Eye Treatment: Anatomy and Physiology; Contraindication to facial / eye treatment that restrict treatment
Understand various appropriate facial cleansing, toning and mask products usage
Skin Analysis and consultation
Eyelash / Eyebrow Tinting; Shaping of Eyebrow
Identify various techniques on Facial Massage
Cosmetic Science of Skin Care Products
Make Up: Assess client skin condition
Contraindication to makeup
Identify different types of makeup products and their usage
Recognizing facial, eye, nose, lip shapes and corrective techniques
Day, Evening, Special occasion makeup technique
Manicure and Pedicure: Contraindication to nails; Techniques of Filing and Shaping of Nails; Techniques of Cuticle Trimming; Techniques of Buffing; Techniques of Perfect Nail Polish Application
Massage techniques on Hand, Forearm, Foot and Lower Leg; Anatomy and Physiology
Waxing: Identify various waxing and their usage; Contraindication to waxing; Client Aftercare; Anatomy and Physiology
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Café/Restaurant Specific Courses: Knowledge Provided
Human Nutrition - Major food groups and their importance in a nutritional diet; factors in nutrition from compatibility and range of ingredients through to healthy cooking and eating methods.
Cooking - Includes various cooking methods for a variety of different foods, covering both palatability and digestibility through to the nutritional value in processing foods.
Kitchen & Food Management - Learn to maximise efficiency and service through proper management of kitchen facilities, including the handling of food storage and preparation, hygiene and ethics.
Planning A Menu - Covering menu planning for the needs of special groups in different situations, including children; adolescents; elderly people; expectant and nursing mothers; immigrants; vegetarians and other health related diets. Menu creation and yield management
Alcoholic Beverages - Learn how to provide adequate variety and product knowledge in order to manage the provisions of alcoholic beverages appropriately for different situations.
Tea, Coffee and Non-Alcoholic Beverages - Provides an understanding of non-alcoholic beverages available in the catering industry and how they should be made and served.
Scope & Nature Of Catering Services - Learn to understand the differences in appropriate management and catering for a variety of situations from pubs to a-la-carte
Personnel Management -(waiting skills, staffing a restaurant, kitchen etc) This lesson covers the management of people in the food and restaurant industry, including training programs, job specifications, recruitment etc.
Management Of Catering Services - By consolidating the skills developed throughout this course you are given a comprehensive understanding of marketing through to food purchasing in order to effectively manage in the food and beverage industry.
Learn use of vending machines for: •Cigarettes •Confectionary and snack foods • Milk • Soft Drinks • Tea and Coffee
Preparing and cooking food centrally –packing it into units, or plating it individually. Freezing food and reheating it in the ward kitchen can then be done as required
Table service, counter service, cafeteria service, free flow, Fast Food Operations & Take-aways
Purchasing-Describe the key aspects of purchasing principles and their impact on a business
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Describe the role of schedules, plans and controls in managing the operation
Describe stages of marketing a fast food business
Assess physical plant and equipment needs for a typical fast food business
Kitchen design and equipment
Dining and scullery skills
Linen maintenance
Kitchen and Restaurant organization
Personal attitudes, uniform, personal hygiene and appearance
Restaurant economics
Restaurant marketing
Control System: necessity for restaurant control system, functions and forms
KOTS and bills
Restaurant sales summary
Safety Guidelines to follow
Café/Resturant Specific Courses: Skills and Competencies
Ability to explain the role of different food types in human health.
Managing provision of kitchen facilities, and handling of foodstuffs (including food storage and preparation), in order to maximise efficiency, hygiene and service with the restrictions of facilities available
Planning menus or list of food products for sale, appropriate to different situations.
Managing the provision of alcoholic beverages appropriately, in different situations
Cleaning and polishing of various restaurant equipments
Setting up the side station
Laying and relaying table cloths
Laying different types of covers.
Service: a) Welcoming and seating a guest
b) Presentation of menu
c) Order taking and service of the order
Napkin folding
Investigate sources of recipes and assess ways of adapting recipes
Demonstrate use of specifications to control and manage the operation
Designing a kitchen, storage and servery based on established principles
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SECTION 3: Course Assessment and Evaluation Components
Instructions:
This section deals with the when and how of the evaluation or assessment process conducted by institutes for each course.
Please indicate your choice of answer by putting a Check mark (√) in the adjacent column
3.1 Assessment is done
Instructions: Specify the time-period when evaluation or assessment is done for the course
Monthly Quarterly Bi-annually
Annually At the completion of course (please specify time- period
3.2 Medium of evaluation
Instructions: Specify the written or oral mode of evaluation (or language used in assessment of
subjects)
English Hindi Regional Language
Other Skills Developed
Instructions: Other than the generic skills mentioned above, there are some specific skills which play
pivotal role in retail sector. Kindly specify the skills and competencies imparted by your institution by
ticking them. Any others, please specify
Driving Experience and Maintenance Ability
Entrepreneurship Training Experience
On-the-Job Training/Industrial Experience
Secretarial/Typing Experience
Computer literacy
Accounting/Bookkeeping Skills
Administrative Management Skills
Foreign Language Ability
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3.3 Components of evaluation
Instructions: For each component, kindly specify the weightage given to it in the final assessment or
evaluation
Components Weightage
Theory examination
Practical Examination
Internal Assessment (Periodical Tests, Viva-Voce, Assignments, Projects, etc.)
On- Job Training
Any other (please specify)
Section 4: Placement Process
4.1 Placements
Instructions:
Kindly specify the type of placements occurring for the afore mentioned course as part of your institution.
Please indicate the percentage for each type of placements
Type Percentage
Organized placements
Unorganized placements
Any other (please specify)
4.2 Percentage of placement
Instructions:
Kindly indicate the approximate percentage of placement taking place from your institution for the past five years for this particular course.
Kindly indicate your choice by putting a check mark on the option provided
≤25% ≤ 50% ≤75% ≤100%
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4.3 Hiring Criteria
Instructions: Kindly specify the weightage given to the following components of selection criteria by the organizations which visit your campus
Criterion Weightage
Academic Scores
Skills
Training/ internship
Projects/ Assignments
Any other (Please specify)
4.4 Hiring Process
Instructions: Specify the components of hiring process that help in assessment and evaluation of prospective candidates as per the hiring companies and their respective weightage in final selection
Hiring Component Weightage
Written examination
Group Discussion
Interview
Any other (please specify )
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4.5 Industry
Instructions:
Please specify the percentage (approximate) of students passing out from your institution who get placed in these industry segments respectively.
Any other industry, please specify
Industry Percentage
Food & Grocery
Clothing & Fashion
Wellness/ Beauty & Drugs
Lifestyle
Café/ Restaurant
Luxury
Any Other (Please Specify)
4.6 Job Profiles
Instructions: Please specify the percentage of students getting into each of these job roles. Any other, please specify
Managerial
Sales executive
Supervisory
Merchandiser
Floor/Store Executive
Any other, please specify
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4.7 Name of the Hiring Companies
Instructions: List at least three major hiring companies of the last five years:
1. __________________________________
2. __________________________________
3. __________________________________
4. __________________________________
5. __________________________________
4.8 Training period at the company
Instructions: Indicate the tentative period of training a candidate has to undergo in the industry in the initial stages of his job. Indicate your answer by putting a tick (√) mark in the adjacent column of your choice
Less than or equal to three months
Less than or equal to six months
Less than or equal to one year
More than one year
4.9 Skill Gaps
Instructions: Lastly, specify the skills which according to you are demanded by retail industry and which the institute does not cater to. This can be in the form of suggestions and will help the researcher to formulate the future requirements and trends in this industry
1. ____________________________________
2. ____________________________________
3. ____________________________________
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ANNEXURE III: THE COMPETENCY FRAMEWORK
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The Competency Framework
The Competencies that form the part of the Job Descriptions have been taken from SHL’s Universal
Competency framework. Though the framework is exhaustive and includes all work related
competencies, we’ve added two more competencies in the list; Customer Handling and Grievance
Handling. These two specifically address the client handling situations in the retail sector.
Deciding and Initiating
Making things happen
Expressing confidence in own ability to select the appropriate course of action
Acting on own initiative without being prompted
Standing by own decisions and taking responsibility for them
Taking risks rather than missing opportunities
Making decisions despite uncertainties or pressures
Leading and Supervising
Delegating work to others on the basis of their abilities and resources available to them
Providing others with a clear direction
Identifying and recruiting high-calibre individuals
Identifying development needs and providing resources to support learning
Providing others with constructive feedback and guidance on how they may best apply
their talents
Monitoring others' behaviour to ensure appropriate standards are met
Inspiring enthusiasm and a positive work attitude in others
Working with People
Showing tolerance and consideration for others
Showing an interest in the attitudes, views and motives of others
Inviting suggestions from others when making decisions
Expressing appreciation of others when they produce good work
Taking time to find out what others have tosay
Creating a sense of team spirit by encouraging harmony, co-operation and
communication
Supporting others, facilitating their work and defending them when appropriate
Adhering to principles and values
Adhering to ethical values consistent with those of the organisation
Maintaining confidentiality
Showing responsibility towards the community and the environment
Acting consistently in accordance with clear ethics and values
Treating all individuals in a fair and consistent manner
Enforcing equal opportunities practices
Relating and Networking
Establishing an effective network of links with individuals inside and outside the
organisation
Quickly building rapport and making people feel at ease
Using people networks to the advantage of the organisation
Managing disagreements with tact and diplomacy
Maintaining good relationships across various organisational levels
Relating well to people at all levels
Persuading and Influencing
Influencing the course of conversations and guiding them to a desired endpoint
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Making use of political processes to influence and persuade others
Creating an immediate, positive and credible impression on others
Negotiating well using a variety of approaches
Closing deals, sales or discussions with firm agreement on both sides
Promoting and defending own ideas or ideas on behalf of the organisation
Writing and reporting
Writing in a way that captures the reader's interest and attention
Preparing written documents at a level appropriate to the intended audience
Writing clearly, succinctly, avoiding unnecessarily complicated language
Producing written documents that are free of errors, accurate and logically structured
Applying Expertise and Knowledge
Capably answering technical questions from clients or colleagues
Demonstrating detailed job knowledge and expertise in own area
Having a good working knowledge and experience across a range of functions
Knowing the technical requirements of the job
Maintaining up-to-date job knowledge
Analysing
Demonstrating an understanding of complex inter-relationships in an overall system or
process
Identifying the underlying relationships, patterns and causes and effects
Producing workable solutions that meet the demands of the situation
Probing and questioning information
Drawing accurate inferences from available information
Making logical, rational and well-reasoned judgements
Learning and Researching
Gathering comprehensive information from a range of sources
Devising initiatives for sharing knowledge usefully across the organisation
Responding rapidly to new information with useful insights
Absorbing new information quickly
Contributing to systems that allow individuals to share information
Creating and Innovating
Producing imaginative solutions
Producing new ideas, approaches and insights
Improving work performance and systems by introducing new ideas
Constantly seeking opportunities for innovation
Formulating Strategies and Concepts
Having a clear vision of long-term goals that people can aspire to achieve
Working to realise long-term organisational goals
Considering the impact of current work on future possibilities
Taking account of a wide range of issues across, and related to, the organisation
Developing strategic plans to achieve long term organisational goals
Demonstrating awareness of a very broad range of issues related to own work
Planning and Organizing
Managing and organising time effectively, allocating realistic timescales for activities
Monitoring own and others' progress against deadlines and milestones
Developing comprehensive project plans that take account of potential problems
Setting clearly defined objectives
Optimising use of available people, equipment
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and financial resources to accomplish tasks
Identifying priorities and action steps for achieving objectives
Delivering Results and meeting Customer Expectations
Approaching work in an orderly and systematic manner
Working hard to anticipate, identify and meet customer needs
Challenging self and others to achieve high productivity
Setting high quality standards against which to compare own and other's work
Driving projects to results
Maintaining professional, high quality work even at a very detailed level
Following Instructions and Procedures
Meeting personal and legal obligations of the position held
Arriving on time for work, meetings and appointments
Accepting direction without unnecessarily challenging others' authority
Following safety rules and regulations
Showing commitment to the organisation
Following recommended working procedures, organisational policies and regulations
Adapting and Responding to Change
Adjusting to change positively Being open to new ideas
Effectively relating to and communicating with people of different cultures
Adapting to changing circumstances
Adopting the most appropriate interpersonal style for each situation
Working comfortably in ambiguous situations
Coping with Pressures and Setbacks
Maintaining a positive outlook in the face of difficulties
Approaching criticism as suggestions for development rather than personal attacks
Remaining objective and focused on work when under pressure
Remaining positive despite difficulties
Keeping emotions under control during difficult situations
Achieving Personal Work Goals & Objectives
Accepting and tackling demanding goals
Aiming to improve on own performance
Seeking progression to roles of increased responsibility
Working through challenges to achieve success
Investing a lot of time and energy in work
Working longer hours when necessary
Entrepreneurial & Commercial Thinking
Using financial information to monitor organisational performance and guide decisions
Seizing and acting on opportunities for new business
Using every opportunity to reduce costs
Monitoring competitor activity and market environment
Thinking in terms of profit, loss and added value
Customer Handling
Mature understanding of the customer’s need for space and for support
Understanding the customer’s profile and both the stated and unstated requirements
Judging the customer’s tastes and making intelligent recommendations
Building a rapport with the customer in order to up-sell and cross-sell
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Grievance Handling
Expressing empathy with the customer
Owning and taking charge of the situation
Understanding the gravity of the situation and escalating to the right persons on time
Following up with the customer to ensure complete satisfaction
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ANNEXURE IV: LIST OF APTITUDES AND ABILITIES
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List of Aptitude and Abilities
Artistic Ability The ability to create something new and beautiful out of ordinary things without any instructions/guidance to support .
Clerical Ability The ability to structure and maintain information in such a fashion that it can instantly be retrieved as and when required.
Helping Others The bent towards guiding/helping another person to get out of a troubling or unwanted situation.
Language and Communication
Ability to communicate effectively in oral and written form. This includes forming logical sentences and providing information effectively.
Learnability Ability to pick up new concepts or skills and apply the learning to similar new skills.
Manual Ability Physical strength and ability to bear physical stress for performing the desired job.
Math Aptitude Being good with basic calculations and tendency to use basic mathematical concepts to work with data for solving problems.
Organizing Ability to work in a systematic fashion.
Reading Ability Tendency towards reading thoroughly and then applying that information to real life situations.
Scientific Aptitude Basic judgment ability for deriving cause and effect relationship between various events and an analytical bent of mind.
Service Aptitude The aptitude of taking instruction and working for another person
Spatial Perception The ability to comprehend spatial arrangement of various things/places. This would include the ability to imagine the look of drawings/concepts as they would look in reality.
Teaching Ability The ability to provide knowledge and guidance to other people.
Understanding Others
Ability to comprehend both verbal and unsaid information provided by another person. This includes basic comprehension of oral and written information as well as a basic understanding of various gestures.
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ANNEXURE V: PROFILES OF PARTICIPANT ORGANIZATIONS
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This annexure contains the profiles of the participating organizations. The list is given below.
Sl. No
Retail Industry Sub-Segments
Organization/ Group Brand
1 Value Retail Future Group Reliance Group
1. Big Bazaar 2. Reliance Fresh
2 Cash & Carry Bharti- Walmart Metro Cash & Carry International
3. Best Price Modern Wholesale
4. Metro
3 Clothing and Fashion Benetton ITC Future Group
5. Benetton 6. Wills Lifestyle 7. Pantaloon
4 Wellness / Beauty and Drugs
Religare 8. Religare Wellness
5 Lifestyle Fab India Overseas Future Group
9. Fab India 10. Home Town
6 Café /Restaurant Devyani International Amalgamated Bean Coffee Trading Co. Moods Hospitality Pvt. Ltd.
11. Pizza Hut 12. KFC 13. Costa Coffee 14. Café Coffee Day 15. Yo! China
7 CDIT Tata Group Reliance Group Future Group
16. Croma 17. Reliance Digital 18. E-Zone
Occupation and Qualification Mapping in Retail Sector
Research by People Factor Pvt. Ltd. Page 200
I Value Retail & Cash & Carry
1. Big Bazaar Overview
Big Bazaar is a subsidiary of Future Group which is an organization with diverse stakes in financial,
service and retail market segments. The stores were started in 2001 with the intention of replicating
the feel of Indian Bazaar accompanied by the choice, convenience and hygiene of a modern retail
store and soon Big Bazaar grew into a household name by standing true to its tagline “Isse sasta aur
acha kahin nahi”.
Products
The merchandise includes a wide range of products starting from food & grocery to toys, furniture,
utensils, crockery, electronics and Clothing & accessories for men, women and children
Locations
The organization has more than 150 stores in 90 cities across India
Future Plans
The organization had seen a tough time in 2008-2009 with many retail formats of Future Group
failing or receiving a major dip in sales. This has led to a strategic shift in the way business is
conducted and Future Group is now focusing on its major retail formats, particularly Big Bazaar. Big
Bazaar now has changed its tagline to “Naye India ka bazaar” and aims to enhance customer
experience further by adding various popular brands to the Big Bazaar portfolio. The organization
has left the past behind and intends to continue with the expansion into tier 2 and 3 cities. The
organization has clear plans to increase combined operating retail space from 15.0 million square
feet to 25.0 million square feet in the next three to four years.
Further, with an estimated revenue of Rs 18,000 to Rs. 20,000 crore (For year 2012) and Rs. 1,500 to
Rs. 2,000 crore in cash flows, Future Group, is keeping itself open to mergers and acquisitions in its
retail business.
Similar other companies
Star Bazaar
Vishal Megamart
More
Spencer’s Hypermarket
Reliance Fresh
External Links
“Big Bazaar completes 10 years”, Nov 17, 2011 (http://www.pantaloonretail.in/media/big-bazaar-completes-10-years.html)
Pantaloon Retail (India) Ltd. Annual Report 2010-11 (http://www.pantaloonretail.in/pdf/PRIL_Annual_Report_2010-11.pdf)
Samar Srivastava, “Kishore Biyani is Back from the Brink”, September 10th, 2010, Forbes India (http://forbesindia.com/article/big-bet/kishore-biyani-is-back-from-the-brink/16992/0)
Occupation and Qualification Mapping in Retail Sector
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2. Reliance Fresh
Overview
Reliance Fresh is the brand of Reliance Industries which was Reliance’s foray into the retail industry.
The retailing in food segment was a very calculated choice as food accounts for 55 percent of the
Indian retail market and this segment had not received funding from many retailers. Reliance
developed an extensive retail supply cold chain wherein the company bought directly from the
farmers (a “Farm to Fork” model) and thus, reduce spoilage and encash better margins by removing
middle men.
Reliance Fresh opened its first store at Hyderabad in November, 2006 and since then; Reliance Fresh
has grown into an organization that caters to millions of customers, thousands of farmers and
vendors.
Products
The products available at Reliance Fresh stores include fresh vegetables and fruits; grocery; general
and convenience merchandise. The product range includes both outside and own brand “Reliance
Select”.
Locations
The organization has a pan-India network of stores in various cities like Hyderabad, Chennai, Delhi,
Bangalore, Vishakhapatnam etc.
Future Plans
The organization is constantly developing its supply chain infrastructure and implementing a pan-
India organized retail network.
Similar Other Companies
ITC Choupal Fresh
Spencer’s
External Links
Samar Srivastava, “Kishore Biyani is Back from the Brink”, September 10th, 2010, Forbes India (http://forbesindia.com/article/big-bet/kishore-biyani-is-back-from-the-brink/16992/0)
Reliance Fresh Limited Annual Report 2009-2010 (http://ril.com/rportal1/DownloadLibUploads/9%20Reliance%20Fresh%20Limited.pdf)
www.ril.com
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3. Best Price Modern Wholesale
Overview Best Price Modern Wholesale is a brand owned by Bharti -Walmart Pvt. Ltd., a 50:50 joint venture
between Bharti Enterprises (India’s leading business group with interests in telecom, agri-business
and retail) and Walmart Stores Inc (World’s leading retailer). The joint venture caters to wholesale
business-to-business, cash-and-carry and back-end supply chain management operations. The target
clientele of the organization consists of restaurant owners, hoteliers, caterers, fruit and vegetable
resellers, kiranas, other retail store owners, offices and institutions.
Products Best Price Modern Wholesale store stock over 6000 items, including a wide range of fresh, frozen
and chilled foods; fruits and vegetables; dry groceries; personal and home care items; hotel and
restaurant supplies; apparels; office supplies; and other general merchandise items.
Locations The organization had established the first Best Price Modern Wholesale at Amritsar in May 2009 and
since then, has added 15 more wholesale stores to its portfolio. The organization now has stores at
Amritsar, Zirakpur, Jalandhar, Kota, Bhopal, Ludhiana, Raipur, Indore, Vijaywada, Meerut, Agra,
Lucknow, Jammu, Guntur, Aurangabad and Bathinda.
Future Plans Bharti Walmart Pvt Ltd expects to open 12-15 new Best Price Modern Wholesale stores and employ
approximately 5,000-6,000 people in 2012. Bharti Walmart is also working towards expanding its
presence in South and Central India.
Similar Other Companies Tesco
Carrefour
External Links www.bharti-walmart.in
www.bharti.com
www.walmart.com
Business Standard, January 9thm 2012, (http://business-standard.com/india/news/walmart-upbeatindian-market/461216/)
Occupation and Qualification Mapping in Retail Sector
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4. Metro Cash ‘n’ Carry
Overview
METRO Cash & Carry (German wholesale giant) started operations in India in 2003 with two
Distribution Centers in Bangalore. With this METRO introduced the concept of Cash & Carry to India,
and the initial success has fueled METRO’s expansion through its concept of Business to Business
(B2B) Wholesale to other cities in the country. The store is a one-stop business-to-business store
that meets the day-to-day needs of restaurant owners, hoteliers, caterers, fruit and vegetable
resellers, kirana stores, offices and institutions.
Products
METRO offers assortment of over 18000 articles across food and non food at the best wholesale
prices to business customers such as Hotels, Restaurants, Caterers, Food and Non-food Traders,
Institutional buyers and professionals.
The products available are:
The food category contains over 8,000 food items including Dairy, frozen and bakery; fresh fish and sea foods; meat; general grocery; confectionary; beverages, wines and spirits; detergents and cleaning materials; health and beauty; dried fruit and nuts; and tobacco
The non-food category contains over 10,000 non-food items including office equipment, media/accessories, home electrics/improvement, household, home decoration/seasonal, home textiles/ladies wear/menswear/children wear and sports/toys/luggage/shoes/leather goods
Locations
The organization has stores at Bangalore, Hyderabad, Kolkata, Mumbai and Ludhiana
Future Plans
METRO Cash and Carry intends to expand its wholesale store network by investing Rs. 2,400 crore
for opening 8-10 stores in India annually for the next four years
Similar Other Companies
Tesco
Carrefour
External Links
www.metro.co.in
PTI, “METRO Cash and Carry to invest Rs. 2,400 Crore to open new stores”, November 17, 2011 (http://www.livemint.com/2011/11/17174300/Metro-Cash-amp-Carry-to-inve.html)
Occupation and Qualification Mapping in Retail Sector
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II Clothing and Fashion
5. Benetton India Private Limited
Overview
The Italian fashion apparel firm Benetton, established in 1965 by the Benetton family in Ponzano
Veneto (North-East Italy), had entered the Indian market in 1991-92 as a 50:50 joint venture partner
with the DCM Group. The growth opportunity provided by the Indian market lead to the decision of
taking up 100 percent holding for Benetton India and making it a subsidiary concern of the Benetton
Group. With a manufacturing unit in Gurgaon and a network of other suppliers, the organization
sources most of products for the Indian and other South-East Asian markets from India itself.
The organization operates in the Fashion retail segment through company owned and franchised
stores across the country, many of which are megastores.
Products
The products include clothing and accessories collection for men, women and children
Locations
The organization has around 425 stores in over 100 towns and cities across India.
Future Plans
The organization is considering to rapidly expanding its store network by entering smaller markets in
India, considering the profitability of the India operations in recent years. The organization intends
to double the total number of stores from 425 to 850 in the next five years.
Similar Companies
Espirit
Forever 21
Tommy Hilfiger
FCUK
GAP
External Links
PTI, “Benetton to double store count in India in five years”, November24th, 2011, livemint.com (http://www.livemint.com/2011/11/24165856/Benetton-to-double-store-count.html)
www.benettongroup.com
Occupation and Qualification Mapping in Retail Sector
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6. Will Lifestyle
Overview
ITC’s retailing business division Wills Lifestyle has been established as a vibrant and fashionable
brand for the premium consumer. The organization entered the apparel retail business in the year
2000 with casual wear apparel range and slowly grew its range over the years to include apparel for
every occasion, designer wear, fragrances and beauty products. The organization conducts business
through own stores as well as franchised stores across India.
Product
The product range consists of casual and formal apparel, accessories, fragrances, bath and body care
products. The product range also constitutes Wills Signature that is designer wear created by the
leading fashion designers of India.
Locations
The organization has around 80 stores across India.
Future Plans
The organization has been seeing substantial growth in recent times and now intends to expand in
tier 2 and tire 3 cities by opening 20 stores in the year 2012. However, Wills Lifestyle would be taking
the franchisee route for this rapid expansion. The organization has also started experimenting with
various formats of specialty and boutique stores which offer premium range of designs to better suit
ITC’s customer base.
Similar Other Companies
Shopper’s Stop
Lifestyle
External Links
Vivek Sinha, “Wills Lifestyle now eyes smaller cities”, October 27th, 2011, Hindustan Times (http://www.hindustantimes.com/business-news/CorporateNews/Wills-Lifestyle-now-eyes-smaller-cities/Article1-761903.aspx)
www.willslifestyle.com
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7. Pantaloons
Overview
Started in 1997, the first Pantaloon outlet in Kolkata was the start of Future Group’s retail business.
The lifestyle store, at first, sold only external brands to a loyal customer base consisting of middle
class and upper middle class individuals across age and gender. The retail chain has gradually added
private labels to the product range keeping close to the basics of successful lifestyle retailing,
maintaining the convenience factor and yet fueling the aspiration in the mind of the customer.
Products
The products of this fashion retail chain include a wide range of clothing for men, women and
children for all occasions. The lifestyle products include both private labels and third party brands.
Locations
The lifestyle brand has more than 60 outlets across India including bothe metros, tier 2 and tier 3
cities.
Future Plans
The organization would continue with the expansion into tier 2 and 3 cities with clear plans to
increase combined operating retail space from 15.0 million square feet to 25.0 million square feet in
the next three to four years. 10 new pantaloon stores would be added to the present network in the
year 2012.
Similar Other Companies
Wills Lifestyle
Westside
Lifestyle
Shopper’s Stop
Globus
External Links
“Big Bazaar completes 10 years”, Nov 17, 2011 (http://www.pantaloonretail.in/media/big-bazaar-completes-10-years.html)
Pantaloon Retail (India) Ltd. Annual Report 2010-11 (http://www.pantaloonretail.in/pdf/PRIL_Annual_Report_2010-11.pdf)
“Pantaloons launches concept store in Vizag”, December 30, 2011 (http://www.thehindubusinessline.com/industry-and-economy/marketing/article2760961.ece)
Occupation and Qualification Mapping in Retail Sector
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III Health & Wellness
8. Religare Wellness
Overview
Religare Wellness (formerly Fortis Healthworld) is a leading pharmacy chain which has pioneerd the
concept of putting health solutions on the retail map. As a part of the vision of Fortis Healthcare and
Religare Enterprises, Religare Wellness is setting up a Pan India World Class Retail Network of health
stores that provide comprehensive solutions under one roof.
The organization operates under two models: company operated neighborhood and hospital
pharmacies, and Franchisee owned outlets.
Products
The stores offer a bouquet of health/wellness products including a full range pharmacy with a wide
assortment of ayurvedic and homeopathic remedies; health and food supplements; and personal
care products. The stores also provide value-added services like free home delivery of healthcare
products and pathological sample collection.
Locations
It currently operates a pan India network of 130 stores spread across cities like Delhi, Mumbai,
Bangalore, Chennai, Pune, Gurgaon, Noida, Faridabad, Jaipur, Lucknow and Amritsar.
Future Plans
Religare Wellness, operating in a retail space which provides margins as high as 40-50%, is focusing
on extending operations at 26 cities in India in the near future. The long term strategy is to
developing an over 1000 outlet pan-India network comprising metropolitan, tier 2 and 3 cities.
Similar Other Companies
Apollo Pharmacy
MedPlus Health Services
Guardian Lifecare Private Limited
Rx Pharmacy (Alankit Life Care Ltd.)
Health and Glow
Himalaya Healthcare
Zydus Wellness
External Links
www. religarewellness.com
Rajarshi Bhattacharjee, “A new prescription for growth”, December 12, 2011 (http://business-standard.com/india/news/a-new-prescription-for-growth/458181/)
Occupation and Qualification Mapping in Retail Sector
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IV Life Style
9. Fab India Overseas Pvt. Ltd.
Overview
Started by John Bissell in 1960 with the aim of bringing the vast and diverse Indian craft tradition to
the centre stage of the global market, Fabindia has gradually carved out a place for itself in the niche
market for Indian Traditional Crafts. At a time when most organizations aim at gaining as much
attention by growing in breadth and marketing extensively, this organization has tiptoed its way to
success by limiting its marketing to the word of mouth and adding only those segments which align
with its core strength, “The Indian Feel”.
A privately held company run by the Bissell family and close friends, Fabindia has earned accolades
for almost singlehandedly creating a network of 40,000 rural craftsmen skilled in dying crafts. The
organization has also stayed true to its social goal by establishing a unique model of inclusive
capitalism wherein companies owned by the artisan communities themselves provide all the
supplies for Fabindia stores.
Products
The organization brings forth a product range consisting of garments for all ages; garment
accessories; home accessories, home linen, furnishings, stationery, organic foods and Personal care
products.
Locations
Fab India has a presence in 63 cities of 5 countries: India, UAE, Nepal, Italy and Mauritius; with its
146 stores.
Future Plans
The organization intends to scale up its network of stores by opening around 30 new stores in tier 2
and 3 cities by the end of this year. These stores will fall under a new store format called Micro
Stores with shopping area of around 600-800 feet and doing a monthly business of around Rs. 50
Lakhs. Moreover, Fabindia is moving on to adding concepts stores for its Furniture segment which
has been sold through the a common store for all Fabindia merchandise till now
Similar Other Companies
Khadi Gram Udyog
Cottage Industries
Khaddar
Wishful
Good Things
Cottons
External Links
www.fabindia.com
Mitu Jayashankar, Nilofer D’ Souza, Udit Misra, “Fabindia’s Tightrope Walk”, Forbes India, Nov 2, 2011 (http://forbesindia.com/article/big-bet/fabindias-tightrope-walk/29762/1?id=29762&pg=1)
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10. Home Town
Overview
HomeTown is a complete home making solutions brand promoted by Home Solutions Retail (India)
Limited. Incorporated in October 2004, Home solutions marked Future Group’s foray into the
specialized Home retail business. The company establishes large format stores which are divided
into three sections- exhibitions (live displays to help customers imagine the look of their room if they
purchased from HomeTown), markets (features various home furnishing and home décor products)
and services (all the services required for home making/improvement are made available).
Products
The organization presents a whole variety of products related to home making/home improvement
and the range includes paints, tiles and flooring, electrical fittings, hardware, electronic appliances,
home décor and furniture
Locations
The organization has 10 stores located at Ahemdabad, Bangalore, Hyderabad, Indore, Kolkota,
Lucknow, Mumbai, Noida and Pune.
Future Plans
The organization would continue with the expansion into tier 2 and 3 cities with clear plans to
increase combined operating retail space from 15.0 million square feet to 25.0 million square feet in
the next three to four years.
Similar other companies
Westside (Trent Limited)
External Links
Pantaloon Retail (India) Ltd. Annual Report 2010-11 (http://www.pantaloonretail.in/pdf/PRIL_Annual_Report_2010-11.pdf)
Pantaloon Letter of Offer (http://www.sebi.gov.in/dp/pantaloon.pdf)
Occupation and Qualification Mapping in Retail Sector
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V Café & Restaurant
11– 13 Pizza Hut, KFC, Costa Coffee
Overview
Devyani International is the food arm of RJ Corp which has strong and diversified portfolio with
interests in Pepsi Bottling, Beer, Cream Bell ice cream, Milk, Stem Cell Banking, Real Estate and
Education. Devyani International, as the food business, is the master franchisee of quick service
restaurants like Pizza Hut, KFC (Brands owned by Yum Restaurants) and Costa Coffee for India
operations and operates more than 200 food and beverage outlets across India. Moreover, 2011 saw
the starting of Devyani venturing into South Indian Food segment with its own brand “Vango” which
capitalizes on all the experience gained through working as a franchisee for world famous QSR
names.
Products
The organization provides a full range of food and beverages including Pizzas, Chicken dishes, Pastas,
Mock tails, Coffee, Ice Cream and South Indian dishes.
Locations
Devyani International owns and operates 120 plus Pizza Hut and KFC restaurants (India, Nepal and
Nigeria), 90 plus Costa Coffee stores (India), “Food Street” food courts at the Domestic and
international Airport (Delhi & Mumbai) and “Vango” South Indian cuisine restaurants (Noida and
Gurgaon).
Future Plans
Devyani International has recently sold a 10% stake to ICICI Venture and raised Rs. 750-200 Crore to
fuel its expansion plans. The organization intends to use this funding to double the number of stores
for KFC, Pizza Hut, Costa Coffee and Vango stores by adding 250 stores in 2012. Moving forward, it
intends to open a store every day in the year 2013 with every store costing Rs. 2-3 Crores.
The company also plans to float an IPO by the year 2013 and the funds raised are expected to
support expansion of KFC stores run by RJ Corp in Africa apart from the investment in India
operations.
Similar Other Companies
Jubilant Foodworks (Master franchisee for Domino’s Pizza chain in India)
Hardcastle Restaurants Pvt. Ltd. (Owns and Operates Mc Donald’s in South and West India)
Connaught Plaza Restaurants Pvt. Ltd.(Owns and Operates Mc Donald’s in North and East India)
Pizza Corner India (Pvt.) Ltd.
Subway Systems India Pvt. Ltd.
Occupation and Qualification Mapping in Retail Sector
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External Links:
Ratna Bhushan, “Won’t Experiment with Working Formats: Joshi”, The Economic Times, May 20th, 2011 (http://lite.epaper.timesofindia.com/getpage.aspx?articles=yes&pageid=4&max=true&articleid=Ar00401§id=2edid=&edlabel=ETBG&mydateHid=20-05-2011&pubname=Economic+Times+-+Bangalore+-+Business+Of+Brands&title=Won%E2%80%99t+Experiment+with+Working+Formats%3A+Joshi&edname=&publabel=ET)
Ratna Bhushan and Chaitali Chakravarty, “Growth in food sector is unrealistic; look to double
our business at Devyani International: Ravi Jaipuria”, The Economic Times, Dec 16, 2011
(http://articles.economictimes.indiatimes.com/2011-12-16/news/30525166_1_rj-
corp-devyani-international-vaango)
www.dil-rjcorp.com
Occupation and Qualification Mapping in Retail Sector
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14 Café Coffee Day
Overview
Café Coffee day is a divison of India’s largest coffee conglomerate, Amalgamated Bean Coffee
Trading Company Limited. A Café chain started a decade back in 1996; CCD has grown into India’s
biggest café chain and is all poised to rub shoulder with the best in the world. The company is
renowned for the total vertical integration wherein the company owns the whole process of “Bean
to Cup”. From planting the coffee to making the coffee vending machine and even the furniture for
the cafes, everything is done in-house to cut costs.
Products
Cafe Coffee Day's menu ranges from a range of coffees, food, desserts and pastries. The organization
also merchandises products like tea/ coffee powders, cookies, mugs, coffee filters, etc.
Locations
The organization has around 1200 CCD outlets across India. The network is spread through the
length and breadth of the country from Katra in J&K to Krishnagiri in TN and various places in
between.
The organization also has retail outlets at Vienna, Prague and Karachi
Future Plans
CCD has a vision of growing into top three retail coffee brands in the world and the short term goal is
to have 2000 stores in India and 200 overseas, mostly in Eastern Europe, by December 2014.
Similar Companies
Starbucks
Dunkin Donuts
Tim Hortons
Mc Café
Costa Coffee
External Links
K.R. Balasubramanyam,“Café Coffee Day – Coffee Raj”, October 2, 2011, Business Today (http://businesstoday.intoday.in/story/cafe-coffee-day-in-promising-companies-list/1/18661.html)
www.cafecoffeeday.com
Nandini Sivakumar and Hemamalini Venkatraman, “Drug retailers eye ‘in-house’ space”, October 22, 2009, The Economic Times (http://epaper.timesofindia.com/Repository/getFiles.asp?Style=OliveXLib:LowLevelEntityToPrint_ETNEW&Type=text/html&Locale=english-skin-custom&Path=ETM/2009/10/22&ID=Ar01100)
Interview Excerpts from CNBC-TV18, “Fortis looks at more acquisitions; zeroes in on targets”, January 4th, 2010, www.moneycontrol.com (http://www.moneycontrol.com/news/business/fortis-looks-at-more-acquisitions-zeroeson-targets_431937-3.html)
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15 Yo! China
Overview
Yo! China is a specialty food chain concentrating on the Chinese fast-food segment which is 2nd most
popular cuisine in the Indian market. The organization was the first organized Chinese food chain
and has been profitable from the first day. The organization with a Rs. 50 Crore plus turnover has
both self-owned and franchised outlets catering to its customers through three different formats:
Find-Dining, Carts (Kiosks) and Take Away/Home Delivery.
Products
The organization serves various Chinese delicacies and the menu includes a variety of soups,
noddles, dimsums, claypots, rice etc.
Locations
The organization owns 43 outlets in 15 cities ( Amritsar, Delhi, Bangalore, Mohali, Chandigarh,
Ghaziabad, Gurgaon, Guwahati, Jammu, Jaipur, Noida, Patna, Pune, Zirakpur, Lucknow) across India
Future Plans
The organization, after facing a downturn in 2008, has emphasized on making its cuisine more
authentic and is following a clustered approach (growing in the same cities where Yo! China is
already successful) for further expansion. Further, the organization intends to grow international
with the talks going on with franchisees for Middle East, Mauritius and South Africa
Similar Other Companies
Noodle Bar
Purple Rice
Red Dragon
External Links
T.V. Mahalingam, Nupur Amarnath and Malini Goyal, “The Eatopians: The food entrepreneurs who are betting big on India”, Nov 13th, 2011, The Economic Times (http://economictimes.indiatimes.com/news/news-by-company/corporate-trends/the-eatopians-the-food-entrepreneurs-who-are-betting-big-on-india/articleshow/10708721.cms?curpg=5)
Amit Sharma, “Yo! spices up business with Chinese flavor”, May 26th, 2010, The Economic Times (http://epaper.timesofindia.com/Repository/getFiles.asp?Style=OliveXLib:LowLevelEntityToPrint_ETNEW&Type=text/html&Locale=english-skin-custom&Path=ETM/2010/05/26&ID=Ar00400)
www.yo-china.com
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VI CDIT
16 Croma
Overview
Croma is a consumer durable and electronics brand which is promoted by Infiniti Retail Limited, a
100% subsidiary of Tata Sons. The organization has entered into an agreement with Woolsworth, an
Australian retail major, to solicit advice and guidance for Infiniti’s retail operation on an ongoing
basis. The organization conducts its retail operations through two different retail formats: 1) Regular
large-format stores (Shopping area of 8,000-20,000 sq. ft.) and 2) zip stores (Small stores with size
ranging from 1,000 sq. ft. – 6,000 sq. ft.), a satellite outlet
Product
The organization has a portfolio of 6000 products of 180 brands across eight categories
accompanied by private labels which are gaining recognition with the passage of time.
Locations
Croma’s first store was inaugurated on October 9, 2006 at Mumbai and since then the organization
has grown manifolds and reached a total number of 70 outlets at various cities like Mumbai, Surat,
Rajkot, Vadodara etc.
Future Plans
The organization intends to expand and reach the 100 outlet mark by the end of financial year 2011-
2012. The company also intends to add the counter sales retail format wherein counters sized 150-
300 sq. ft.in. mall aisles will be stocked with personal and entertainment electronic goods like
mobiles & accessories, digital cameras and laptops.
Similar other companies
Next
Jumbo Electronics
External Links
www.tata.com
Sapna Agarwal, “Croma looks at small stores for expansion”, Nov 28, 2011, Livemint (http://www.livemint.com/2011/11/27204905/Croma-looks-at-small-stores-fo.html?atype=tp)
Suraj Ramnath, “Croma aims for Rs. 2,000- crore plus business this year”, Nov 23, 2011 (http://www.exchange4media.com/news/story.aspx?Section_id=3&News_id=44280)
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17 Reliance Digital
Overview
The organization is the consumer durable and electronics subsidiary of Reliance Retail and offers a
wide range of consumer electronics, home appliances, telecom and gaming products. The
organization is also a premium seller of Apple products and sells the merchandise through retail
outlets named iStore by Reliance Digital
The organization claims to differentiate itself from other similar organization on the basis of the
customer handling and customer support services provided. All Reliance Digital stores have an
experience zone wherein the customers can see the working of the electronics product and then
finalizing the decision. Further, the organization has a subsidiary organization which provides
installation, maintenance and repair services, thus, ensuring customer satisfaction .
Products
The organization offers more than 4,000 products under more than 150 national and international
brands.
Locations
50 Reliance Digital stores have been established at various cities across India. Apart from these, 17
iStore by Reliance Digital are operational at various locations in India.
Future Plans
The organization intends to expand in a continuous fashion. Apart from this the organization intends
to increase its offering by adding private labels.
Similar Other Companies
Next
The Mobile Store
External Links
http://www.ril.com
http://www.reliancedigital.in
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18 Ezone
Overview
Ezone is the consumer durable and electronics business brand of Home Solutions Retail (India)
Limited. The brand is a part of Future Group’s effort to provide complete home-making/home
improvement solutions through its subsidiary: Home Solutions. The brand retail outlets are generally
large ( 12,000-20,000 square feet) and the retail formats followed by the organization include stand
alone retail outlets and shop in shop outlets (with other Future Group retail brands).
Products
The company offers over 6,000 SKUs of consumer electronics in both external and private labels with
a product range which caters to both value and lifestyle retail formats. The range available at Ezone
stores has been divided into three zones: 1) Liberation Zone caters to the personal electronics
products like iPad, Laptops etc.; 2) Experience Zone stands for products which satisfy all entire
entertainment needs and 3) Home Zone is the segment for home appliances like A.Cs, refrigerators
etc.
Locations
The organization operates around 45 Ezones in 60 cities across India
Future Plans
The organization had recently seen a downturn in the consumer durable business which has fueled a
revamping with extensive rationalizing, relocating and remodeling. Going forward, the organization
intends to ride the retail bandwagon to smaller cities and encash on the 8.4% year on year growth
seen by the consumer durable and electronics business. Ezone would form a part of Future Group’s
intention of rapid expansion into tier 2 and 3 cities with clear plans to increase combined operating
retail space from 15.0 million square feet to 25.0 million square feet in the next three to four years.
Similar other companies
Next
External Links
Pantaloon Retail (India) Ltd. Annual Report 2010-11 (http://www.pantaloonretail.in/pdf/PRIL_Annual_Report_2010-11.pdf)
http://www. pantaloon.in
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ANNEXURE VI: PROFILES OF SAMPLED INSTITUTES
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This Annexure contains profiles for the sampled institutes. The list is given below:
Universities 26. Guru Nanak Dev University
(GNDU)
Graduation Courses in Pharma,
Agriculture, Electronics and Food
Technology
27. Indira Gandhi National Open
University (IGNOU)
Certification Course in Soft Skills
Graduation Courses in Retailing
Post- Graduate Certification Courses in
Retail Sales and Operations
Public Institutes 28. Institute of Hotel Management,
Pusa (IHM, Pusa)
Certification/Graduation/Post Graduate
Diploma/Post Graduation Courses in
various hospitality operations
29. National Institute of Open
Schooling (NIOS)
Various Certificate Courses in Hardware
Maintenance
Various Certificate Courses in Computer
Applications and Maintenance
Various industry specific Certification
Courses related to beauty, hospitality etc.
Public Private
Partnership Institutes
30. iSTAR
31. Indian Institute of Skill
Development (IISD)
32. Edubridge
33. Empower
34. Gras Academy
35. Laqsh
36. Indian Institute of Job Training
(IIJT)
37. Managerial Excellence
Resource Centre (MERC)
Certification Courses in Sales Skills and
Customer Handling, Retail Operations,
Hospitality Operations, Soft Skills, English
language, Computer Skills,
Certificate Course on Tally ERP (Unique to
Istar)
Post Graduation in Marketing
Management (Unique to MERC)
Post Graduate Certification in Materials
Logistics Management (Unique to MERC)
Private Institutes 38. Pearl Academy of Fashion (PAF) Graduation Courses in Fashion Designing/
Production and Merchandising/ Retailing
Post Graduate Certification Courses in
Fashion/Textile Designing, Fashion
Merchandising/ Retailing
Post Graduation Course in Fashion
Marketing
Advanced Certification Courses in
Apparel/ Visual Merchandising, Public
Relations, Fashion Retail
39. CII Institute of Logistics
Certification Courses in Logistics
Management, Supply Chain Management
Advanced Certificate course in Supply
Chain Management
Post Graduate Diploma Courses in Supply
Chain Management
Diploma/ Advanced Diploma in Supply
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Chain Management
40. Livelihood Advancement
Business School (LABS)
Certificate/Diploma Course in
Housekeeping, Shop Demonstration,
Customer Handling and Sales, Hospitality,
Computer Application
41. Indian Retail School (IRS) Graduate Course in Retail
Post Graduate Certification/Diploma in
Retail, Visual Merchandising
42. National Institute of Retail
Management (NIRM)
Diploma in Business Administration
Advanced Diploma/ Post Graduation in
Fashion Designing, Apparel Production/
Quality/ Merchandising, Retail, Retail
Supply Chain/ Category Management,
Business Administration
43. Future Innoversity Graduation/ Post Graduation of Business
Administration in Retail, Supply Chain
44. Centum Learning Certification Course in Personal
Improvement, Sales and Service, Retail
Sales and Marketing/ Visual
Merchandising and Space Planning/
Buying and Merchandising/ Supply Chain/
Management and Store Operations/
Customer Relationship
Diploma Course in Sales, Retail
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Graduation of Business Administration in
Retail, Marketing and Human Resource
Post Graduation of Business
Administration in Retail,
45. Retail Association of India (RAI) Certification Courses in Retail
Graduation of Business Administration in
Retail
ITI s 46. Industrial Training Institute,
Chandigarh
47. Industrial Training Institute,
Bhuj
48. Industrial Training Institute,
Gandhidham
49. Industrial Training Institute,
Dharampur
50. Industrial Training Institute,
Nangal
Computer Operator and Programming
Assistant
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1 Guru Nanak Dev University Overview Guru Nanak Dev University, an affiliating university with more than 100 colleges functioning under its guidance, was established at Amritsar on November 24,1969 to mark the 500th birth anniversary of Sri Guru Nanak Dev Ji. In consonance with objectives of Guru Nanak Dev University Act, 1969, the University has continuously been working on spreading the message of the Guru and promoting education in various fields like science, arts, management, information technology, industrial technology, environment, planning and architecture. Making its humble beginning in an annexe of the adjoining Khalsa College, the University today boasts of 37 academic departments, two regional centres, two colleges and a score of support service departments besides several administrative offices. In recent years, the University has diversified in a big way its programmes into applied sciences making it one of the distinguished centres of industry related job-oriented courses. The university also directs and monitors the academic programmes of more than 100 colleges located in the five districts of Amritsar, Jalandhar, Kapurthala, Nawanshehar and Gurdaspur. General Information
Membership, Accreditation & Affiliation
“A” Grade accreditated by NAAC
Autonomous
Campus Locations Guru Nanak Dev University, GT Road, Amritsar – 143005, India
Contacts and website URL Tel:0183-2258802-09
Fax:0183-2258819
www.gndu.ac.in
Management (Key Members) Professor Ajaib Singh Brar, Vice Chancellor
Programmes at a Glance
Programme Duration Campus
1. Master Level Courses:
M.Sc. (Hons.)( Chemistry, Fermentation & Microbial Technology)
M.Sc. (Food Technology)
2 years Amritsar Campus and affiliated Colleges
2. Bachelor Level Courses:
B.Tech (Computer Science & Engineering, Electronics & Communication Engineering, Food Technology, Sugar & Alcohol Technology)
Bachelor (Pharmacy)
3 years Amritsar Campus and affiliated Colleges
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2 Indira Gandhi National Open University Overview The Indira Gandhi National Open University (IGNOU), established by an Act of Parliament in 1985, offers high-quality teaching through the Open and Distance Learning (ODL) mode. It serves the educational aspirations of over 4 million students in India and 36 other countries through 21 Schools of Studies and a network of 67 regional centres, around 3,000 learner support centres and 67 overseas centres. The University offers about 490 certificate, diploma, degree and doctoral programmes, with a strength of nearly 420 faculty members and academic staff at the headquarters and regional centres and about 36,000 academic counsellors from conventional institutions of higher learning, professional organisations, and industry among others. IGNOU provides considerable flexibility in entry qualification, place, pace and duration of study to students. It follows a credit system that is based on the time factor involved in studying. Students have the right to collect credits at their own pace, convenience and according to their own capability. The School of Vocational Education and Training (SOVET), established in August 2007, through vocational education, provides knowledge enhancement, skills development and helps in preparing an individual for job placements in the market. On the other hand, School of Management Studies offers courses in retail management among others. General Information
Membership, Accreditation & Affiliation
All India Council of Technical Education
Campus Locations The Director, School of Vocational Education & Training , Indira Gandhi National Open University, Maidan Garhi,
New Delhi – 110068, India
Contacts and website URL +91-364-2503164,3642503175,2503165 +91-364-2503175
www.ignou.ac.in
Management (Key Members) Professor M Aslam, Vice Chancellor
Ms Vibha Puri Das, Secretary
Programmes at a Glance
Programme Duration Campus
1. Post Graduate Diploma in Pharmaceutical Sales Management
1-3 years Correspondence
2. Post Graduate Diploma in Operations Management
1 year Correspondence
3. Certificate in Jewellery Designing 6 months-2 years
Correspondence
4. Certificate in Communication & IT Skills 6 months-2 years
Correspondence
5. BBA in Retail 3-6 years Correspondence
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3 Institute of Hotel Management, Catering & Nutrition
Overview Institute of Hotel Management, Catering and Nutrition, Pusa, a premium Hotel Management Institue, is an autonomous registered society registered under Society Registration Act, 1860. The institute was set up in 1962 and functions under the control of Ministry of Tourism, Government of India with its academic affairs being governed by National Council for Hotel Management and Catering Technology. A centre of excellence for hotel and hospitality education, the institute makes its students industry –ready by training them on simulated industry conditions through a well established infrastructure with best in the world equipments. The students from IHM, Pusa are placed in best hotels of the world with the help its extensive alumni network, PIHMAA. General Information
Membership, Accreditation & Affiliation
Autonomous Society under the administrative control of Ministry of Tourism, Government of India
Campus Locations Institute of Hotel Management, Catering & Nutrition, Pusa New Delhi – 110012
Contacts and website URL Tel:011-25841411, 25840147, 25842429
Fax: 011-25843177
Website: www.ihmpusa.net
Management (Key Members) Mr. Virender S. Dutta (President, Mr. Alok Shivapuri (Secretary General) and Mr. K.B. Kachru (Vice President)
Programmes at a Glance
Programme Duration Campus
1. B. Sc. (Hospitality and Hotel Administration) 3 Years Institute
2. Diploma (Food and Beverage Service, Bakery and Confectionary
1 Year Institute
3. Craftsmanship Course (Food Production and Patisserie, Food and Beverage Service)
6 Months – 1 Year
Institute
4. Certification (Hospitality Trainer) 8 Weeks Institute
5. Hunar se Rozgar Programme (Food Production, Food and Beverage Service)
6-8 Weeks Institute
6. Certification (Food Production, Food and Beverage Service)
6 Days Institute
Recognitions and Awards
Won The Best Institute of Hotel Management Award, given by Ministry of Tourism, third time in a row
The Best Institute of Hotel Management in Academics Performance (Special Award) given by Ministry of Tourism, Government of India in National Award for Excellence 2009–10 (Hospitality Education) Function.
The Best Institute of Hotel Management for Implementing Central Schemes award given by Ministry of Tourism, Government of India in National Award for Excellence 2008–09 (Hospitality Education) Function.
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4 National Institute of Open Schooling Overview The National Institute of Open Schooling (NIOS) was set up by the Ministry of Human Resource Development, Government of India as an autonomous organization in 1989 by amalgamating Open School project of CBSE started in 1979. It was known as National Open School till 2002. NIOS provides educational opportunities using distance and open learning methods to persons who wish to study and qualify at any age. The Mission of NIOS is to provide ‘education for all’. NIOS operates through a network of 15 Regional Centres, 2 Regional Sub Centres, five departments at Headquarter and more than 3,000 Accredited Institutions (AIs), 1,425 Accredited Vocational Institutes (AVIs) in India, Nepal and Middle East. NIOS offers 80 vocational education courses at school level in the areas of Agriculture, Engineering and Technology, Health and Paramedical, Home Science and Hospitality Management, Computer and Information Technology, Business and Commerce and Teacher Training etc. Admission in vocational education courses is open round the year and self learning package is provided to the learners which include printed material, audio and video programmes. Also Practical Training Programmes (PTPs) is conducted by the AVIs/SAIEDs.
General Information
Membership, Accreditation & Affiliation
Ministry of Human Resource Development
Campus Locations A 24-25, Institutional Area,Sector – 62, Gautam Buddh Nagar, NOIDA- 201309 (UP).
Contacts and website URL Tel: 0120-2409414-15
Fax: 0120-2404916
www.nios.ac.in
Management (Key Members) Dr S S Jena, Chairman, NIOS
Programmes at a Glance
Programme Duration Campus
1. Electrician Technician 1 year Correspondence
2. Radio & TV Technician 1 year Correspondence
3. Refrigeration & Air-conditioning 1 year Correspondence
4. Certificate in Computer Applications 1 year Correspondence
5. Certificate in Footwear Design & Production 1 year Correspondence
6. Add-on vocational course in o Furniture and cabinet making o House keeping o Catering management o Hotel front office management
1 year Correspondence
7. Radio & Tape Recorder Repair 6 months Correspondence
8. TV Repairing 6 months Correspondence
9. Basic Computing 6 months Correspondence
10. Beauty Culture 6 months Correspondence
11. Computer Hardware Assembly & Maintenance 6 months Correspondence
12. Computer & Office Applications 6 months Correspondence
13. IT essentials: PC Hardware & Software 6 months Correspondence
14. Business Communication 6 month Correspondence
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5 iSTAR Skill Development Private Limited Overview iSTAR Skill Development, an NSDC partner, was started by two batch mates from Indian Institute of Management, Ahemdabad. The institute based out of Bangalore is focussed on the Financial Service and Retail Sector. The institute has 10
th and 12
th pass students as the target population and aims to
train 1.3 lakh rural youth through 50 centres across 10 states over the next decade with the help of NSDC.
General Information
Membership, Accreditation & Affiliation
Affiliated to National Skills Development Council
Locations 1st Floor, Akshaya Complex 63/2 18th Cross, [next to HDFC Bank, opp. Malleswaram Bus Stop] Malleswaram Bangalore - 560055
Contacts and website URL Mob: 09663583580
www.istarindia.com
Management (Key Members) Sreeraman Vaidyanathan and Surga Thilakan (Co-Founders)
Programmes at a Glance
Programme Campus
1 Certification Programme in Marketing and Sales Campus
2 Certificate Program in Spoken English ( Basic, Intermediate and Advanced)
Campus
3 Certificate program in Computer (Basic and Advanced) Campus
4 Certificate program in Accounting with Tally ERP (Basic and Advanced)
Campus
References:
Writankar Mukherjee and Sreeradha D Basu, “Social Sector Draws GenY”, The Times of India
(http://epaper.timesofindia.com/Default/Layout/Includes/ETNEW/ArtWin.asp?From=Search&Sourc
e=Find&CollName=ET_DELHI_DAILY_2007&DOCID=458718&Key=ETD%2F2010%2F11%2F26%2F8%2
FAr00800.xml&PageLabel=8+&Keyword=(%3Cmany%3E%3Cstem%3ENSDC)&skin=ETNEW&AppNam
e=1&ViewMode=HTML&GZ=T)
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6 Indian Institute of Skill Development Overview Indian Institute of Skill Development is a Gurgaon-based institute which provides skill trainings in Light Engineering, Construction, Real Estate and Retail. The institute provides various short vocational courses with a timeframe of 2-6 months and works closely with CII for placement, certification and identification of faculty. The institute intends to train 2.4 lakh youngsters in various vocational skills over a period of ten years in seven states through 50 centres and 18 it is with a funding of Rs 12 Crore from NSDC.
General Information
Membership, Accreditation & Affiliation
Affiliated to National Skills Development Council
Locations 422, 4th floor, Tower - B, Spazedge Building, Sohna Road, Sector-47, Gurgaon, Haryana, Pin Code: 122002
Contacts and website URL Tel: 0124-4245645-47
Website: www.iisd.co.in
Programmes at a Glance
Programme Duration Campus
1 Certification Programme in Retail 200 Hours Campus
2 Certificate Program in Restaurant Service 100 Hours Campus
Reference:
PTI, “NSDC to provide funding to IISD for training 2.4 lakh youth” January 4th, 2011
(http://articles.economictimes.indiatimes.com/2011-01-04/news/28431808_1_nsdc-centum-
learning-profit-and-not-for-profit-organisations)
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7 Edubridge Learning Private Limited Overview Edubridge Learning Private Limited is an institute started by a group of alumni and professors from IIM Bangalore and Lucknow in 2009. The institute has 10
th and 12
th pass students as its target
population and focuses on providing vocational trainings in IT-BPO, Micro-Finance, Banking and Insurance, Retail and Sales and Marketing, At present the Mumbai-based institute has a presence in Tamil Nadu and Maharashtra, but aims at reaching to 0.70 million people in rural areas through establishing 240 centres in 16 states with a Rs. 5.40 Crore funding from NSDC.
General Information
Membership, Accreditation & Affiliation
Affiliated to National Skills Development Council
Locations Unit no 118, National Storage Building, Senapati Bapat Marg, Mahim (W) Mumbai - 400016
Contacts and website URL Tel: 022-32229774/5
Website: www.edubridgeindia.com
Management (Key Members) Girish Singhania (Founder and CEO)
Programmes at a Glance
Programme Duration Campus
1 Edubridge Certified Industry Professional 90 Hours Campus
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8 Empower Pragati Vocational and Staffing Overview Empower Pragati is a vocational certification institute established in 2010 by Empower and R3 Resources. The institute is focussed on vocational skill development programs for entry and mid-level jobs in BPO, Hospitality and Retail sectors. The organization aims to train 2.1 million students in 10 years by establishing 588 centres across 58 Towns/Cities with a funding of Rs. 25.97 Crore from NSDC.
General Information
Membership, Accreditation & Affiliation
Affiliated to National Skills Development Council
Locations B-87A, Kalkaji, New Delhi, 110019
Contacts and website URL Tel: 011-49556000, 40584181/82/84
Website: www.empowerpragati.in
Management (Key Members) Rajiv Sharma, Rajendra Joshi, Jagannath Rao Dasigi, Paul S. Lalvani, Ram Kumar and Rick Desai (Co-Founders)
Programmes at a Glance
Programme Campus
1 Certificate in Sales and Marketing Campus
2 Certificate in Hospitality Management Campus
3 Life Skills Campus
4 Basic Communication Campus
5 Basic Computer Skills Campus
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9 Gras Academy Overview Gras Academy was established by a alumni group of Indian Institute of Management, Kolkata in the year 2006. The institute was started with an aim of providing vocational trainings focused on hospitality and retail sectors. The experience gained through working in the skill development domain lead to the decision of expanding the program portfolio to include various other industries. Gras Academy intends to reach out to 1.3 million students through around 325 centres in 21 states across India through a funding of Rs. 80 Crore by NSDC.
General Information
Membership, Accreditation & Affiliation
Affiliated to National Skills Development Council
Locations GRAS ACADEMY Corporate Office & Research Centre C-56A/28, 4th Floor, Above Union Bank of India Sector 62, Noida – 201 301 Uttar Pradesh, INDIA
Contacts and website URL Tel: 0120-4230794
Fax: 0120-4230794
Website: www.grasacademy.in
Management (Key Members) Ajay Kumar Swarup, Gautam Sen Gupta (Co-Founders and Directors)
Programmes at a Glance
Programme Duration Campus
1 Certification in Food and Beverage 3 Months Campus
2 Certification in Sales 2 Months Campus
3 Certification in English Language (Primary and Advanced)
2- 4 Months Campus
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10 Laqsh Job Skills Academy Private Limited
Overview LAQSH, a National Skills Development Council and NASSCOM partner, provides various courses to help an individual enhance his employability skills. The institute has also partnered with IIITB, KSOU, KVTSDC and EGMM to develop/offer various skill development courses and train students. The organization with an aim to “bridge the talent” has more than 30 courses which have been designed with the industry needs in mind and is all set to skill 1.27 million youth over a period of 10 years. General Information
Membership, Accreditation & Affiliation
Affiliated to National Skills Development Council
Campus Locations Laqsh Job Skills Academy No. 510, 7th Cross, 10th Main,HAL III Stage, Jeevan Bima Nagar, Bangalore - 560075.
Contacts and website URL Tel: 080-25216650/52, 09742522641
Website: www.laqsh.com
Management (Key Members) Revathi Kasturi (Founder and CEO)
Programmes at a Glance
Programme Duration Campus
15. Domain Course (BPO Skills, Financial Service Skills, Hospitality General, Insurance Program, Retail Salesperson Skills, Sales Skills, Tally 9.0 Skills)
24-180 Hours
LAQSH Campus
16. Employability Courses (Analytical Skills, Business Communication – Basic/Intermediate, Campus to Corporate Transition, Computer Literacy – Basic/Intermediate/Advanced, Customer Service, Finishing School, Life Skills, Personal Productivity, Spoken English – Basic/ Advanced
24-150 hours
LAQSH Campus
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11 Indian Institute of Job Training
Overview Indian Institute of Job Training was established in the year 2006 with the aim of filling skill gap between the formal education and industry demand. The organization grew at a fast pace over a few years and then became a part of TeamLease (India’s biggest staffing company) in the year 2010. The coming together of the two organizations was only logical as IIJT would get industry input through TeamLease and TeamLease can get a supply of ready to deploy industry professionals. The institute provides various vocational courses to cater to the needs of IT, Retail, Banking, Hospitality, Management and Construction and with a loan of Rs 62 Crore from NSDC, the institute will fuel its growth plans of reaching 1.8 million students through 1349 centres across the country. General Information
Membership, Accreditation & Affiliation
Affiliated to National Skills Development Council
Campus Locations TQM Business Centre, 4th Floor, SCO 55, Sector 29, Gurgaon – 122001
Contacts and website URL Tel: 0124-4251413
Website: www.iijt.net Management (Key Members) Neeti Sharma (Vice President)
Ashok Reddy (Managing Director)
Programmes at a Glance
Programme Duration Campus
1 Certification in Retail Services (Level I, II and III) 3 Months – 1 Year
Campus
2 Certification in Sales Management (Basics) 90 Hours Campus
3 Job Edge 120 Hours
Campus
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12 Managerial Excellence Resource Centre
Overview Managerial Excellence Resource Centre is a Pune based Management Institute which focuses on management skill development in marketing, logistics and Finance domain. The institute has recently inked a joint venture with NSDC to establish various vocational courses for 10th/12th pass outs with a focus on Finance, Retail and Gems and Jewellery sectors. The institute aims to establish 10 new centres in the states of Maharashtra, Gujarat and Rajasthan and train 97,000 students over a period of 10 years General Information
Membership, Accreditation & Affiliation
Affiliated to National Skills Development Council, AICTE, Pune University
Campus Locations Gate No. 167, Bhukum, Paud Road, Opposite Shell Petrol Pump, Pune - 412115
Contacts and website URL Mob: 09623445635/36
Website: www.merc.edu.in
Management (Key Members) Professor M.N. Navale (Founder President)
Programmes at a Glance
Programme Duration Campus
1 Masters in Marketing Management 2 years Campus
2 Post Graduate Diploma in Material Logistics Management
1 Year Campus
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13 Pearl Academy of Fashion Overview Promoted by House of Pearl Fashions Ltd., Pearl Academy of Fashion (PAF) is a pioneering Institute of Fashion and Design functioning under the aegis of Creative Arts Education Society, a Society registered under the Society's Registration Act 1860. It is the first fashion institute in India to be certified under ISO-9001:2000. All three campuses of PAF (Delhi, Chennai and Jaipur) are certified under the latest Quality Management System ISO 9001:2008. Pearl Academy of Fashion has, in all its campuses, full fledged labs, Design Studios, Drawing Studios, Art Rooms, Pattern-making Studios, Sewing and Cutting Labs, Weaving, Knitting, Printing and Embroidery Labs, Computer Labs, Visual Merchandising Labs, Photography Labs, Testing Labs, Make-up Labs, Silversmithy, Forging, Casting & General machinery workshops, jewellery Labs and a Gemology Lab. Its principal partners include Nottingham Trent University,UK; LDT Nagold, Germany; The Textile Institute, Manchester, UK and IGNOU, India. Other important associates include India Trade Promotion Organisation (ITPO); Fashion Design Council of India (FDCI); National Retail Federation (NRF), USA; Netherlands Senior Experts (PUM); German Development Corporation (GTZ); Export Promotion Council for Handicrafts (EPCH), New Delhi; National Institute of Design, Ahmedabad; National Centre for Design and Product Development (NCDPD), Governemt of India; Indian Retail School, New Delhi; National Entrepreneurship Network (NEN) and Dutch Design Fashion Architecture (DDFA)
General Information
Membership, Accreditation & Affiliation
Indira Gandhi National Open University
Nottingham Trent University, UK
The Textile Institute, Manchester, UK
LDT Nagold University, Germany
Campus Locations A 21/13, Naraina Industrial Area, Phase II, New Delhi- 110028
SP-38 A,RIICO Industrial Area, Kukas, Delhi Road, Jaipur, 302028
82, Streling Road, Nungambakkam, Chennai - 600034
Contacts and website URL Tel: 011-49807100/1011,49807417/418; 01426-247515/616, 247617; 044-42664450,43447900
Fax: 011-25705451.
www.pearlacademy.com Management (Key Members) Deepak Seth, Chairman, PAF
Dr A K G Nair, Group Drector, PAF, Delhi
Arindam Das, Director, PAF, Jaipur
S Ramalingam,Director, PAF Chennai
Programmes at a Glance
Programme Duration Campus
1. MA Fashion Marketing 2 years PAF
2. BA Fashion Design 3 years PAF
3. BA Fashion Merchandising & Production 3 years PAF
4. BA (Hons) Fashion Retail Management 4 years PAF
5. Post Graduate Diploma in Fashion Design 2 years PAF
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6. Post Graduate Diploma in Textile Design 2 years PAF
7. Post Graduate Diploma in Fashion Merchandising
2 years PAF
8. Post Graduate Diploma in Fashion Retail 2 years PAF
9. Post Graduate Diploma in Fashion Marketing 2 years PAF
10. Advance Certificate in Apparel Merchandising & Marketing
1 year PAF
11. Advance Certificate in Visual Merchandising 1 year PAF
12. Advance Certificate in Fashion & Lifestyle PR 1 year PAF
13. Certificate Programme in Fashion Retail Management
1 year 6 months
PAF
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14 CII Institute of Logistics Overview The CII Institute of Logistics is a centre of excellence in Logistics and Supply Chain established by Confederation of Indian Industry in the year 2004.The institute has been started with a view to fill the skill gap faced by the SCM and Logistics industry. The diploma courses provided in a distance education format have been designed according to the current industry knowledge and worldwide industry best practices to make the students industry ready. General Information
Membership, Accreditation & Affiliation
Confederation of Indian Industry
Campus Locations CII Institute of Logistics 33, Velacherry Main Road, Chennai-600 042
Contacts and website URL Tel: 044-22551343/44/45
Website: www.ciilogistics.com
Management (Key Members) Mr. Cyrus Guzdar (Chairman) and Mr. R. Dinesh (Vice Chairman)
Programmes at a Glance
Programme Duration Campus
17. Post Graduate Diploma ( Supply Chain Management, Supply Chain Management ( Lateral Entry)
1-3Years Correspondence
18. Advanced Diploma (Supply Chain Management) 2 Years Correspondence
19. Diploma (Supply Chain Management) 1 Year Correspondence
20. Advanced Certification ( Supply Chain Management, General Management)
6 Months Correspondence
21. Certifications (General Management, Logistics Management, Supply Chain Management)
6 Months Correspondence
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15 Livelihood Advancement Business School Overview Dr Reddy’s Foundation started LABS (Livelihood Advancement Business School) in the year 1996 with the motive to provide sustainable livelihoods to underprivileged children and youth through bridge schools. It works as a corporate non-profit NGO and has 132 centres across 22 states in India. LABS addresses the needs of youth (18-35 years) by imparting livelihood and soft skills training in an environment of interactive learning and mentoring. LABS has partnered with various organizations (Nasscom Foundation and Accenture, Youth Reach, Kshatriya Rajput Trust, Kayuru Foundation, World Vision India, BPCL, etc) and state governments (West Bengal, Andhra Pradesh, Madhya Pradesh, Ministry of Rural Development, Government of India) to launch and run diverse skills training programs pan India. On the other hand, national level MoUs have been signed with Michael & Susan Dell Foundation, Aditya Birla Retail, Barista, BPCL, Dominos, Pizza Hut, Hindustan Unilever Ltd., TATA Trent among others to address the issue of employee absorption into these companies. General Information
Membership, Accreditation & Affiliation
LABS runs autonomous programs in collaboration with various Government and Corporate organizations.
Campus Locations Livelihoods, 6-3-655/12,Somajiguda, Hyderabad – 500082
Contacts and website URL Tel: 91-40-6534424, 23304199/1868
Fax: +91-40-23301085
www.drreddysfoundation.org
Management (Key Members) Dr K Anji Reddy, Founder – Chairman
Anuradha Prasad, Managing Trustee
Jitendra Kalra, CEO
Programmes at a Glance
Programme Duration Campus
1. Housekeeping 60 days Campus
2. In Shop Demonstrator 60 days Campus
3. Retail Sales 60 days Campus
4. Refrigeration & Air conditioning 60 days Campus
5. Pharma Retail 60 days Campus
6. Direct Sales 60 days Campus
7. White Goods Services 60 days Campus
8. Customer Relations & Sales/ Retail 60 days Campus
9. Hospitality 60 days Campus
10. IT enabled services 60 days Campus
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16 Indian Retail School Overview The Indian Retail School (IRS) is an academic institute of retail, under the aegis of House of Pearl, catering to fashion and retail sectors in India, since 2005-2006. It is presently spread over more than 11,000 square feet area located in central Delhi with other campuses in Hyderabad and Bangalore. Well equipped with resource centres, labs and other facilities, it provides retail education through direct as well as online medium. General Information
Membership, Accreditation & Affiliation
Distance Learning UGC recognized University.
University of Central Lancashire (UCLan) is a UK university.
Campus Locations Pearl Retail Solutions Pvt. Ltd. A-21/12, Naraina Industrial Area-II New Delhi - 110 028 E-mail :- [email protected]
Contacts and website URL Tel: 91-11-46769999,46769918,46769919.
Website: www.indianretailschool.com
Management (Key Members) Deepak Seth, Chairman
A K G Nair, Director
Dr Tarun Panwar, CEO
Programmes at a Glance
Programme Duration Campus
1. Graduate Programme in Retail Business Studies +BBA
3 yrs IRS
2. B.A.(Hons) in Retail Management with marketing
3 yrs 1st and 2nd yrs (IRS); 3rd yr (UCLan)
3. PGD in Retail Management 1 yr IRS
4. PGD in Retail Management + MBA 2 yrs IRS
5. PGD in Visual Merchandising + Store Design 1 yr IRS
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17 National Institute of Retail Management Overview The National Institute of Retail Management, headquartered at Bangalore, aims to create a primary resource center for all retail manpower specialization with a key focus on Apparel and Retail Industry through its regular and Distance education courses. It is a part of Pragati Education Society affiliated to Government of Maharashtra. General Information
Membership, Accreditation & Affiliation
ISO 9001:2008 Certified Institute for distance learning education
Accredited to Global Certification India (GCI).
Affiliated to
DLCI (Distance Learning Council of India)
IADL (International Association for Distance Learning)
Planning Commission (Government of India)
NHRD (National HRD Network)
NIRM is a member of
IAF (International Apparel Federation, Netherlands)
NRF (National Retail Federation, USA)
HKRITA (Hong Kong Research Institute of Textiles and Apparel)
Campus Locations 404,Sapphire Building, Opp. Ratnam, Nr. Cargo Moters, C.G.Road Ahmedabad 380009
2nd Floor, No 509,3rd Block, H.R.B.R. Layout, Opposite Adishwar Showroom Kammanahalli Main Road, Bangalore – 560043
A-614, Crystal Plaza, New Link Road, Opp. Infiniti Mall, Andheri(W), Mumbai - 400053.
Contacts and website URL 91-9376254490, 91 9342447824, 91-080- 32219551 / 32215120 / 32219552 / 65637688, 91-022 - 31922467 / 68 / 31921974 / 75
www.nirm.co.in
Management (Key Members) Vishal Tiwari (Director)
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Programmes at a Glance
Programme Duration Campus
6. Masters in
Retail Category Management
Fashion Designing
Retail Supply Chain Management
Retail Management
Apparel Merchandising I & II
Apparel Production Management
2 yrs NIRM
7. MBA in Retail Management 2 yrs NIRM
8. Diploma in.
Retail Management
Fashion Designing
Retail Supply Chain Management
Retail Category Management
Apparel Production Management
Apparel Merchandising
Apparel Quality Management
1 yr NIRM/Correspondence
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18 Future Innoversity Overview Future Innoversity is the academic initiative of Future Learning, a Future Group organisation. It was established in 2009 as a specialized institute for students who want to make a career in sector specific management roles. It's flagship programme in retail, is well established and equips students with all facets of the retail industry. It has campus at Ahmedabad, Bengaluru, Kolkata, Delhi and Mumbai. General Information
Membership, Accreditation & Affiliation
Future Innoversity has entered into a strategic arrangement with Indira Gandhi National Open University (IGNOU) to offer Retail MBA, BBA Retail Services and MBA SCM . All post graduate and under-graduate programmes offered by IGNOU are approved by the Association of Indian Universities (AIU) and the University Grants Commission (UGC). The MBA is approved by AICTE.
Centre for Corporate Education, Training and Consultancy (CCETC) by IGNOU
Campus Locations 10 Acres, Ahmedabad City Mall, Opp Arya Samaj Mandir, Kankaria Road, Rajpur, Ahmedabad - 380022
721, Above Big Bazaar, Near Brigade Milleniun, Puttenahalli main road, RBI Layout, JP Nagar, 7th phase, Bengaluru – 5600781
03-097, 3rd floor, Block by Block shopping mall, Hometown Building, 3rd floor, Block BG, Plot 5, Action Area-1B, Rajarhat, PO New Town, Kolkata- 700156
A 27, Mohan Co-operative Industrial Estate, New Delhi – 110044
247 Park, Tower C, LBS Marg, Vikhroi West, Mumbai - 400083
Contacts and website URL 079-30046302/03; 080-40948801; 033-30255700; 011- 40033333; 022-61191000
www.futureinnoversity.edu.in
Management (Key Members) Muralidhar Rao, CEO
Jehangir Mehta: COO
Kurien C.K: Dean Academics & Placements
Dr. Rajinder S Aurora, Senior Lead - Academics
Punitha Gibson, Head - Student Services
Piyali Seth - Campus Head, Kolkata
Freddy Thomas - Manager - Academic Operations, Bengaluru
Atul Gautam - Manager - Academic Operations, Delhi
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Programmes at a Glance
Programme Duration Campus
1. BBA Retail Services 3 yrs Future Innoversity
2. BBA Retail Services DLP 3 yrs Correspondence
3. MBA Retail 2 yr Future Innoversity
4. MBA Retail Supply Chain Management 2 yrs Future Innoversity
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19 Centum Learning Ltd. Overview Centum Learning Ltd. is a Bharti Associate Company which provides end-to-end learning to youth to provide higher order employability skills and bridge the existing talent gap in the service sector. In the higher education domain, Centum Learning Limited has set up more than 150 Centum Learning Centres in 90 cities spread across India, it has also launched Centum U - Institute of Management & Creative Studies. In the skill-building domain, Centum Learning in association with National Skill Development Corporation has established Centum Workskills India Limited to skill 1.2 crore people by 2022 across 11 states, 383 districts and make them employable by providing livelihood opportunities. It has partnered with Ministry of Panchayati Raj, Govt. of Orissa to train the representatives of Panchayati Raj institutions, and to enhance employability of Tribal Youth in partnership with DECT, Govt. of Assam, it is also providing vocational skills to youth in the Indo-Bhutan border of Assam, in association with Sashastra Seema Bal and is actively engaged with the State Governments to empower unskilled youth. It should be note that Centum Learning Limited is not a University under UGC and does not award degree/ diploma. Degree/Diploma is awarded directly by respective Universities. It offers various undergraduate and postgraduate programmes in association with world renowned universities and institutes. In retail sector, Centum learning provides courses in collaboration with Annamalai University, Global Retail School and also autonomously. General Information
Membership, Accreditation & Affiliation
Annamalai Unniversity (Directorate of Distance Education)
Global Retail School
Campus Locations
Centum Learning Limited Neelagagan, Mandi Road, Sultanpur, Mehrauli, New Delhi - 110 030.
Centum Learning Limited 5th Floor, Bascon IT Park, 56/L Venkatanarayana Road, T. Nagar,
Chennai - 600 017.
Centum Learning Limited 3rd floor, Spectrum Towers New Link Road, Malad (W) Mumbai - 400064
Centum Learning Limited Divyashree Towers, 55, Bannerghatta Main Road, Bangalore - 560029
Contacts and website URL
Tel: 91-11-46001100-01
Fax: 91-11-46001111.
[email protected] www.centumlearning.com www.annamalaiuniversity.ac.in.
Management (Key Members)
Sanjeev Duggal, CEO & Executive Director, Centum Learning Limited and Co-Chairman, FICCI Skill Development Forum
Kamini Prasad, Senior Vive President
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Programmes at a Glance
Programme Duration Campus
1. MBA Retail Management 2 years Correspondence
2. Diploma in Sales Management 1 year Correspondence
3. Personal Improvement Programme 6 months Centum
4. Sales & Services Programme 1 year Centum
5. BBA in Retail Management 3 years Correspondence
6. BBA in Marketing & Human Resource Management
3 years Correspondence
7. Diploma in Retail Management 1 year Correspondence
8. Professional Certificate in Retail Sales & Marketing
6 months Centum
9. Certificate in Customer Relationship Management
3 months Centum
10. Professional Certificate in Retail Visual Merchandising & Space Planning
6 months Centum
11. Professional Certificate in Retail Buying & Merchandising
6 months Centum
12. Professional Certificate in Retail Supply Chain Management
6 months Centum
13. Professional Certificate in Retail Management & Store Operations
6 months Centum
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20 Retailers Association of India Overview Retailers Association of India (RAI) is the united body of Indian retailers and works with all the
stakeholders for creating the right environment for the growth of the modern retail industry in
India. A member of the Forum for International Retail Association Executives (FIRAE) of NRF,
United States of America, RAI has a three charter aim of Retail Development, Facilitation and
Propagation. It offers courses in retail with University-Industry collaboration and autonomous
bridge courses in retail management to enable students who have high levels of managerial skills,
but lack some of the background knowledge that a retail career aspirant should have. Delhi being
the head office, its other offices are located in Mumbai, Bangalore and Chennai.
General Information
Membership, Accreditation & Affiliation
IGNOU (All India Council Of Technical Education)
Campus Locations Retailers Association of India (RAI) 111/112, Ascot Centre, Near Hotel ITC Maratha,Sahar Road, Sahar, Andheri (E), Mumbai - 400099.
Southern Regional Office: 107, Usman Road, T Nagar, Chennai-600017
Contacts and website URL Tel : +91 22 28269527 - 29
Fax : +91 22 28269536
www.rai.net.in
Management (Key Members) Kumar Rajagopalan, CEO
Lawrence Fernandes, Director - Retail Learning (Mumbai)
D. Joice Smiling, Regional Director-Southern Region (Chennai)
Kapil Mishra, Head - Northern Region
Programmes at a Glance
Programme Duration Campus
1. BBA Retail 3-6 years IGNOU +RAI
2. Bridge Course in Retail 30 hours RAI
3. Professional Retail Skills Programme 150 hours RAI
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21-25 Industrial Training Institutes Overview: The Industrial Training Institutes are vocational institutes established under the Directorate General of Employment and Training (DGET). These are government run institutes which were established with a view to provide skilled craftsmen for various industries and are specifically designed for 8th/10th pass students who can take a vocational certification and join the workforce. There are more than 9000 ITIs operational across various Indian states at present. The ITIs have courses related to technical skills which cater primarily to the manufacturing industry and the only relevant course was a basic computer skills course which would need to be clubbed with other retail-specific courses for a job in retail sector. Other than that, no relevant courses were seen.