A

Project report
On
Business Exposures
Submitted to

Savitribai Phule Pune University

In partial fulfillment of the requirement for award degree of
Bachelors in Business Administration
Submitted by

AKSHATA GANESH PORE

Roll no:-3530
Under the guidance of
Prof Yogesh wagh

Through

A.B.M.S.P’sShri Shahu Mandir Mahavidyalaya

Parvati, pune

2019-2020

1
 CERTIFICATE
TO WHOMSOEVER IT MAY CONCERN

This to certify that MS/Mr. Akshata Ganesh Pore

Student of 2nd year has satisfactorily completed the required number of

visits and report under “Business Exposures” of BBA-2 Sem-IV in year

2019-2020 as laid down by the Savitribai Phule Pune University.

Prof. Yogesh Wagh

HOD, Project Guide

2
 STUDENT DECLARATION

I hereby declare that project report on

INDUSTRIAL VISITS

Submitted in partial fulfillment of the requirement for degree of

BACHELORS OF BUSINESS ADMINISTRATION

TO SavitribaiPhule Pune University, India, is my original work.

Place: -Pune

Date: - Akshata Ganesh Pore

3
 Acknowledgement

The making of any report calls for contribution and coordination

from many others besides the report maker.
It is the result of meticulous effort put in by minds that contribute
to the report and this is no exception. Several
Eminent people have made valuable contributions to this
Report through their inputs. I hereby acknowledge my gratitude to
each one of them.

The Acknowledgement is incomplete if I don’t expressmy thanks to

my teacher of BBA for their phenomenal
Support and encouragement during study. Last but not the least my
colleagues for their valuable comments and suggestions for making
this a cherish able experience for me.

Place:-Pune
Date:-

4
 Executive information
This objective of the Industrial visit is to help student gain first hand
information regarding the functioning of the industry which presents the
students with opportunities to plan, organize and engage in activity learning
experience inside and outside .Main aim of this industrial visit is to provide and
exposure to students about practical work environment .

The objective behind this type of practical training at second year is to develop
among students feeling of industrial environment and consciousness of
business partners. Main intention is to develop the understanding of the
student with a realistic and practical perception of the industry its layout,
procedures, processes, organizational structure.

5
 Index of project

Sr.no Name of Page no

organization

1 Katraj dairy 7

2 Axis Bank 18

3 D-Mart 24

6
 KATRAJ MILK PRODUCT COMPANY.
OVERVIEW OF THE COMPANY

History of the company-

Pune Jilha Sahakari Doodh Utpadak Sangha Maryadit, popularly known as “Katraj
Dairy” and branded as “Katraj”is a district level cooperative organization registered
in the year 1960. The organization is involved in milk collection from the villages
and the adjoining areas of the city of Pune, Milk Processing and its distribution.
Katraj Dairy started the collection of milk about 0.30 Lakhs ltrs per day in the first
year of its operations and today and has steadily grown to over 2.00 lakhs (0.20
million) liters per day and also has a financial turnover of Rs. 250 crs.

The dairy starts its operations at 9.30 a.m. and goes on till 1.30 pm in the afternoon.
The Katraj Dairy has achieved ISO 22000:2005 certification from Det Norksey
Veritus. Milk may define as a whole,fresh, clean, lacteal, secretion obtained by the
complete milking of one or more healthy Milk animals excluding that obtained
within 15 days before or 5 days after calving or containing the minimum prescribed
percentage of milk fat and milk-solid-not fats. All these products are available at
Katraj owned parlours at various locations in pune. Katraj products have been used
in thousands of homes in pune since 1961.

It includes products like Ghee, shrikhand, Amrakhand, jeeratak, and flavoured milk
as well. Katraj plans to introduce an online ordering system for its
distributors/retailers and consumers. Katraj dairy has total of 3 branches in pune
one is in Katraj, another is in Kothrud and last is in Dhankawadi.

7
 PRODUCT PROFILE:-
Katraj dairy manufactures/Distributes milk and milk products they are given below
:-

1. Pasteurized/Homogenized-Cow Milk:-

Katraj dairy sells cow and buffalo milk which are good for bones and also it
offers rich source of calcium, and essential for healthy. Price is RS.68.

2. Cow & Buffalo Cream and Ghee: -

Ghee is the pure clarified fat derived solely from milk or from desi (cooking)
butter or from cream. Price of ghee is Rs.115.

3. Shrikhand: -

Shrikhand is a semi soft sweetish sour whole milk product prepared from lactic
fermented curd. The price of this product is Rs.180.

8
3. Amrakhand: -

Amrakhand is a semi-soft sweetish -sour whole milk product prepared from lactic
fermented curd. The price of Amrakhand of 250 gram is Rs 56,and of 500 grams is
Rs.100. in katraj dairy.

5.Malai Paneer: -

Paneer refers to the milk solids obtained by the acid coagulation of boiled whole
milk & subsequent drainage of whey. The price of 1kg malai panner is Rs.310
,200gramsis Rs.70 and 500 grams is Rs 160.

6.Dahi: -

Dahi is a fermented milk beverage. The price of 100 grams 2kg box is Rs 240 in
katraj dairy and 100 grams cup is Rs 12.

9
7.Flavoured Milk:-

Flavoured milk are milks which have some flavours or colours and sugar been
added. It contains of 3.0% minimum fat and moisture of minimum 80%. It is given
in four flavours which are strawberry, butterscotch, mango and pista.

8. Lassi: -

Lassi is a fermented milk beverage popular in all parts of India. It has great
potential in capital market. The price of mango lassi of 200 ml is Rs.20.

9. Jeera tak: -

Jeera tak is also known as chhas. It is also called as desi

desi buttermilk.The price of jeera tak is Rs.8. It is stored below
5*Celsius.

10
10.Ice cream with different flavours:-

Among all milk products ice cream is a rich source of calcium, phosphorus and
also contains other minerals. It is available in four flavours which are vanilla,
pista, strawberry, and butterscotch. The price of 1000 ml family pack of pista is
for Rs.105 and vanilla 1000 m family pack is also for Rs.105.
11. Kalakand: -

Milk cake or kalakand is danedar type of multi layered burfi made from
milk, glucose and sugar. The price of 250gram kalakand box is for Rs.125.

12.Kaju Katli: -

Kaju Katliis a very popular and luxurious sweet item made from khoa, kaju, and
added sugar, and decorated with edible silver paper.

11
 Organizational structure
The organizational structure of the company is as
follows: -
chairman

Managing director
[M.D.]

General manager

Admin

H.R A/C
Production
store

Dispatch
P.D.W
Dairy Marketing

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 PRODUCTION PROCESS
1.Milk Tanks: -

The 1st production process is milk cooling tank where its primary component is
to store raw milk, skimmed milk or cream. It is used in milk processing plants.
The milk cooling tank is large storage tank for cooling and holding milk at a
cold temperature. The operating cost of this cooling tank is Rs.4.4 lakhs.

2.pasteurizers: -

Pasteurization is also called sterilizing process. It is 2 nd important process

where heat treatment of product is given to reduce bacteria. The main purpose
of this process is to make product safe for use and to extend product’s life

13
4. Separators: -

After pasteurization, the separators are the third main equipment in milk plants
that ensure the excellent product quality and high performance in milk skimming
by preventing intake of the destructive air. The speed of this machine is 5000
litres per hour.

4.Homogenizers: -

The last step of this process is done in homogenizing of the milk. It helps to
achieve the different variety of products, improves the texture, taste and viscosity
of cream or juice-based drinks and prevents a cream line and sedimentation in the
milk products.

14
 Observations
1. The factory was very good also it was clean and well
developed and also, we have good experience as well.

2.The premises was also clean and good and also, we saw the
how production of milk was process.

3. We also found how workers were also participating in the

management and also looking after every product quality.

4.The employees have the orders of not to touch milk with bare
hands.

5.We also observed that the workers were also wearing gloves
in their hand in order to safety from machine’s shock.

6.They get machines and silos cleaned every weak end to ensure
that the milk produced is safe for the customers.

15
 Limitations
1.Time constraint: - Time duration for project is only 6 months which is
insufficient to know the company working.

2.To keep the process safe taking the photograph was strictly prohibited.

3.Company is not ready to give the financial data which is confidential. It

creates problem in data interpretation.

4.The minimum order of milk products should be of Rs.5000.

5.After delivery if the milk and milk products are not consumed before the
expiry date, no replacement will be given.

16
 Conclusion
We are thankful to our faculties for organizing such an
informative event for us. It helps us to develop our
practical skills regarding manufacturing process and other
manager and functions. We hope will get more chances
further have such wonderful and informative experiences of
visiting different industries.

17
 Axis Bank

18
Introduction
Axis Bank is the fifth-largest Indian bank offering a wide assortment of
financial products. The bank has its head office in Mumbai, Maharashtra. It has
4,050 branches, 11,801 ATMs and 4,917 cash recyclers spread across the
country as of 31 March 2019 and nine international offices. The bank employs
over 55,000 people and had a market capitalization of ₹1.31 trillion (US$18
billion) (as on 31 March 2018). It sells financial services to large and mid-size
corporates, SME and retail businesses.

As of 30 June 2016, 30.81% shares are owned by promoters and promoter

group (United India Insurance Company Limited, Oriental Insurance Company
Limited, National Insurance Company Limited, New India Assurance Company
Ltd, GIC, LIC and UTI). The remaining 69.19% shares are owned by mutual
funds, FIIs, banks, insurance companies, corporate bodies and individual
investors among others

History
It started its operations in 1993, after the Government of India allowed
new private banks to be established. The bank was promoted in 1993 jointly by
the Administrator of the Unit Trust of India (UTI-I),[12] Life Insurance
Corporation of India (LIC), General Insurance Corporation, National Insurance
Company, The New India Assurance Company, The Oriental Insurance
Corporation and United India Insurance Company. The first branch was
inaugurated on 2 April 1994 in Ahmedabad by Dr. Manmohan Singh, the then
finance minister of India.
In 2001 UTI Bank agreed to merge with Global Trust Bank, but the
Reserve Bank of India (RBI) withheld approval and the merger did not happen.
In 2004, the RBI put Global Trust into moratorium and supervised its merger
with Oriental Bank of Commerce.
In 2003, UTI Bank became the first Indian bank to launch a travel
currency card.[13][14] In 2005, it was listed on London Stock Exchange.
UTI Bank opened its first overseas branch in 2006 in Singapore. That
same year it opened a representative office in Shanghai, China. In 2007, UTI
Bank opened a branch in the Dubai International Financial Centre and branches
in Hong Kong. In 2008, it opened a representative office in Dubai.
With effect from 30 July 2007, UTI Bank changed its name to Axis Bank.

19
 In 2009, Shikha Sharma was appointed as the MD and CEO of Axis
Bank.
Axis Bank opened a branch in Colombo in October 2011, as a Licensed
Commercial Bank supervised by the Central Bank of Sri Lanka.[19] Also in
2011, Axis Bank opened a representative offices in Abu Dhabi.[20] In 2011,
Axis bank inaugurated Axis House, its new corporate office in Worli, Mumbai.
In 2013, Axis Bank's subsidiary, Axis Bank UK commenced banking
operations. Axis Bank UK has a branch in London.[22]
Bollywood actress Deepika Padukone is the brand ambassador of Axis
Bank. In 2014, Axis Bank launched its first ‘All Women Branch’ in Patna. In
2015, Axis Bank opened its representative office in Dhaka. In 2019, Amitabh
Chaudhry takes over as the MD & CEO from 1 January. As of 31 March 2016,
the bank has over 50,001 employees. It spent ₹26.7 billion (US$370 million) on
employee benefits during the FY 2012–13.

Operations
Indian Business
As of 12 Aug 2016, the bank had a network of 4,094 branches and extension
counters and 12,922 ATMs. Axis Bank has the largest ATM network among
private banks in India. It even operates an ATM at one of the world's highest
sites at Thegu, Sikkim at a height of 4,023 meters (13,200 ft) above sea level.
International business
The bank has nine international offices with branches at Singapore, Hong Kong,
Dubai (at the DIFC), Shanghai Colombo and representative offices at Dhaka,
Dubai, Sharjah and Abu Dhabi, which focus on corporate lending, trade finance,
syndication, investment banking and liability businesses. In addition to the
above, the bank has a presence in UK with its wholly owned subsidiary Axis
Bank UK Limited.

20
Services

Retail banking
The bank offers services such as lending to individuals and small businesses
subject to the orientation, product and granularity criterion, along with liability
products, card services, Internet banking, automated teller machines (ATM)
services, depository, financial advisory services, and Non-resident Indian (NRI)
services.[27] Axis bank is a participant in RBI's NEFT enabled participating
banks list.[35]

Corporate banking
Transaction banking: Formed in April 2015, TxB provides integrated products
and services to customers in areas of current accounts, cash management
services, capital market services, trade, foreign exchange and derivatives, cross-
border trade and correspondent banking services and tax collections on behalf
of the Government and various State Governments in India.

Investment banking and trustee services: The bank provides investment banking
and trusteeship services through its owned subsidiaries. Axis Capital Limited
provides investment banking services relating to equity capital markets,
institutional stock brokering besides M&A advisory. Axis Trustee Services
Limited is engaged in trusteeship activities, acting as debenture trustee and as
trustee to various securitization trusts.

International banking
The bank continues to offer corporate banking, trade finance, treasury and risk
management through the branches at Singapore, Hong Kong, DIFC, Shanghai
and Colombo, and also retail liability products from its branches at Hong Kong
and Colombo.The representative office at Dhaka was inaugurated during the
current financial year.

21
 Awards and recognitions
2010 - Best Debt House in India – Euromoney
Best Domestic Debt House in India – Asiamoney Overall Winner &
Consistent Performer -(Large Banks Category) – Business Today Best Bank
Awards
2011- Bank of the Year – India –The Banker Awards 2011
2012- Bank of the Year – Money Today FPCIL Awards 2012-13
Best Private Sector Bank – CNBC-TV18 India's Best Bank and Financial
Institution Awards 2012
Consistent Performer – India's Best Banks – 2012 Survey by Business
Today & KPMG
Gold Shield for Excellence in Financial Reporting in the Private Banks
category – 2011-12 – ICAI (Institute of Chartered Accountants of India)
2013 - Axis Bank ranked No 1 company to work for in the BFSI sector –
'The Best Companies to Work for' survey by Business Today.
Ranked No 1 in the IT Biz Award – large enterprises category by Express
IT Awards
Innovation for 2013 for Ladies First card under ‘the Most Innovative
Broad Based Product Offering’ category- IBA Innovations Award.
2014 - Axis Bank Foundation conferred Outstanding Corporate
Foundation at Forbes India, Philanthropy Awards, 2014
Best Domestic Bank in India- Asiamoney Best Banks 2014
Best Bank Award among Large Banks for IT For Business Innovation-
IDRBT Banking Technology Excellence Awards 2014.
Axis Bank featured for the fourth time in Asia's Fab50 companies for
2014 by Forbes Asia
Best Bank for Rural Reach in the Private Sector and Best Retail Growth
Performance in the Private Sector category- Dun & Bradstreet-Polaris Financial
Technology Banking Awards 2014
2015 - Axis Bank has been adjudged winner in the Best Bank Category,
Outlook Money Awards 2015
Axis Bank awarded for the Best Security among Private Sector Banks in
India by Data Security Council of India (DSCI).

22
 Axis Bank conferred the Certificate of Recognition for excellence in
Corporate Governance by the Institute of Company Secretaries of India (ICSI),
for the year 2015.
Best Domestic Bank in India- Asiamoney Best Banks 2015
Axis Bank's Mobile App tops Forrester Research's review of Smartphone
Mobile Banking Apps in India.
Axis Bank was selected as the Best Private Sector Bank under the
category Rural Reach at the Dun & Bradstreet Banking Awards 2015
Axis Bank has been conferred with IDRBT Best Bank Award for Digital
Banking, Analytics & Big Data among large banks.
Axis Bank has been featured in Limca Book of Records 2015 for creating
a National Record for its campaign – 'Plant a Sapling'
Axis bank has been awarded the title of Superbrand 2014–2015, by
Superbrands
No. 1 Promising Banking Brand of 2015, Economic Times Awards 2015
Winner in the 'Best Payment Initiatives' category amongst Private Sector
Banks, IBA Banking Technology Awards 2015.

23
 D-Mart

24
 Introduction:
Very few would know that the extremely low-profile, Mumbai-based
supermarket chain, D- Mart, made a topline of Rs 3,350 crore in 2012-13. That
makes it the third-largest among the branded retail chains in the country, after
Kishore Biyani's Future Retail (Future) and Mukesh Ambani's Reliance Retail
(Reliance).
While Future clocked a turnover of Rs 14,201 crore in the last financial
year, Reliance did Rs 10,800 crore, recording a cash break-even. But if Reliance
operates with over 1,450 stores and Future runs over 1,000 stores, D-mart, on
the other hand, operates just 65 stores in Maharashtra and Gujarat and one each
in Hyderabad and Bangalore. Its sales per store, then, is the highest among
grocery chains at Rs 53 crore (Reliance makes about Rs 7.45 crore per store).
The 13-year-old D-Mart, founded by the stock-market icon, R K Damani,
is not only profitable (making around 2.5 per cent of sales), but most of its
stores are in the black too, says a company executive, who did not wish to be
quoted to maintain the chain's low profile.
In comparison, more illustrious playe' such as Spencer's, of the RP-Sanjiv
Goenka Group, and one of the oldest retailers and Aditya Birla Retail's More are
yet to break even. The Tata Group-owned chain of hypermarkets, Star Bazaar
and Shoppers Stop-owned Hypercity, too are waiting to achieve profits.
So how did D-Mart crack the code? By doing business differently from
its larger counterparts.
For a start, the chain offers prices that are 6-7 per cent lower than its
competition, no matter where it operates, which are a huge draw among its
customers, say retail consultants. "We sell at a price lower than others as we
keep our costs low and run the business efficiently," explains the same company
executive.
What lets it achieve such pricing tactics is its operational style. Out of the
65 stores it runs, D-Mart owns 55 properties, saving substantially on rent, which
constitutes 6-10 per cent of retailers' sales. D-Mart, also refrains from opening
stores inside malls unlike other hypermarkets.
"Since rent is a big element of a retailer's operations costs, that burden
goes away, boosting operating profits," says an executive of Reliance Retail.
"By not being present inside malls, D-Mart saves on high common maintenance
charges and exorbitant rents," he adds.
But when opening a store, D-Mart is wont to select areas neighbouring
residential societies, setting an easy catchment area. Costs are further kept low
25
by a no-frills layout without any flashy interior. "They do not spend much on
interiors unlike bigger retailers who spend a bomb on them," says an executive
from Aditya Birla Retail. The stores are also large, measuring 30,000 to 35,000
sq ft.
For D-Mart, it makes business sense to extend the low profile to its stores
too. "We have discovered a level of profitability. Whatever rent we pay for a
store, we assess whether we can make money from that store or not within one
or two years. We are tough negotiators," says the D-Mart executive. The
executive explains the chain's idea of a slow and steady growth: "We will look
at adding at eight-10 stores. We have seen a growth of 30 per cent in our
revenues for the past four years." "Its stores are down-to-earth and cost-
effective and the staff highly-motivated," says Sanjay Badhe, a Mumbai-based
retail consultant.
But D-Mart's cost efficiencies may be difficult to replicate. Larger chains
point out that its practices are not commercially viable on a bigger scale. "It is
not possible for bigger chains to own stores as it requires huge capital
expenditure. A smaller chain can still afford to do so," says a top executive from
Tata Group's Trent, which runs Westside and Star Bazaar.
Not just by way of foot-print, D-Mart extracts a few brownie points even
from its suppliers. It pays them within 48 hours of delivery, and they, in turn,
allow for an additional 2-3 per cent gross margin to the chain, enabling it to
keep the prices low at most of its locations.
Organised retailers often buy goods on credit from suppliers on 30-60-
days credit. A senior executive in Kishore Biyani's Future Retail says a short
credit cycle cannot be adopted by large retail chains as credit plays an
indispensable role in generating return on capital for large volumes as theirs.
"It responds very quickly to vendors. A lot of suppliers say D-Mart listens
to them. For example, it initiates promotions within a few days," comments
Badhe.
Badhe also attributes its popularity to its understanding of the consumer
in the locality it opens shop in. He points out the "good mix" of national
products and local products even in towns such as Kolhapur and Sangli in
Maharashtra. "In areas where rice consumption is high, they stock a large
variety of rice," he says.
Given its size, D-Mart has been able to remain nimble-footed in
financials too. It has not taken on a lot of debt, unlike its bigger peers and has
cut advertising budgets by 30-40 per cent in the last couple of years to save
costs. Its debt to equity ratio is 0.65.
26
 But the real challenge for the brand will surface now that it is hoping to
expand to more cities in Karnataka and Andra Pradesh. "It is difficult to expand.
It is difficult to find stores which match our expectations," says the D-Mart
executive, explaining why it has just one store in Bangalore. The Reliance
Retail executive says, "Its first phase (of growth) has been successful.
Replicating it in the next phases will be the challenge. When you are a regional
player, you will run a people-driven business. But when you go national, you
have to have foolproof and strong processes." For D-Mart, its task will be cut
out - of retaining its advantages even as it builds scale.

HISTORY
As Avenue Supermarts Limited, the company which operates most profitable
supermarkets chain in the organized segment D-Mart, opens for IPO on March
8, investors’ wait will come to an end. Not only is it the first IPO in the
country's retail sector since 2007, but Radhakishan (RK) Damani is a Stock
market Investor, Stockbroker, Trader and the Founder & Promoter of DMart!
61-year-old Damani is one of the biggest names in the Indian stock market and
ranked 98th in the Forbes India Rich List 2015 with a net worth of $1.15 billion.
Much before D-Mart happened, Damani was an ace stock market investor and
mentor to 'Big Bull' Rakesh Jhunjhunwala.
What made D-Mart attain profitability so fast?
It won’t be wrong to say that a company with financials as strong as that of D-
mart is a rarity even in the Indian listed space, as in the four years to FY16, D-
Mart’s revenue grew by 40% annually to Rs 8,606 crore and net profit grew
52% compounded to Rs 320 crore, at a time when most other retailers are
struggling to be profitable. To begin with – the prices that D-Mart offers are 6-7
% lower than its competition. What lets it achieve such pricing tactics is its
operational style. There is an unsaid rule in the market that – “one must not
open any store within a 1 km radius of DMart, simply because, no one can beat
them on prices.” But honestly, D-Mart’s cost efficiency model is practically
very difficult to replicate. One a larger scale, it is not possible for bigger chains
to own stores because, it requires huge capital expenditure, and this method is
only affordable till the time you’re a small chain, which is why D-Mart is
growing slowly. Overall – D-Mart’s success is focused on three things:
Customers, Vendors and Employees!
Since D-Mart is targeting middle income households, all their stores are in, or
close to, residential areas and not in malls. And since, 90% of these stores are
owned directly by D-Mart, they don’t have to worry about monthly rentals,

27
which amounts for almost 6-8% of its sales, and their rise, or relocation risk.
Additionally, this is helping them build assets on their books. This also helps to
keep D-Mart well capitalised and debt-light, while its operations generate spare
cash. All the money that is saved using this strategy is eventually offered back
to the customers in the form of
The FMCG industry has a payment norm of 12-21 days, but D-Mart pays its
vendors on 11th day itself. This helps him stay in the good books of the vendors
and avoids stock outs. And since D-Mart buys in bulk and pays its vendors well
in time, they also get to earn higher margins. Basically, their strategy is to “Buy
it low, Stack it high and sell it cheap”!
D-Mart offers good money, flexibility, empowerment, and relaxed & efficient
work culture. They even go on to hire 10th standard dropouts with the right
attitude and commitment. They prefer hiring raw talent, and then invest heavily
in training, to mould them as per their requirement. Company has 112 stores
located across 41 cities in India. Company has 21 distribution centres and six
packing centres in Maharashtra, Gujarat, Telangana and Karnataka. Most D-
Mart stores are in the suburbs in the metros and in tier II & tier III cities, hence,
the operational costs remain low. Unlike bigger retailers, costs are further kept
low by keeping a basic and economical layout with modest interior.
Given its size, D-Mart also manages to keep its financials at check and
grounded too. They have kept their debts at low levels and have also cut their
advertising budgets by 30-40 % in the last couple of years to save costs. Since
its initiation, D-Mart has not shut a single store and more recently, also became
the first retailer to cross the billion dollar market profitably. Using such
strategies, D-Mart has managed to reach profitability much before any other
peers!

OBJECTIVES OF THE STUDY

1. To find how much queuing time is taking the customer from shopping to
billing process.
2. To find at what time this Queuing time is high in the Retail store.
3. To find out exit timings of the customers and shopping times of the
customers.

28
NEED FOR THE STUDY
Now a days in the retail stores in India floating of customers are very
high, for this floating the retail store the customer billing waiting time is high. Is
this real the billing waiting time is high in the retail stores to find in real time
for this reason this study is conducted to find the reality of the retail stores
billing waiting time is high or not. Efficiency management is an important
factor in the design of service programs. These decisions will have a trade
between maintaining service level criteria and the value corresponding to
customers. The first edition of the Operating Management literature is focused
on the development of the first edition of development models that can be used
to calculate the excess working service costs. As these operating costs are more
positive, it often happens to observe the terms of service that are designed to
achieve the qualifying target service level. For example, a general rule in retail
stores opens additional checkout when the length of the queue crosses the
threshold. However, there is not much research on how to choose the right
target service level.It translates and estimates the value of allocating customers
to target service level actions. Customers waiting in the queue in real customer
purchases to measure the effectiveness of the paper's vision service levels,
especially to attach the financial value to customer service. Lack of data is an
important limit to studying the effectiveness of customer behavior. One notable
exception call center, where some recent studies focus on when waiting for the
phone to wait on the phone with impatience, studying physical queues in our
attention services, where consumers are physically awaiting the service. This
kind of queue is common, for example, retail stores, banks, amusement parks,
and healthcare delivery. Although target data in the customer service is not
generally available in the service facilities, many previous researches rely on
how to survey surveys to educate consumers about their behaviour.
Method of Study
We apply our approach using field data collected in a pilot study conducted in a
D-MART supermarket's deli section. The main purpose of our approach to
survey data is that the simple and often collected collection of store activity data
allows us to build a large panel data set that requires us to identify the
sensitivity of each customer.There are two important challenges in our
assessment. The crowded store is crowded on traffic, so long sales periods have
long lines. Consequently, we face the problem of reverse lawsuits: we are
interested in calculating the effect of waiting on sales, the moves in the sale of a
congestion and a wait for a long time.

29
FINDINGS
1. The customers are entered in to the store after 7 pm to 9 pm.
2. The shopping time is starts from 6 pm to 9 pm.
3. The waiting time is below the 10 minutes after entering billing que.
4. The exit time is also high in 8 pm to 9 pm.
5. In the timings the from 4.00-5.00 is the customers visit the store 13.73%,
from 5.00 to 5.59 is the customer visit the store 11.76%, from 6.00 to
6.59 is the customer visit the store 27.45% and from 7.00 to 7.59 is the
customer visit the store is 47.06%. In the table we observed that the
from 7.00 to 7.59 period most of the customers entered into the retail
store.
6. From 4.00 to 4.59 only 9.80% of customers entered in to the billing que.
5.00 to 5.59, 6.00 to 6.59 only 13.73% of the customers are entered into
billing que. 7.00 to
7. 59 only 29.41% of the customers are entered into the billing que, 8.00 to
8.59 only 33.33% are entered into the billing que.
8. From 4.00 to 8.00 the data is collected so the exit time is also noted
from 4.00 to 8.00, from 4.00 to 5.00 only 9.80%, from 5.00 to 6.00 only
11.76%, 6.00 to 7.00 only 15.69%, 7.00 to 8.00 only 23.53, 8.00 to 9.00
only 39.22%.
9. The shopping time of the customers from 4.00 to 8.00 the maximum
shopping time of the customers and the frequency is 0.30-0.45 minutes
from the data collected 16 members are taken and 0.45-0.55 minutes 7
members are done.
10. 30 members are done their bill within the 8 minutes when entered into
billing que. 13 members are waiting from 8 to 13 minutes. 6 members
are waiting from 13 to 18 minutes.

SUGGESTIONS:
1. The time wasted in billing que is to be reduced to increase the billing
counters in the retail store.
2. The store maintains new billing process to reduce the billing waiting time.
3. To maintain new billing counters in the particular shelfs so to bill in that shelf
only.
4. To avoid long billing queue, implement the smart shopping card.It create a
better, faster and more efficient shopping experience for the customers

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5. It minimizes the man-power required at the shopping malls, as the billing
process at the checkout is eliminated altogether
6. It monitors and modifies cases of discrepancies and deception, if any, thereby
making the system attractive not only to the customers but also to the store
owner
CONCLUSION:
From the research we observed that these suggestions are useful to implement
these suggestions in the store. The limitation of the research is timings and days
are not sufficient to give the above suggestions. This is one of our great British
features. But now the shoppers fall in love with the queue, and in recent
research 41 percent of people are prepared to join the long row.

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