45741901 project on reliance fresh hubli

7/31/2019 45741901 Project on Reliance Fresh Hubli

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PROJECT REPORT

ON

RELIANCE RETAIL STORE OPERATION

AT

HUBLI

Submitted in partial fulfillment of the Post Graduate Diploma in

business economics (Marketing) at Wigan & Leigh College, Hubli

By

Mr. AMITH V.RAIKAR

Roll No.33109004

Wigan & Leigh college, hubli

APPROVAL SHEET


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DECLARATION

It is hereby declare that the project report entitled RELIANCE RETAIL STORE

OPERATION submitted for the degree of Post graduation Diploma In Business

Economics, is my original work and the project report has not formed the basis for the award of

any diploma, degree, associate ship, fellowship or similar other titles. It has not been submitted to

any other university or institution for the award of any degree or diploma.

Place:

Date: Amith V.Raikar

PGDBE, WLC Hubli


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CERTIFICATE

This is to certify that Mr.Amith V.Raikar of PGDBE of Wigan & Leigh college,hubli has

completed his project report on the topic of RELIANCE RETAIL STORE OPERATION AT

HUBLI under the supervision of Mr.VIKAS SOPPIN Campus Head of WLC college,hubli. To

best of my knowledge the report is original and has not been copied or submitted anywhere else.

It is an independent work done by him.

Prof. VIKAS SOPPIN

WLC College

hubli


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ACKNOWLEDGEMENT

Survey is an excellent tool for learning and exploration. No classroom routine can substitute

which is possible while working in real situations. Application of theoretical knowledge to

practical situations is the bonanzas of this survey.

Without a proper combination of inspection and perspiration, its not easy to achieve anything.

There is always a sense of gratitude, which we express to others for the help and the needy

services they render during the different phases of our lives. I too would like to do it as I really

wish to express my gratitude toward all those who have been helpful to me directly or indirectly

during the development of this project.

I would like to thank my Campus Head Mr.VIKAS SOPPIN, who was always there to help and

guide me when I needed help. I would like to thank Mr. SUDEEP PATIL, (Head HR) Reliance

Retail at HUBLI. His perceptive criticism kept me working to make this project more full proof. I

am thankful to him for his encouraging and valuable support. Working under him was an

extremely knowledgeable and enriching experience for me. I am very thankful to him for all the

value addition and enhancement done to me.

No words can adequately express my overriding debt of gratitude to my parents whose support

helps me in all the way. Above all I shall thank my friends who constantly encouraged and

blessed me so as to enable me to do this work successfully.

AMITH RAIKAR

PGDBE


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Introduction

India has often been called a nation of shopkeepers. Presumably the reason for this is; that,a large number of retail enterprises exist in India. In 2004, there were 12 million such units

of which 98% are small family businesses, utilizing only household labour. Even among

retail enterprises, which employ hired workers, a majority of them use less than three

workers.

Retailing is the combination of activities involved in selling or renting consumer goodsand services directly to ultimate consumers for their personal or household use. In addition

to selling, retailing includes such diverse activities as, buying, advertising, data processing

and maintaining inventory.

While sales people regularly call on institutional customers, to initiate and concludetransactions, most end users or final customers, patronize stores. This makes store

location, product assortment, timings, store fixtures, sales personnel, delivery and other

factors, very critical in drawing customers to the store.

Final customers make many unplanned purchases. In contrast those who buy for resale oruse in manufacturing are more systematic in their purchasing. Therefore, retailers need to

place impulse items in high traffic locations, organize, store layout , trains sales people in

suggestion , and place related items next to each other, to stimulate purchase.

WHAT DOES THE RETAILING INDUSTRY INCLUDE? Department Stores Discount Stores Clothing Stores Specialty retailers Convenience Stores Grocery Stores Drug Stores Home furnishing retailers Auto Retailers Direct Sales Catalog and mail order companies Some e-commerce businesses


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THE IMPORTANCE OF RETAILING Organized retailing in India was estimated at Rs.18, 000 crores in 2004-2005 and has

grown at about 40% over the last 3 years (Source KSA Retail Outlook).

Retailing has a tremendous impact on the economy. It involves high annual sales andemployment. As a major source of employment retailing offers a wide range of career

opportunities including; store management, merchandising and owning a retail business.

Consumers benefit from retailing in that, retailers perform marketing functions that makesit possible for customers to have access to a broad variety of products and services.

Retailing also helps to create place, time and possession utilities. A retailer's service also

helps to enhance a product's image.

Retailers participate in the sorting process by collecting an assortment of goods andservices from a wide variety of suppliers and offering them for sale. The width and depth

of assortment depend upon the individual retailer's strategy.

They provide information to consumers through advertising, displays and signs and salespersonnel. Marketing research support is given to other channels, members.

They store merchandise, mark prices on it, place items on the selling floor and otherwisehandle products; usually they pay suppliers for items before selling

,,

them to final

customers. They complete transactions by using appropriate locations, and timings, credit

policies, and other services e.g. delivery.

Retailing in a way, is the final stage in marketing channels for consumer products.Retailers provide the vital link between producers and ultimate consumers.

RETAIL STRATEGY AND STRUCTURE Successful retail operations depend largely on two main dimensions: margin and turnover.

How far a retail enterprise can reach in margin and turnover depends essentially on the

type of business (product lines) and the style and scale of the operations. In addition the

turnover also depends upon the professional competence of the enterprise.

In a given business two retail companies may choose two different margin levels, and yetboth may be successful, provided the strategy and style of management are appropriate.


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MARGIN TURNOVER MODEL

Ronald R. Gist "Suggested a conceptual frame work, using margin and turnover, forunderstanding the retail structure and evolving a retail strategy."

Margin is defined as the percentage mark tip at which the inventory in the store is sold andturnover is the number of times the average inventory is sold in a year. This is a

diagrammatic representation of the frame work and can be applied to almost any type of

retail business.

Depending upon the, combination of the two parameters, a retail business will fall into oneof the four quadrants. For instance L-L signifies a position which is low on both margin

and turnover; whereas, H-L indicates high margin and low turnover.

LOW MARGIN HIGH TURNOVER STORES

Such an operation assumes that low price is the most significant determinant of customerpatronage. The stores in this category price their products below the market level.

Marketing communication focuses mainly on price. They provide very few services; if

any, and they normally entail an extra charge whenever they do. The merchandise in these

stores are generally pre-sold or self sold. This means that the customers buy the product,

rather than the store selling them.

These stores are typically located in isolated locations and usually stock a wide . range offast moving goods in several merchandise lines. The inventory consists of well known

brands for which a consumer pull is created by the manufacturer through national

advertising. Local promotion focuses on low price. Wal-mart in the United States is an

example and Pantaloon Chain or Subhiksha are Indian examples of such stores.

HIGH MARGIN LOW TURNOVER

This operation is based on the premise that distinctive merchandise, service and salesapproach are the most important factors for attracting customers. Stores in this category

price their products higher than those in the market, but not necessarily higher than those

in similar outlets. The focus in marketing communication is on product quality and

uniqueness.


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Merchandise is primarily sold in store and not pre-sold. These stores provide a largenumber of services and sell select, categories of products. They do not stock national

brands which are nationally advertised. Typically, a store in this category is located in a

down town area or a major shopping center. Sales depend largely on salesmanship and

image of the outlet.

HIGH MARGIN HIGH TURNOVER STORES

These stores generally stock a narrow line of products with turnover of reasonably highfrequency. They could be situated in a non commercial area but not too far from a major

thoroughfare. Their location advantage allows them to charge a higher price. High over

head costs and, low volumes also necessitate a higher price.

LOW MARGIN-LOW TURNOVER STORES

Retail enterprises in this category are pushed to maintain low margins because of pricewars. Compounding this problem is the low volume of sales, which is probably a result of

poor management, unsuitable location etc. such businesses, normally get wiped out over a

period of time.

RETAILING FORMATS (CLASSIFYING RETAIL FIRMS)

Regardless of the particular type of retailer (such as a supermarket or a department store),retailers can be categorized by (a) Ownership, (b) Store strategy mix, and (c) Non store

operations. Figure 1.3 illustrates this concept.

Form of Ownership A retail business like any other type of business, can be owned by a sole proprietor,

partners or a corporation. A majority of retail business in India are sole proprietorships and

partnerships.

Independent Retailer Generally operates one outlet and offers personalized service, a convenient location and

close customer contact. Roughly 98% of all the retail businesses in India, are managed and

run by independents, including barber shops, drycleaners, furniture stores, bookshops,

LPG Gas Agencies and neighborhood stores. This is due to the fact thatinto retailing is

easy and it requires low investment and little technical knowledge. This obviously results

in a high degree of competition..


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Most independent retailers fail because of the ease of entry, poor management skills andinadequate resources.

Retail Chain

It involves common ownership of multiple units. In such units, the purchasing anddecision making are centralized. Chains often rely on, specialization, standardization and

elaborate control- systems. Consequently chains are able to serve a large dispersed target

market and maintain a well known company name. Chain stores have been successful,

mainly because they have the opportunity to take advantage of "economies of scale" in

buying and selling goods. They can maintain their prices, thus increasing their margins, or

they can cut prices and attract greater sales volume. Unlike smaller, independent retailers

with lesser financial means, they can also take advantage of such tools as computers and

information technology. Examples of retail chains in India are Shoppers stop; West side

and IOC, convenience stores at select petrol filling stations.

Retail Franchising

Is a contractual arrangement between a "franchiser" (which may be a manufacturer,wholesaler, or a service sponsor) and a "franchisee" or

Franchisees, which allows the latter to conduct a certain form of business under anestablished name and according to a specific set of rules. The franchise agreement gives

the franchiser much discretion in controlling the operations of small retailers. In exchange

for fees, royalties and a share of the profits, the franchiser offers assistance and very often

supplies as well. Classic examples of franchising are; McDonalds, Pizza Hut and Nirulas.

Cooperatives

A retail cooperative is a group of independent retailers that have combined their financialresources and their expertise in order to effectively control their wholesaling needs. They

share purchases, storage, shopping facilities, advertising planning and other functions. The

individual retailers retain their independence, but agree on broad common policies. Amul

is a typical example of a cooperative in India.


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Store Strategy Mix

Retailers can be classified by retail store strategy mix, which is an integrated combinationof hours, location, assortment, service, advertising, and prices etc. The various categories

are:

(A)Convenience Store: Is generally a well situated, food oriented store with longoperating house and a limited number of items. Consumers use a convenience store; for

fill in items such as bread, milk, eggs, chocolates and candy etc.

(B)Super markets: Is a diversified store which sells a broad range of food and non fooditems. A supermarket typically carries small house hold appliances, some apparel items,

bakery, film developing, jams, pickles, books, audio/video CD's etc. The Govt. run Super

bazaar, and Kendriya Bhandar in Delhi are good examples of a super market. Similarly in

Mumbai, we have Apna Bazar and Sahakari Bhandar.

(C)Department Stores: A department store usually sells a general line of apparel for thefamily, household linens, home furnishings and appliances. Large format apparel

department stores include Pantaloon, Ebony and Pyramid. Others in this category are:

Shoppers Stop and Westside.

(D)Speciality Store: Concentrates on the sale of a single line of products or services, suchas Audio equipment, Jewellery, Beauty and Health Care, etc. Consumers are not

confronted with racks of unrelated merchandise. Successful speciality stores in India

include, Music World for audio needs, Tanishq for jewellery and McDonalds, Pizza Hut

and Nirula's for food services.

(E)Hyper Markets: Is a special kind of combination store which integrates an economysuper market with a discount department store. A hyper market generally has an ambience

which attracts the family as whole. Pantaloon Retail India Ltd. (PRIL) through its

hypermarket "Big Bazar", offers products at prices which are 25% - 30% lower than the

market price.

Non Store Retailing

In non store retailing, customers do not go to a store to buy. This type of retailing isgrowing very fast. Among the reasons are; the ability to buy merchandise not available in


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local stores, the increasing number of women workers, and the presence of unskilled retail

sales persons who cannot provide information to help shoppers make buying decisions

The major types of non store retailing are: (A)In Home Retailing: Where, a sales transaction takes place in a home setting -

including door-door selling. It gives the sales person an opportunity to demonstrate

products in a very personal manner. He/She has the prospect's attention and there are

fewer distractions as compared to a store setting. Examples of in home retailing include,

Eureka Forbes vaccum cleaners and water filters.

(B)Telesales/Telephone Retailing: This involves contact between the prospect and theretailer over the phone, for the purpose of making a sale or purchase. A large number of

mobile phone service providers use this method. Other examples are private insurance

companies, and credit companies etc.

(C)Catalog Retailing: This is a type of non store retailing in which the retailers offers themerchandise in a catalogue, which includes ordering instructions and customer orders by

mail. The basic attraction for shoppers is convenience. The advantages to the retailers

include lover operating costs, lower rents, smaller sales staff and absence of shop lifting.

This trend is catching up fast in India. Burlington's catalogue shopping was quite popular

in recent times. Some multi level marketing companies like Oriflame also resort to

catalogue retailing.

(D)Direct Response Retailing: Here the marketers advertise these products/ services inmagazines, newspapers, radio and/or television offering an address or telephone number

so that consumers can write or call to place an order. It is also sometimes referred to as

"Direct response advertising." The availability of credit cards and toll free numbers

stimulate direct response by telephone. The goal is to induce the customer to make an

immediate and direct response to the advertisement to "order now." Telebrands is a classic

example of direct response retailing. Times shopping India is another example.

(E)Automatic Vending: Although in a very nascent stage in India, is the ultimate in nonpersonal, non store retailing. Products are sold directly to customers/buyers from

machines. These machines dispense products which enable customers to buy after closing

hours. ATM's dispensing cash at odd hours represent this form of non store retailing.

Apart from all the multinational banks, a large number of Indian banks also provide ATM

services, countrywide.

(F)Electronic Retailing/E-Tailing: Is a retail format in which retailers communicate withcustomers and offer products and services for sale, over the internet. The rapid diffusion of


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internet access and usage, and the perceived low cost of entry has stimulated the creation

of thousands of entrepreneurial electronic retailing ventures during the last 10 years or so.

Amazon.com, E-bay and Bazee.com HDFCSec.com are some of the many e-tailers

operating.

THE WHEEL OF RETAILING

Is a hypothesis that attempts to explain the emergence of new retailing institutions andtheir eventual decline and replacement by newer retailing institutions? Like products

retailing institutions also have a life cycle.

According to this theory new retailers enter the market as, low margin, low price, lowstatus institutions. The cycle begins with retailers attracting customers by offering low

price and low service. Over a period of time these retailers want to expand their markets

and begin to stock more merchandise, provide more services, and open more convenient

locations. This trading up process. Increases the retailers costs and prices, creating

opportunities for new low price retailers to enter the market.

The evolution of the department store illustrates the "wheel of retailing" theory. In itsentry phase, the department store was a low cost-low service venture. With time it moved

up into the trading-up phase. It upgraded its facilities, stock selection, advertising and

service. The same department store then moves into the vulnerability phase, because it

becomes vulnerable to low cost/low service formats, such as full line discount stores and

category specialists. Figure 1.5 illustrates this theory. While the wheel hypothesis has a

great deal of intuitive appeal and has been borne out in general by many studies of retail

development, it only reflects a pattern. It is not a sure indicator of every change, nor was it

ever intended to describe the development of every individual retailer.

RETAILING DECISIONS

There are many factors for retailers to consider while developing and implementing theirmarketing plans. Among the major retailing decisions are these related to (a) Target

markets (b) Merchandise management (c) Store location (d) Store image (e) Store

personnel (f) Store design (g) Promotion, and (h) Credit and collections.


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Target Markets: Although retailers normally aim at the mass market, a growing number are

engaging in marketing research and market segmentation, because they are finding it

increasingly difficult to satisfy everyone. Through a careful definition of target markets,

retailers can use their resources and capabilities to position themselves more effectively and

achieve differential advantage. The tremendous growth in number of speciality stores in

recent years is largely due to their ability to define precisely the type of customers, they want

to serve.

Merchandise Management: The objective here is to identify the merchandise thatcustomers want, and make it available at the right price, in the right place at the right

time. Merchandise Management includes (i) merchandise planning (ii) merchandise

purchase, and (iii) merchandise control. Merchandise planning deals with decisions

relating to the breadth and depth of the mix, needed to satisfy target customers to

achieve the retailers return on investment. This involves sales forecasting, inventory

requirements, decisions regarding gross margins and mark ups etc. Merchandise

buying involves decisions relating to centralized or decentralized buying, merchandise

resources and negotiation with suppliers. Merchandise Control: deals with maintaining

the proper level of inventory and protecting it against shrinkage (theft, pilferage etc.).

Store Location: Location is critical to the success of a retail store. A store's trading-area is the area surrounding the store from which the outlet draws a majority of its

customers. The extent of this area depends upon the merchandise sold. For examplesome people might be willing to travel a longer distance to shop at a speciality store

because of the unique and prestigious merchandise offered. Having decided on the

trading area a specific site must then be selected. Factors affecting the site include,

traffic patterns, accessibility, competitors' location, availability and cost and

population shifts within the area.

Store Image: A store image is the mental picture, or personality of the store, a retailerlikes to project to customers. Image is affected by advertising, services; store layout,

personnel, as well as the quality, depth and breadth of merchandise. Customers tend to

shop in stores that fit their images of themselves.

Store Personnel: Sales personnel at a retail store can help build customer loyalty andstore image. A major complaint in many lanes of retailing, is the poor attitude of a

salesperson. There is a growing trend now, to provide training to,these sales clerks to

convert them from order takers to effective sales associates.

Store Design: A store's exterior and interior design affect its image and profitpotential. The exterior should be attractive and inviting and should blend with the

store's general surroundings. The term"

Atmospherics" is used to refer to the retailer's


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effort at creating the right ambience. Merchandise display is equally important. An

effective layout guides the customer though the various sections in the store and

facilitates purchase.

Promotion: retail promotion includes all communication from retailers to consumersand between sales people and customers. The objective is to build the stores image,

promote customer traffic, and sell specific products. It includes both, personal and non

personal promotion. Personal communication is personal selling - the face to face

interaction between the buyer and the seller. Department stores and speciality stores,

emphasize this form of promotion. Non personal promotion is advertising. The media

used are TV, Radio, Newspapers, Outdoor displays and direct mail, other forms of

promotion include, displays, special sales, give always and contests etc.

Credits & Collections: Retailers are generally wary of providing credit, because ofadditional costs-financing accounts receivables, processing forms and bad debts etc.

But many customers prefer some form of credit while purchasing. This explains the

popularity of different types of credit cards and debit cards.

EMERGING TRENDS IN RETAILING

In recent years the nature of retailing has changed dramatically, as firms try to protecttheir positions in the market place. Many customers are no longer willing to spend as

much time on shopping as they once did. Some sectors of retailing have become

saturated, several retailers are operating under high levels of debt and number of

retailers after running frequent "sales", have found it difficult to maintain regular

prices.

Retailers are adapting to*the shopping needs and time constraints of working women,dual earner households and the increased customer interest in quality and customer

service:

Shopping Malls: A growing number of shopping malls are coming up all over thecountry. In north India; there seems to be a proliferation of such malls surrounding

Delhi, in places like Gurgaon and Noida. In general they target higher income

customers, with their prestigious specialty shops, restaurants and department stores.

Factory Outlets: Manufacturers are opening factory outlets to sell off surplusinventories and outdated merchandise. This forward vertical integration gives

manufacturers greater control'

over distribution, than selling the merchandise to off

price retailers. Mohini knitwear of Ludhiana (Punjab) and number of woolen and

hosiery manufacturers set up their outlets in Delhi during winters.


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Non Store Retailing: Non store retailing is accelerating at a faster rate than in storeretailing. This includes direct marketing. In Home shopping TV shopping and e-tailing

etc.

Diversification of Offerings: Scrambled (unrelated products or services)merchandising is taking on a broader meaning and inter type competition among

retailers is growing. For instance Citibank is organizing tourist trips and sending mail

order catalogues to its credit card customers.

Impact of Technology on Shopping Behaviors: The way retailers present theirmerchandise and conduct their transactions are changing. Cable TV Channels are used

to present merchandise, Videos have replaced catalogues and computer linkages to

acquire information and make purchases are on the increase. Virtual shopping through

PDA's is another possibility.

Multi Channel Retailing: Traditional store based and catalogue retailers are placing more

emphasis on their electronic channels and evolving into multi channel retailers, because they

can reach new markets and overcome limitations posed by traditional formats.


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RELIANCE COMPANY PROFILE

RELIANCE GROUP

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private

sector enterprise, with businesses in the energy and materials value chain. Group's annual

revenues are in excess of USD 27 billion. The flagship company, Reliance Industries Limited,

is a Fortune Global 500 company and is the largest private sector company in India.

Backward vertical integration has been the cornerstone of the evolution and growth of

Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of backward

vertical integration - in polyester, fibre intermediates, plastics, petrochemicals, petroleum

refining and oil and gas exploration and production - to be fully integrated along the materials

and energy value chain.

The Group's activities span exploration and production of oil and gas, petroleum refining and

marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals), textiles and

retail.

Reliance enjoys global leadership in its businesses, The Group exports products in excess of

USD 15 billion to more than 100 countries in the world. There are more than 25,000

employees on the rolls of Group Companies. Major Group Companies are Reliance Industries

Limited (including main subsidiaries Reliance Petroleum Limited and Reliance Retail

Limited) and Reliance Industrial Infrastructure Limited.


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FOUNDER PROFILE

"Growth has no limit at Reliance. I keep revising my vision. Only when you can dream

it, you can do it."

Dhirubhai H. AmbaniFounder Chairman Reliance Group

December 28, 1932 - July 6, 2002

Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global

leader in the materials and energy value chain businesses.

BOARD OF DIRECTORS OF RELIANCE INDUSTRIES LIMITED

Mukesh D. Ambani Chairman &

Managing Director

Nikhil R. Meswani Executive

DirectorHital R. MeswaniExecutive Director

H.S.KohliExecutive

Director
http://www.ril.com/html/aboutus/board_director.htmlhttp://www.ril.com/html/aboutus/board_director.htmlhttp://www.ril.com/html/aboutus/board_director.html


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RELIANCE FRESH

APKA FRESH APKA PADAOS ME

Indias Fortune 500 private sector giant, Reliance Industries Ltd, has, in fact, been first off the

blocks by launching its first Reliance Fresh outlets in Hyderabad,

Reliance fresh is the retail chain division of reliance industries of India which is headed by

Mukesh Ambani. Reliance has entered into this segment by opening new retail stores into

almost every metropolitan and regional area of India. Reliance plans to invest rs 25000 crores

in the next 4 years in their retail division and plans to begin retail stores in 784 cities across

the country. The reliance fresh supermarket chain is rils rs 25,000 crore venture and it plans

to add more stores across different g, and eventually have a pan-India footprint by year 2011.

The super marts will sell fresh fruits and vegetables, staples, groceries, fresh juice bars and

dairy products and also will sport a separate enclosure and supply-chain for non-vegetarian

products. Besides, the stores would provide direct employment to 5 lakh young Indians and

indirect job opportunities to a million people, according to the company. The company also

has plans to train students and housewives in customer care and quality services for part-time

jobs.

Reliance Fresh will

Forge strong and lasting bonds with millions of farmers and will transform the

Relationship with customers to a new level

Offer unmatched affordability, quality, convenience, service and choice

Offer our customers the widest range of fruit and vegetables at the best prices in

the neighborhood

Provide for the daily needs of our customers by offering staples, grocery and

household products at great prices

Offer consistent high quality, unbeatable freshness and great service so that our

Customers know that we can be trusted every day.


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Their main aim is to provide good quality products in lower price & customer service &

customer satisfaction.

According to reliance fresh store manager they were satisfying 75% of customer expectations.

These Are the Problems We Found In Reliance Fresh in Ranchi:

- HUBLI is a cultural oriented city- Per Consumer income lower than compare to metropolitan cities- The most of the consumer will prefer to go for local market- Reliance is situated in high income consumer area

There is limited consumer

- Advertising strategy is not good

OBJECTIVES:

- It is the organizational study

- identify the reliance marketing strategy in HUBLI

- We provide information to reliance fresh to focus

On middle class consumers in HUBLI

- Implementation of this plan should not affect

Other R

Marketing Research


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Marketing research as a functional area of management is becoming increasingly important

as compared to other field. All decisions in modern business organization revolve around the

marketing information. Because the success of the business does not depend upon the guess

work rather have the correct information about the customer, what they want, how want,

how much they are able to pay, and the substitute available in the they market etc. This

informations can be collected and utilized the help of marketing research.

Marketing research is the systematic and objective identification, collection,

analysis, discrimination, and use of information for the purpose of improving

decision making related to the identification and solution of problem in marketing.

Types of Research

1. Considered. Basically there is a little knowledge on which to build.

2. Descriptive Research: Descriptive research embraces a large proportion ofmarketing research. The purpose is to provide an accurate snapshot of some aspectof the market environment. In descriptive research, hypothesis often will exist, but

them tentative and speculative.

3. Causal Research: When it is necessary to show that one variable

Causes or determines the values of other variables, a casual research

Approach must be used. Since data collection method is from surveys,


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Hence Descriptive type of research is used for analysis of the data.

All research approaches can be classified into three general categories research:

3. Exploratory Research: Exploratory research is used when one is seeking insights intothe general nature of the problem, the possible decision alternatives, and relevant

variables that need to be

Types and collection of data used

Basically there are two types of data which are used in marketing research process.

1. Primary Data

A. ObservationB. InterviewC. Questionnaires


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Interview: Interview is one of the chief means of collecting data in research process.

Interview may be defined as a systematic conversation initiated for a specific purpose and

focus on certain content areas.

Surveys: There are mainly three types of surveys, depending upon the method of data

gathering used: Personal surveys, telephone surveys and mail surveys.

Advantages of Surveys

1. Wider Distribution2. Less Distribution bias3. Thoughtful reply

The primary data under processing is collected from both direct filling the questionnaires

and through telephone interviews also.

2. Secondary Data: The data once collected by once person become the secondarydata if used by another person.

Sources of Secondary Data: The various sources of data are as follows:

1. Bibliography2. Directories3.

Televisions

4. Newspapers5. Journals6. Websites

The Secondary data like information of existing customers, information about company has

been taken from company website, companys yearly chronicles and employees of the

company.


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Sampling

A sample is a part of population. The sample should be representative of the population and

the information obtained must be reliable. In any survey where reliability is desired, theerrors and variances have to be controlled, measured and interpreted.

RESEARCH DESIGN

The type of Research Design will be Descriptive The types of Primary Data collection procedures that would probably be used. PopulationDealers, distributors, fleet owners, companys representative in Ranchi.


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Process Sampling Method of data collection Typed Questionnaire

Attitude Measurement

Attitude is psychological constructs, a way of conceptualizing the intangible. Attitude can

really be observed or measured directly because their existence is inferred from their

consequences. Attitudes are mental states used by individuals to structure the way they

perceived their environment and guided the way respond to it.

Types of Attitude measurements Scale: There are four types of measurement scale as

follows.

1. Nominal Scale: In a nominal scale, objects are assigned to mutually exclusive,labeled categories but there is no necessary relationship among the categories.

2. Ordinal Scale: An ordinal scale is obtained by arranging them in order with regardsto some common variable. The question is simply whether each object has more or

less of this variable than some other objects.

3. Interval Scale: In an interval scale the numbers used to rank the objects alsorepresent equal increments of the attributes being measured.

4. Ratio Scale: A ratio scale is a special kind of interval scale that has a natural zeropoint.


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The Nominal Scale is used while designing the questionnaire. Both close ended and open

ended questions are put together in the questionnaire.

DATA COLLECTION:

PRIMARY DATACollected from consumers and suppliers, reliance fresh employees

SECONDARY DATACollected from internet, articles, and news papers.

The information is the major part of any research proposal to attain certain objectives we

require both secondary and primary data which is discussed above

HYPOTHESIS TESTED:

The hypothesis tested on both reliance fresh and people of HUBLI

H0: Reliance fresh is not famous & not significant in HUBLI.

H1: Reliance fresh is famous & highly significant in HUBLI.

LIMITATIONS:

Every research has certain limitation so there is no research is free from limitation same thing

happen in this research which is discussed below:

- Less investment in advertising in HUBLI city- People are very conservative- Primary data is not sufficiently available- Much of the research done was based on consumer and supplier survey- Research based on HUBLI city- Last but not least time constraint.

- NEED OF STUDY:-A detailed study in Reliance Retail focusing primarily on two areas of their operations.


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1. Retail stores operations based on aspects :-I. General operations according to the company manuals.

II. Store operations based on SUSD (Shutter up to Shutter down)2. An analysis of footfall, ticket size & catchment of Reliance fresh stores operating in

Ranchi district in order to determine their performances based on indicators like sale,

sale per sq. feet , gross margin, shrinkage , dumping and ticket size for the month of

May 2009 as well as their comparison with month of April 2009.

ACTIVITIES GROUPS WITHIN THE STORES

Getting Products to Shelf

1) Indenting & Purchase Orders (POs)

(a)IndentingDC Delivery:-

Indenting will be happen after checking stock in the store and goods in transit. Or whenever if

required any changes in indenting due to season, weekends or any festivals then the quantity

is modified. For branded goods there is a automatic indenting system which is handled by the

head office (Mumbai). Delivery of fruit & vegetables is after 48hours after being raised.

Indenting for milk and dairy products is delivered after 36 hours.

(b) Raising PO for Bakery

PO (purchase order) for bakery supply is raised in the store and also released to the vendors

by the stores. PO on vendors can be raised only once each day & it will be valid for 24 hours.

2) Receiving:-


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(a) Checking of Delivery in DCAll the Dry DC delivery will be checked by a store staff in the DC staging area before

packing and loading. This is to minimize delivery count error and ensure that right quantity is

delivered to the stores. Behind this all the activity owner is Store Manager.

(b) Receiving Goods in Store: From DC & CPC

Receiving indented goods from the DC & CPC as per the delivery schedule. At the time of

receiving goods from DC many things which is followed by the SM, ASM,& CSA:-

Check the seal in front of driver. Note down the air condition temperature.

Inspect stocks for transit damages. If any HU (Handling unit) / article is found damaged, excess, or missing noted it on

the trip sheet for return to DC.

Do the GRN (Goods return note) for the delivery for the actual received quantity. Stores are not unloading transit damaged stocks. Transit damages will be returned to

DC in the same delivery truck.

The main focus during goods receiving must be to unload the crates/ cartons from thetruck as quickly and safely as possible.

(c) Receiving from Vendors

Procedure for receiving goods directly from vendors. Behind this whole activity

owner is store manager/ asst. store manager. Reliance fresh stores indenting specially

bakery, beverage and books/magazines and music. SM/ASM Checks:-

Check the deliveries for quantity, damages and freshness and accept only goodproducts as per shelf life norms.

Do not accept any short shelf life or damage quantity from vendor and reduce it fromthe invoice if required.

Remove all expired products from the shelf and get them replaced with fresh productwithout any GRN for the same.

In case of books/magazines and music SM/ASM check bar-codes on the books ormusic CDs delivered by the vendor & return the unsold items to the vendors.

Vendors and store staff check physically check DSD deliveries for damages andfreshness and accept only fresh saleable products.

3) Replenishment of goods


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(a) Replenish Shelf from Goods Receiving Area

Process of moving goods from goods receiving area to the respective bays/freezers/chillers as

per the priority fill rule.

Frozen products received must have first priority for stacking in the Freezers. Strictly follow FIFO Place previous stock in the front/top of the shelf. Chilled product received must have second priority after frozen product for stacking

in the chillers.

4) Managing Price Changes

(a) Changing SELs for those SKUs where price has been changed. All the changingof SKUs is done by headquarter Mumbai.

5) Managing Plano gram

Implementation of changes of Plano gram

The Plano gram indicates the location for each SKU on a shelf. This process describes how to

change Plano gram. Changing of Plano gram is wholly managed by headquarter. Headquarter

send new Plano gram to store by mail. Changing of fixtures and shelf heights, at

Per new Plano gram. The major change of shelf is less than 5 bays. Check quality of stock

received as per Plano gram, raise an indent of additional stock if required. Stack goods as per

Plano gram and readjust SEL to align with the left hand side of the first facing going from the

left. All the changes made on shelf to be signed off by store manager. All the Plano gram to

be provided in standard format. Plano gram indicates shelf heights. Plano gram is send to the

store at least 2 days in advance of the change. No stock to be displayed on the shelf if it not in

the Plano gram. If the F& V section looks empty in the late evening because of stock outs,

then store manager may change only the F& V Plano gram in a suitable manner to give

appearance of full store.

6) Getting Products from Shelf to customers

(a) Promotion management (setting up the store for new promotions) Store check that all new promotional stock has been received from the DC and the

free gift under promotional offer are bundle along with the promotional stock. If the

free gift is too large to be accommodated on the shelfthe gift should be provided to

the customer at the till.


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Put up new promotional signage above the end cap at the marketing definedlocations.

ASM/SM briefs the staff at the morning and afternoon meeting on the promotiondetails.

Staff need to be briefed on the following : Details of the promotion Period of the promotion Advantages to the customer Any special arrangements at the till Sales target for the promotion Process for dealing with left over promotion stock

If the customer brings the promotion item back for exchange / refund the customerhas to bring back the free offer as well. Exception can be made at the customers

favour at discretion of store manager.

7) Stock Display Management

Filling up the gaps on the shelves for SKU sold during the day is defined as spot fill. Fill F&V in a similar manner using crates stored in the bottom shelf of the wall racks,

below heapers and in back room. Follow FEFO, FIFO rules.

In case of F&V, remove the old crates, place the new crates on the racks and thenplace the older products on top of the newer productsFIFO

Checking of temperature of chillers and freezers is also a part of SDM. It is the process of checking and moving stocks to ensure that the older stock gets

sold before the newer ones.

FEFO / FIFO to be followed for stock rotation for non F&V SKUs. The thing which is strictly followed is removal of damaged part of the F&V will not

be carried out at the shop floor under any circumstances.

In every store every day employees check for date code check schedule for the dayin store perform.

Employees removed expired products from the shelves and take them to the back ofthe store.

Employees identify & segregate near expiry products for mark down as permarkdown policy and guidelines.

Procedure for selling loose staple products to the customer in desired quantity. Procedure for managing the concessionaire in our stores like the Pickles counters,

Sweet counters etc.

Home delivery: for this there is some procedure which is followed by stores.


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Purchase a detailed street map of the local area e.g. Eichermap

Outline on the map the catchments which fall in 2 Kmradius of the store.

Prepare a list of roads / building with in that area. They appoint two employees for Home delivery champions

(HDC)for order taking, picking and billing.

Home delivery associate (HDA)billing and delivery. There is two type of home delivery which is given by the

RF: Convenience order this is a situation in which the

customer has come to the store, picked items, got them

billed and then request RF store team to deliver to his

residence. The payment in this case for the goods has

already been received.

Phone Orders - This is a situation in which the customer

does not carry out the activities of physically picking,

billing etc. but places an order on phone by calling either at

the store or at the call centre. The payment in this case

would be received once the delivery CSA goes to the

customer destination and hands over the goods.

Big orders store hire auto, rickshaws & it is decided bystore manager.

8) Managing waste and markdowns :

(a) Segregation of damaged and expiry in store :-

(a) For F&V crates are received carefully for the item not for sale as per reliance retailquality and are removed from the shelf.

(b) It is done by CSA / F&V champion.EXPIRY:-

(a) Near expiry product is markdown as per the RR rule.(b) An expired product is segregated and is treated as per following.

PRODUCT TYPE TREATMENT

DSD supply Exchange with fresh stock from the

vendor at the time of next deliveryDC supply Dump in store.


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(b)Markdown for damages and near expiry:-Damaged and near expiry products is markdown as per the following rules:

Markdown criteria:-Up to Rs. 15 or 15 % of selling price (whichever is lower) & it is done by Store manager.

Up to Rs 30 or 30% of SP (whichever is lower) & it is also done by DM / AM.

Beyond Rs 30 or 30% of SP & it is done by state fresh head.

Dumping of damages & expiry product:- Treatment for damaged & expired product are

done in following manner:-

Loss type Action

(a) Type C damage Dump in store (shown in SAP) Dispose in store.(b)All expiry(DC supply & DSD

without RTV) Dump in system (SAP) Display in store

(c) Expiry(DC supply with RTV) Exchange with fresh stock, freshvendor at the time of next delivery

For processing of dump (damaged & expired) approval is obtained from storemanage.

After dumping, all the dump are entered into dump register in the presence of SMwith his /her signature.

The entire dumped product is then get hand overed to garbage collection agency. For type C damaged product some part of each product is kept as proof. Finally the dump register is present near DM/AM for approval (signature).(c)Dump on arrival:-

On arrival of goods (F&V stock received from DC) poor quality goods aresegregated.

It is kept in separate place in the store with the sticker dumped on arrival notfor sale along with receiving date.

And the respective SM is informed. In the GRN (goods received roles) for the delivery, poor quality stocks are

entered as Damaged Quality.

Further it is kept for inspection and area F&V executive is informed. E-mail issend to the F&V head / F&V category head.

Finally dumped stocks are hand over to garbage agency. In case the GRN is done at the back end maintain a record of the DUA and also

record the some on the invoice that is sent to the commercial team.

(9) Returns:-

(a) Goods Return to DC:-

A finalized list of good stock article for return to DC is obtained from statemerchandising team.

According to the list stock of articles are segregated and are moved to theback office.


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Return schedule is obtained from the state merchandising team and packingof goods carton are planned.

They are packed properly. Food and non-food items are packed separately. And GRDC is created in SAP for the quality to be returned. Finally it is loaded and dispatched to DC in DC truck and return to DC

documents is get signed by the truck driver and is kept with itself.

(b) Goods Return to Vendor:- Stocks which are to be returned to vendor are taken out to the back room.. DSD returns are segregated as per category guidelines. Return to vendor document is created in the store. Returns are loaded to the vendors vehicle. 2 copies of vendor document are made and is got signed by the vendor. One copy is issued to the vendor and 2nd copy is filled as record. Security control register for returns are updated regularly

(c) Physical verification of stock:-

All PI documents present in the system are checked and closed. Stocks take checklist is updated. It is managed with DC to ensure that there is no afternoon or evening delivery

on the stocks count day.

Following are checked and ensure:-(i) GRN for all DC deliveries have been prepared.(ii) GRN for all DSD deliveries have been completed.(iii) All damaged products (type c) have been dumped.(iv) All expiry products have been dumped.(v) PI documents for stocks take are generated.(vi) HHTs are managed and ensured that they working properly etc.

(d)Stocks count and reconciliation:- Objective of the count, the layout of the stores and the process are briefly

explained to the staff.

For stock count staffs are delivered for counting of articles in fixtures and forentering the count in the HHT.

Back of storestore take

SKUs by weight (F&V, loose staples, etc)(i) Each loose article is weighed separately and quantity stickers are pasted.(ii) It is continued until all SKUs are weighed.

SKUs by count:-

(i) Product variants are segregated. Numbers of units are counted and stickers arepasted with the quality on SKUs.

(ii) It is continued until all the SKUs are not counted.(iii) PI count in the HHT is opened (all PI document together) and quantity is entered

after scanning the EAN / article code of the SKUs from the product in the HHT

PI document.

(iv) It is continued in this manner till all the SKUs in the back of store is counted andthe quantity is entered in the PI documents with the help of HHT.

(e) Store Opening :-(i) Store shutter is opened.(ii) Burglar alarm is put off.(iii) Entry for collection of keys and store opening details are recorded in the

register kept at the security.

(iv) Lights are switched on and all the equipments are checked for working made.


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(v) Generators are checked for water level, engine oil and Diesel.(f) Store closing:-

(i) Announcement is made for store closing 10 min before closing.(ii) No. of tills to be closed or operated fully depends upon the no. of customer

in the store.

(iii) Ensure that no customer is present inside the store.(iv) POS & EDC closure process is performed.(v) It is checked that equipment is in order or not after which the store is closed.(vi) Security guard is got to put paper seal on safe and almirah.(vii) All air-conditioners are switched off except server room a/c (which must be

maintained between 22-24 degree c )

(viii) Display lights and faade lights are switched off.(ix) Back room lock is sealed with a paper seal.(x) Burglar alarm in the store is updated and key register is signed in.(xi) Finally shutters are locked.

On the sales floor-stock take:-(i) Counting and weighing of bays are started, and quantity or count stickers arepasted.

(ii) PI documents are opened, EAN/ article code on the products are scanned usingthe HHT and the counted number is entered.

(iii) Similarly all the SKUs shelves and bays counted on sales floor and the countentry is entered in the PI document.

(iv) Control sheet for the fixtures that has been counted are updated.(v) Once all the articles in the store are counted and count entry is done in the HHT,

post the count data by pressing the postcount button in the HHT only.(vi) HHT would display the list of SKUs for which count has been not entered then

the article in the store is looked upon and count is updated in case the article is

present in the store and count entry was missed earlier.(vii) The final counted data is posted once again by pressing the post count button.(viii) Success log is checked to ensure that all the PI documents are successfully

posted.

(ix) The stock take report is generated is SAP and inventory differences is listed.(x) In case of major variations record is performed and the count in the PI document

is changed and the count is reported.

(xi) The variation is checked and confirmed and then the difference is posted byposting the PI documents in ZSTORE, using the Post option under Phy inv.Post in the physical inventory menu.

(xii) The stock take check list lifted in the store.


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ANALYSIS OF RELIANCE RETAIL STOREIN MONTH OF NOVEMBER 2010

Catchment area: - the area and population from which a region attracts visitors or customers

DATE FOOT FALL TICKET SIZE DATE

FOOT

FALL

TICKET

SIZE

11/16/2010 462 205 11/1/2010 408 204

11/17/2010 365 198 11/2/2010 546 308

11/18/2010 487 345 11/3/2010 546 435

11/19/2010 567 342 11/4/2010 453 397

11/20/2010 452 354 11/5/2010 456 198

11/21/2010 354 189 11/6/2010 453 231

11/22/2010 436 301 11/7/2010 523 303

11/23/2010 645 403 11/8/2010 435 352

11/24/2010 367 300 11/9/2010 543 342

11/25/2010 564 402 11/10/2010 435 241

11/26/2010 453 275 11/11/2010 564 312

11/27/2010 543 305 11/12/2010 543 309

11/28/2010 453 436 11/13/2010 426 189

11/29/2010 435 254 11/14/2010 534 256

11/30/2010 546 345 11/15/2010 423 352

11/31/2010 389 203 11/16/2010 498 42311/17/2010 456 352


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AVERAGE NUMBER OF TICKET SIZE BASED ON MALE AND FEMALE:-

Considering the above chart it can be concluded that female visit more as compare to the male

counterpart and hence reliance fresh owner should consider about the female and should take

more care of female in the sphere of services, protection and product availability also.

AVERAGE NUMBER OF VISITOR BASED ON DIFFERENT AGE GROUP:-

0 0

477

0 0

304

0

100

200

300

400

500

600

700

800

900

1 2 3

AVERAGE FOOT FALL AND TICKET SIZE PER DAY

#REF!

#REF!

0%

20%

40%

60%

80%

100%

MALEFEMALE

162 304

AVERAGE NUMBER OF VISITORS PER DAY BASED ON GENDER


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if we consider the above chart it can be easily concluded that the people between the age

group 23-32 visit more and more in the reliance fresh store and hence store manager

should take care of this age group peoples so that they may captivate them by giving

various discount or facilities etc.

The targets for the current month to any store are assigned according to the sales figures of

the preceding month. Usually the target for the current month is greater than the sales

achieved for the last month by 10-15 % in normal conditions. They can also exceed to almost

25% in some cases where there is large scale supply of stocks of certain kind seeing upon the

arising opportunity for their sale.

45

119

149

6530

60

91

47

0

50

100

150

200

250

300

7-15 YEAR 16-22 YEAR 23-32 YEAR 32-55 YEAR

AVERAGE NUMBER OF VISITOR PER DAY BASED ON AGE

female

male


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Reliance Retail calculates its input per store in form of sales / ft / day in total no. of hrs. of

operation (from 7:00 AM till 9;30 PM). This cost of operation / input includes rentals,

logistics cost, labor costs, electricity charges and up keep and maintenance charges. FTD

(fixed till date) sale / sq ft. represents the break-even point for the company. In case of

NOVEMBER 2010 FTD takes into consideration. 31st

days of operation from 1st

NOV 2010

to 31st

NOV 2010. FTD sale/sq ft is assigned to each individual store from the Mumbai based

headquarters of Reliance Retail

SALES / PER SQ FT. UPTO 31ST

NOV 2010

37.62

9.55

20.25 18.91

32.67

7.72

26.47 22.9617.56

34.58

8.84

17.59 17.65

32.83

6.81

22.5821.08

16.6

0

10

20

30

40

50

60

70

80

MTD TARGET AND ACHIEVED IN A PARTICULAR MONTH

MTD Achieved

MTD Target

0

41.2

17.5

34.1 32.7 32.5

11.3

40.3

15.924

0

25.5

12.8

26.920.4 19.4

11.1

23.3

11.2

20.1

0

26.8

12.8

26.9

22.2 21.9

11.4

26

11.8

21.9

01020304050607080

90100

SALES PER SQUARE FT

MTD

LMTD

FTD


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So it can be seen that none of the nine operating. Reliance fresh stores in HUBLI have been

able to achieve their break-even point for the month of NOVEMBER 2010. Reliance Fresh

stores are on verge of completing almost 2yrs of their operation in HUBLI DHARWAR but

they are yet to reach their breakeven point.

GROSS

Reliance Retail has a policy of not letting to exceed the shrinkage (loss of goods due to theft

& pilferage) & dumping (loss of goods due to expiry) to individually exceed 2% of the total

sales. It was observed that due to practices like better in-store upkeep, supply close to demand

15.30%13.10%

8.90%

15.40%12.10%11.60%

15.00%16.10%16.40%

15.80%15.10%

14.70%

15.90%

14.70%13.90%

16.20%14.70%14.50%

14.50%14.30%

6.80%

11.30%13.10%

6.80%

15.50%14.10%12.90%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

GROSS MARGIN UPTO 31ST MAY

Store Name MTD

Store Name LMTD

Store Name FTD

15.30%13.10%

8.90%

15.40%12.10%11.60%

15.00%16.10%16.40%

15.80%15.10%

14.70%

15.90%

14.70%13.90%

16.20%14.70%14.50%

14.50%14.30%

6.80%

11.30%13.10%

6.80%

15.50%14.10%12.90%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

GROSS MARGIN UPTO 31ST MAY

Store Name MTD

Store Name LMTD

Store Name FTD


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, better surveillance etc. the shrinkage & dumping were restricted to the desired level in

almost of the stores.

Sales / tickets (ticket size) FTD represents the value of sales per purchase that the stores

should make in order to reach the BEP margin.

SALES PER TICKET IN HUBLI:-

In this case also it was seen that none of the 9 stores have reached the BEP.

Reliance retail expected its Reliance Fresh venture to reach its BEP within a span of 11.5 of

their operation and to become a profit making entity after that out of 9 stores in

KARNATAKA all have completed their at least 1 2 years of existences but are yet to

achieve their BEP.

4163

2234

2111

25604832 1935

2800

5764

2440

298 126 156146 248 92

212

170

172

227 112 128 118 192 82 176 145 151

80%

82%

84%

86%

88%

90%

92%

94%

96%

98%

100%

SALES PER TICKET

MTD

FTD

Area


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RECOMMENDATION

COMMUNICATION:

Based on my observation I found that reliance fresh is not able to make anadvertisement properly as compare to big bazaar or other retail store which is itscompetitor. So company should make a proper team to let the people aware about

their schemes and offers being given by reliance fresh.

Company should increase the number of counter so that it may minimize the quiteof the customers.

Company should acquire more and more skilled people so that it may satisfied theircustomer in all areas.

PROMTNESS IN SERVICES:

Company should pay kind attention towards the existing customer and try toprovide them quick response in the sphere of services so that they become BSNLS

loyal customers.

Many corporate houses were there who were reluctant to use BSNL lease lineprovided that someone assures them to have a promt services from them.

SCHEMES:

Main competitor Airtel Tata and Reliance comes with various schemes and marginson the other hand Bsnl is not giving any sort of scheme and discount that is why

many clients were inclined toward using the lease line offered by other players..

After all business is all about profit and retailer wants some profit and margins.

BEHAVIOR AND COMMITMENT:

Behavior and commitments of sales man towards the dry outlets should be improved.


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CONCLUSION

It was a pleasant experience to have a project in a big company like RELIANCE FRESH. It has

given me an opportunity to know all dimensions of the market and how to tackle problems

of it .I have learned various functions carried out at all the level of organization especially of

middle level and lower level. After a rigorous period of my project I come to know that how

practical knowledge is different from the theoretical concepts.

From the survey and analysis of data it can be concluded that still there is a big opportunity

to convert small and big clients. But some how company is lagging behind in the era of

cutthroat competition .company is unable to make good relationship with corporate clients..

As RELIANCE FRESH is concern the company should become liberal on his policies. Company

should give the clients more facilities so that they may became new clients and may

continue through it. The company also needs a proper marketing wing to operate well in

these areas and accomplish the goal, mission and vision of the company.

45741901 project on reliance fresh hubli

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