Metro Project

METRO cash & carry
CHAPTER -1
INTRODUCTION ABOUT THE COMPANY
EWCM/SU/R/B/A/PPP-2 1
METRO cash & carry
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1.1 INCEPTION AND BACKGROUND
METRO Cash & Carry is a reliable partner for more than 20 million professional
customers worldwide. It gives them a clear competitive advantage in their own
markets. Professionals can purchase everything they need to run their business: A
restaurant owner, for example, can buy food like fish or vegetables as well as kitchen
equipment and office supplies. METRO Cash & Carry offers an exceptionally wide
range of high-quality products under one roof. Depending on the size and type of
wholesale centre, the assortment includes up to 20,000items in the food range and
30,000 items in the non-food sector. As the name implies, METRO Cash & Carry
customers select their own items and take them with them to their restaurants and
shops. With this unique business-to-business concept, the company has grown to
become a leading international player in self-service wholesale.
1.2 History
METRO Cash & Carry is a leading international company in self-service wholesale

and operates more than 600 outlets in 29 countries. With over 100,000 employees
worldwide, the company achieved sales of € 31.7 billion in 2007. By generating
almost 50 percent of the total sales, METRO Cash & Carry is the top-selling sales
brand of the METRO Group. Assortment and service of METRO Cash & Carry’s
unique business-to-business model are targeted only towards professional customers
such as hotels and restaurants as well as small and mid-sized retailers or institutions.
The company offers these special groups a high level of assortment competency both
METRO cash & carry
in food and non-food as well as attractive wholesale prices. An efficient and

internationally conferrable concept ensures success in entering new markets.
 The cash and carry concept
Cash and carry wholesale are primarily defined by its customer base and the unique
business model. This means, registered business customers visit the outlet, select their
own purchases, and carry these back themselves instead of placing orders with
multiple vendors.
Every day at METRO outlet across the world, more than a lakh employees serve h
customers with a wide assortment of up to 50,000 food and non-food products
available under one roof at wholesale prices.
THE METRO CASH AND CARRY is designed as an agglomeration of bazaars or

Indian markets with clusters offering a wide range of merchandise including fashion
and apparels, food products, general merchandise, furniture, electronics, books, fast
food and lexure
THE METRO CASH AND CARRY stores are aimed at providing a local marketplace
feel to the shoppers. They offer a wide variety of household items including retail
apparels, food products, general merchandise, furniture, electronics, books, fast food,
etc. Several stores also have leisure and entertainment sections.
THE METRO CONCEPT:
Wholesale exclusively for business customers. Customers are registered and need a
customer card to enter the premises
The point of sales is a large warehouse.
The customer picks merchandise, pays and transports the goods or uses our
transportation services.
A high percentage of the goods are from local suppliers.
METRO Cash & Carry ranked 2nd in country's top ten retail companies according to
GREAT PLACE TO WORK Survey
METRO Cash Carry India operates sixteen wholesale distribution centres including
three Bangalore, two each Hyderabad Mumbai, and Delhi. Kolkata, Ludhiana, Jaipur,
METRO cash & carry
Jalandhar, Amritsar, Vijayawada, and Indore. Company nominated the survey.

Ranked 6th last in the same METRO has now moved four rungs ahead in the Top Ten
Retail Companies ladder 2015. German brand METRO pioneer of Cash & Carry
model across globe and has completed its 50th anniversary last year. METRO
Business wholesaler enter Indian market 2003 and present has employees. Cutting
edge HR practices as innovative employee engagement initiatives, dynamic career
growth opportunities few factors which helped METRO bag.
Achievements/ Awards
1.Awarded Most Trusted Brands of India 2021 for Excellence in Food Retail by
CNBC TV18 and Marksmen.
2.METRO Cash & Carry has ranked 23rd in the Best Places to Work for in India 2021
survey and consistently ranked amongst Top Ten Retail Companies by Great Place To
Work® (GPTW) Institute.
3.METRO Cash & Carry India is the country’s first HACCP-certified wholesaler.
4.METRO Cash & Carry India has won the CII National Award for Quality & Food
Safety for its flagship wholesale centre at Yeshwanthpur, Bangalore in 2013 and for
its Moosapet centre in Hyderabad in 2015.
1.3 Nature of business
METRO Cash & Carry India offers close to 7,000 world-class products across a
multitude of categories - such as fruits & vegetables, general grocery, dairy, frozen &
bakery products, fish & meat, confectionery, detergents & cleaning supplies, health &
beauty products, media & electronics, household goods and apparel - all under one
roof, and at transparent, low wholesale prices. This helps us improve our customers’
offerings, while providing them with a reliable supply source. Analysing the local
requirements, a large percentage of the goods are sourced locally and are tailor-made
to meet the specific demands of the region.
METRO has well-tried and sophisticated mechanisms in place to ensure that each
product complies with the highest quality standards. Products are available with
options of bulk packs, refill packs, or multiple-packs for the convenience of
professional customers. With the assurance of stock availability always at METRO,
METRO cash & carry
customers do not need to maintain stocks on account of uncertainty of supplies. This

significantly reduces costs incurred in procurement and inventory management for the
customers.
The company regularly conducts customer engagement programs for various target
groups. METRO’s focus on small traders is aimed at helping kiranas become more
competitive and profitable. It helps them enhance their offerings with sharper
assortments and more efficient inventory management, greater hygiene in the
handling and storage of goods, and improved ambience and services for their
customers. METRO also provides its HoReCa customers with a range of customized
services and interactive platforms for knowledge sharing through a unique initiative
called Chef-o-logy. It also provides hygiene and quality training initiatives for small
and mid-sized restaurants and dhabas.
METRO Cash & Carry is a close partner of the local economy and is committed to
bringing benefits to local communities. Through its Fruits & Vegetables Collection
Centres, METRO works along the agricultural supply chain to source fresh produce
directly from farmers, reduce wastage levels and help farmers realize better financial
value for their products. METRO currently runs 5 Collection Centres in the states of
Karnataka (2), Andhra Pradesh (1), Maharasthra (1) and West Bengal (1). The
company also partners closely with local producers and manufacturers to procure
goods locally. In every State it enters, METRO creates a number of direct and indirect
employment opportunities for local talent, and also provides them with
comprehensive training to develop their skills.
Area of operations
 Metro Cash and Carry Whitefield

 METRO Wholesale, Yeshwantpur
 Metro Cash & Carry Binnypet
 METRO Wholesale Kanakapura
 Metro Cash and Carry Mysore Road
The company currently operates 31 wholesale distribution centers under the brand
METRO Wholesale including six in Bangalore, four in Hyderabad, two each in
Mumbai and Delhi, and one each in Kolkata, Jaipur, Jalandhar, Zirakpur, Amritsar,
METRO cash & carry
Vijayawada, Ahmedabad, Surat, Indore, Lucknow, Meerut, Nashik, Ghaziabad,

Tumakuru, Visakhapatnam, Guntur and Hubballi.
METRO currently runs 5 Collection Centres in the states of Karnataka (2)
Andhra Pradesh (1)
Maharasthra (1)
West Bengal (1).
1.4 Competitors profile
Metro is reviewing its India wholesale cash and carry business as intense competition
from
 Reliance Retail
 Udaan
 Amazon
 Walmart
 Flipkart
 WALMART
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Walmart is the world's largest company by revenue, with about US$570 billion in
annual revenue, according to the Fortune Global 500 list in May 2022. It is also the
largest private employer in the world with 2.2 million employees. It is a publicly
traded family-owned business, as the company is controlled by the Walton family.
Sam Walton's heirs own over 50 percent of Walmart through both their holding
company Walton Enterprises and their individual holdings.[14] Walmart was the
METRO cash & carry
largest United States grocery retailer in 2019, and 65 percent of Walmart's

US$510.329 billion sales came from U.S. operations.
 RELIANCE RETAIL
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Reliance Retail is an Indian retail company and a subsidiary of Reliance Industries

Limited. Founded in 2006, it is the largest retailer in India in terms of revenue.[4] Its
retail outlets offer foods, groceries, apparel, footwear, toys, home improvement
products, electronic goods, and farm implements and inputs. Apart from physical
outlets, the company also sells products on its e-commerce channels. Its have 280,000
employees with profit $600 million.
 UDAAN
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Founded in 2016 with a vision to "transform the way trade is done in India leveraging
technology", udaan is India’s largest business-to-business e-commerce platform. It
METRO cash & carry
has operations across categories including lifestyle, electronics, home & kitchen,
staples, fruits and vegetables, FMCG, pharma, toys and general merchandise.
udaan is solving core trade problems faced by small and medium businesses, that are
unique to India, through its unique India-fit low-cost business model by leveraging
technology and bringing the benefits of eCommerce to them. It is a one stop shop for
all business requirements in the b2b space. udaan has built inclusive tech tools for
Bharat, specially catering to the needs of brands, retailers and manufacturers,
providing them a level playing field to scale, trade and grow businesses.
 Amazon
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Amazon.com, Inc. (/ˈæməzɒn/ AM-ə-zon) is an American multinational technology

company that focuses on e-commerce, cloud computing, online advertising, digital
streaming, and artificial intelligence. It has been referred to as "one of the most
influential economic and cultural forces in the world", and is one of the world's most
valuable brands. It is one of the Big Five American information technology
companies, alongside Alphabet, Apple, Meta, and Microsoft.
 Flipkart
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METRO cash & carry
Flipkart is an Indian e-commerce company, headquartered in Bangalore, and

incorporated in Singapore as a private limited company. The company initially
focused on online book sales before expanding into other product categories such as
consumer electronics, fashion, home essentials, groceries, and lifestyle products.
The service competes primarily with Amazon's Indian subsidiary and domestic rival
Snapdeal. As of March 2017, Flipkart held a 39.5% market share of India's e-
commerce industry. Flipkart has a dominant position in the apparel segment, bolstered
by its acquisition of Myntra, and was described as being "neck and neck" with
Amazon in the sale of electronics and mobile phones. Flipkart also owns PhonePe, a
mobile payments service based on the UPI.
METRO cash & carry
CHAPTER – 2
ENVIRONMENTAL ANALYSIS
METRO cash & carry
2.1 SWOC Analisis
2.1.1Strength:
1.Largest whole seller platform.
2.They are selling few products with their own brand name
3.Metro don’t spend money on advertisements through electronic media.
4.Metro is operating their business according to the buying pattern of the customers.
5.Metro Values its Employees and Customers
6.Defined format adapted to local market needs
7.Efficient and low-cost operations
2.1.2Weakness
1.Not providing goods on credit bases
2.Location of the store is quite far away.
3.Only deals in wholesales.
4.Relatively poor security check and balance on few items.
5.High priced imported items.
6.No proper transportation for customers to carry their products far away.
7.Shopping from Metro is much time consuming because the traveling and in store
Visiting time.
METRO cash & carry
8.Limit of 3 persons on a single membership card and Membership or subscription

fees for cards
2.1.3 Opportunities:
1.Changing trend of shopping, people prefer to go the place where they can find
maximum variety under one roof.
2.Metro is planning to open new stores at different locations.
3.Company name itself is an opportunity as “Metro” itself is a very popular name and
they can expand business with any company they like to.
4.People are coming more towards hygienic food
5.Growing market of cash and carry
6.Expansion in major cities
2.1.4 Challenges
1.Launch of d-mart, Walmart in Bangalore
2.Inflation
3.online purchasing
4.Many wholesales outlets
2.2 RESOURCES CARRYING THROUGH
In India Metro C & C did not have adequate physical resources Land, Buildings, and
equipment to make agreements however metro had Financial Resource in the home
country Germany, Metro C & C had to outsource most of their resources, or buy.
Exiting staff working Metro C & C had to be trained to help improve their skills and
knowledge. The benefit of entering India is people had right level of education and
right attitude, this meant workers could be easily trained. Metro C & C had capacity
to learn and innovate to make agreement with Government in India especially due to
Laws which did not allow Metro C & C to buy from framers until the Government
Amended the Law. Metro C & C needed to implement resources quickly when they
METRO cash & carry
first arrived in India if not it could face competition from competitors. Convergence is
the idea of focusing on resources on fewer rather than many objectives and focus
itself prevents the dilution of resources.
Metro C & C move into India, decisions to go ahead has to be accepted by powerful
internal and external stakeholders, firm’s owners or managers. Metro C & C to
relocate to India it first has to comply with Government initiatives, Stakeholders
where seeking annual returns on money invested in Metro C & C. The risk of India
unstable economy was fear if they invested shares in Metro C & C in India. Metro C
& C had to accept powers-imposed Government in India to legally preclude farmers
from buying from Metro C & C. Social responsibility imposed by India Government
especially on externalities; Metro C & C had to accept these terms and conditions
before moving into India. Metro C & C could also accept objections from
stakeholders and these could help solve problems or conflicts among other
stakeholders. This approach can also be seen as a shift in strategic and will cause
some managers to fear losing power or status.
Resource allocation should be sustainable in it should sub stain Metro C & C periods
of time. Buying lots of quantity in bulk can be cost saving and this will ensure if
prices go up, Metro is not affected until when stock is depleted. Strategies
implemented by Metro C & C must be effective in resolving the issues it’s intended to
address. Metro C & C had the capacity to learn or train their staff and by doing so the
knowledge and skills obtained will be sustained to last with the company for some
time but by making constant use of Training, staff are unlikely to forget their skills.
To become sustainable Metro C & C has to implement strategies to keep itself viable
allowing longer time benefit especially because the environment of India was
changing very Rapid Government kept changing Laws, it became easier for Metro C
& C to become sustainable to environment.
METRO cash & carry
CHAPTER 3
MARKET PORTFOLIO
METRO cash & carry
3.1 DESCRIPTION OF PRODUCT AND SERVICE
Grocery, fresh fruits and vegetables, fish and seafood, fresh meat and poultry cold
beverages hot beverages processed food dairy frozen and bakery apparel and footwear
electronics and appliances office and housekeeping
https://www.metro.co.in/product-world/grocery
SERVICES
 Directly sourced from farms through our collection centers across India
 Daily fresh produce ensured Sorted and graded twice by trained personnel.
 Stringent checks are undertaken when stocks arrive and are handled following
stringent norms
 Regular fishermen development programs to upgrade skills and quality
 Directly buying from brands to ensure the best product quality and best service
along with the warranty
METRO cash & carry
 Professionals ready to help you in-store to explain and give demos for
products
3.2 MARKET PLACE AND TARGET MARKET
MARKET PLACE
Traditional market place
 Initiative aimed at transforming into a digital shop instantly with the help of
a smartphone
 Without any additional investment, kerana’s can digitally track sales,

manage inventory, place order offer digital payment options to customers
using their smartphone
 Through E-Pa Later, Kirana will get quick access to interest-free credit for
their business supplies and benefit from improved working capital
 Initiative reiterates METRO’s mission statement of being the ‘Champion for

Independent Business and is aimed at creating a level playing field for
Kirana stores.
 E-MARKETPLACE
1. Launched an e-commerce platform from Banglore
2. Online shopping
3. Through an online app
TARGET MARKET
 Demographic
1. Age: 6 to 80 years
2. Income: middle to higher-level people
3. Occupation: all category work people’s
4. Economic factor inflation
METRO cash & carry
5. Reduced productivity.
 Psychographic
1. Social class working class
2. Buying habits convenience perception
3. High quality with low price personality profit conscious.
 Behavioral
1. Benefits shopping at one
2. Customer care usage rate weekly occasion regular loyalty
3. Status strong customer relationship readiness stage desirous.
3.3 MARKETING STRATEGY
PRODUCT
 sells its products under 5 broad categories, and each of these serves as a
separate product line. All of its products are sold under the brand name of.
 sells products with a lot of variety available, which allows customers to select
the product variety that best suits them.
 sells highly differentiated products, with various features offered to customers
that competitors don’t offer. Its products are therefore considered to be unique.
 Its products are perceived to be of higher quality than that of competitors.
Therefore, customers are willing to pay a higher price for these.
 sells products that are famous for their traditional design that is also practical
for customers.
PRICE
 Different pricing for each benefit.

 Premium pricing for products also encourages a favourable quality perception
of metro cash and carry products amongst consumers.
 Metro cash and carry can increase its target audience and broaden its target
purchaser groups.
 Metro cash and carry also uses bundle pricing during sales.
 Metro cash and carry experiences higher returns on the cost of gaining a new
customer.
METRO cash & carry
PLACEMENT
 The company maintains stores operated by the management of metro cash

carry in all markets.
 Metro cash and carry licensed stores also allow consumers to enjoy the various
product offerings by the company.
 Online retailing, and using the internet to make sales have boosted sales.
 Many metro cash and carry target groups shop from supermarkets and
hypermarkets.
 The company-operated stores also give leverage to metro cash and carry in
terms of decisions regarding the stocking of different product items.
PROMOTION
 Metro cash and carry has corporate profiles on all social media websites and
portals
 Metro cash carry uses its social media presence to directly, engage with
consumers
 Metro cash and carry has a loyalty card program for its customers.
 Frequent usage and purchase of products by metro cash and carry also rewards
against the loyalty card.
 Metro cash and carry identifies strong and confident individuals to be brand
ambassadors in their communities.
3.4 TECHNOLOGY CONSIDERATION
Technology adoption in business refers to the acceptance and integration of new

technologies into existing systems or the creation of a new one. It is about using
technology to its full potential in the process of adapting to changing needs of
consumers.
1. Improved customer communication
Communication is key to excellent customer service and business success in general.

Customers spend up to 17% more with companies that deliver exceptional customer
METRO cash & carry
service. A third of customer service states that they will consider dropping a company
the company after a single bad customer service experience.
2. Enhanced workflow
A more efficient company makes more money. business is as fast-paced as it’s ever
been, and consumers expect results almost immediately or they look at your
competitors. And every cent you can save in operating costs can be passed on to the
consumer or improve your bottom line.
3: Better Team Collaboration

The requirement for remote work has seen companies move to online collaboration
apps in droves. Now the pandemic appears to be diminishing, yet most companies are
keeping these modes of communication open as they’ve realized the many advantages
4. Excellent Analytics Tools
Knowledge is power, and technology continues to offer you better ways to understand
your customers, business, and employees. Analytics tools can point you to new
markets, show you the types of products your customers like, and inform your
marketing decisions.
Analytics tools can so you can see your busiest hours and which team members are
performing at their best. The data can be used to create a, motivating your sales team
to grow and improve. And the data collected can be used to where review past sales
call and train your sales reps to get more sales.
5: Positioning for Future Growth
Constant innovation is the only way for most companies to survive in a business
environment that is constantly changing. Building a company ethos where it’s OK to
change how core business is done when it’s sensible to do so makes for a company
that can adapt quickly to unforeseen changes in the market.
The best new technology makes your company more fluid, adaptable, and able to
change rapidly. It allows you to beat your competitors to the punch and offer new
products and services before they are widely available on the market.
METRO cash & carry
3.5 MARKET RESEARCH
1. PRIMARY DATA
 Feedback is given by customers’ vendors.
 Written feedback to capture the immediate feedback which was taken in the
specially designed questionnaire.
 Interview and personal interaction.
 Surveys.
2. Secondary data
 Guidelines from the metro employer.
 Books, websites, etc.
METRO cash & carry
CHAPTER 4
FINANCIAL PROJECTIONS
METRO cash & carry
4.1 FINANCIAL ANALYSES.
METRO cash and carry India private limited is an unlisted private company
incorporated on 18 January 2001. It is classified as a private limited company and is
located in Bangalore, Karnataka. Its authorized share capital is INR 1500.00cr and the
total paid-up capital is INR 1345.63cr.
Metro’s cash and carry operating revenues range is over INR 500 CR for the financial
year ending on 31st march, 2021. Its EBITDA has decreased by 23.61% over the
previous year.
PARTICULARS 2018 2019 2020
Equity 2234 2345 2061

Share capital 363 363 363
Capital reserve 6118 6118 5048
Reserves retained from earnings -4287 -4167 -3358
Equity before non-controlling 2292 2031 1826
interests
Non-controlling interests 31 8 21
Non-current liabilities 5652 5506 4646
Provisions for post-employment 543 550 531
benefits plans and similar
obligations
Other provisions 108 139 155
Financial liabilities 5055 4766 4541
Other financial liabilities 56 55 17
Other non-financial liabilities 24 25 193
Deferred tax liabilities 114 155 66
Current liabilities 10206 9832 5625
Trade liabilities 3993 3572 3199
provisions 230 158 287
Financial liabilities 1742 1164 773
Other financial liabilities 744 728 724
Other non-financial liabilities 389 228 451
METRO cash & carry
Income tax liabilities 191 169 184

Liabilities related to assets held 2915 3813 7
for sale
18244 17830 13192
Non-current assets 9740 8838 8277
goodwill 797 785 731
Other intangible assets 499 562 576
Property plant equipment 7469 6635 5811
Investment Properties 135 127 177
Financial assets 86 97 98
Investment accounted for using 178 179 421
the equity method
Other financial assets 30 20 16
Deferred tax assets 382 284 252
current assets 8504 8992 4915
Inventories 2108 1946 1888
Trade receivables 568 482 429
Financial assets 580 622 525
Other financial assets 349 279 377
Other non-financial assets 349 279 377
Entitlements to income tax 206 190 145
refunds
Cash and cash equivalents 1298 500 1525
Assets held for sale 3393 4970 22
18244 17830 13192
4.2 Profit and Loss Account Analysis
Commenting on the financials of Metro Cash & Carry, the company's spokesperson
said, "Metro India business is doing very well and has been profitable since 2018;
now continuously four years in a row. Company have seen a big jump (+57 percent)
in our EBITDA for FY21 vs FY20. Our e-commerce business in FY21 grew by
5.7x vs. PY [the previous year] and Company has successfully opened three new
stores in India in the last 9 months.
METRO cash & carry
Particulars 2020
Revenue from operation 1311.85
Less; other levies 0.00
Total operating revenues 1312.41
Other income 58.38
Total revenue 1370.79
Expenses
Cost of materials consumed 0.00
Purchase of stock-in-trade 684.01
Operating and direct expenses 0.00
Changes in inventories of FG and -134.44
stock-in-trade
Employee benefit expenses 116.4
Finance costs 50.31
Depreciation and amortization 133.83
expenses
Other expenses 243.50
Total expenses 1093.25
Profit and loss before tax 277.54
-tax 75.80
Deferred tax -5.90
Total tax expenses 69.90
Profit and loss after tax 207.64
METRO cash & carry
4.3 TREND ANALYSIS
% % %
PARTICULARS 2018 2019 2020
2018 2019 2020
Equity 2234 2345 2061 100 104.96 92.25
Share capital 363 363 363 100 100 100
Capital reserve 6118 6118 5048 100 100 82.51
Reserves retained from earnings -4287 -4167 -3358 100 97.2 78.32
Equity before non-controlling interests 2292 2031 1826 100 88.61 79.66
Non-controlling interests 31 8 21 100 0.002 67.74
Non-current liabilities 5652 5506 4646 100 97.41 82.2
Provisions for post-employment benefits

543 550 531 100 101.28 97.79
plans and similar obligations
Other provisions 108 139 155 100 128.7 143.51

Financial liabilities 5055 4766 4541 100 94.28 89.83
Other financial liabilities 56 55 17 100 98.21 30.35
Other non-financial liabilities 24 25 193 100 104.16 804.16
Deferred tax liabilities 114 155 66 100 135.96 57.89
Current liabilities 10206 9832 5625 100 96.33 55.11
Trade liabilities 3993 3572 3199 100 89.45 80.11
Provisions 230 158 287 100 68.69 124.78
Financial liabilities 1742 1164 773 100 66.81 44.37
Other financial liabilities 744 728 724 100 97.84 97.31
Other non-financial liabilities 389 228 451 100 58.61 115.93
Income tax liabilities 191 169 184 100 88.48 96.33
Liabilities related to assets held for sale 2915 3813 7 100 130.8 0.24
18244 17830 13192 100 97.73 72.3
Non-current assets 9740 8838 8277 100 90.73 84.97
Goodwill 797 785 731 100 98.49 91.71
Other intangible assets 499 562 576 100 112.62 115.43
Property plant equipment 7469 6635 5811 100 88.83 87.58
Investment Properties 135 127 177 100 94.07 131.11
Financial assets 86 97 98 100 112.79 113.95
Investment accounted for using the

178 179 421 100 100.25 236.51
equity method
Other financial assets 30 20 16 100 6.66 53.33

Deferred tax assets 382 284 252 100 74.34 65.96
METRO cash & carry
current assets 8504 8992 4915 100 105.73 57.79

Inventories 2108 1946 1888 100 92.31 89.56
Trade receivables 568 482 429 100 84.85 75.52
Financial assets 580 622 525 100 107.24 90.51
Other financial assets 349 279 377 100 79.94 108.02
Other non-financial assets 349 279 377 100 79.94 108.02
Entitlements to income tax refunds 206 190 145 100 92.23 70.38
Cash and cash equivalents 1298 500 1525 100 38.52 117.48
Assets held for sale 3393 4970 22 100 146.47 0.64
18244 17830 13192 100 97.73 72.3
METRO cash & carry
CHAPTER 5
HR STRATEGIES
METRO cash & carry
5.0 HR STRATEGIES
5.1 HR PLANNING
Human resource planning is a process that identifies current and future requirements
of the organization to achieve its goals. Human resource planning should serve as a
link between human resource management and the overall strategic plan of an
organization
Company analyses in these terms:
HR is a Dynamic, Pro-Active & Strategic Business to enable METRO CASH AND

CARRY to maintain its leadership position in its Business.
 To continuously innovate, evaluate and realign HR practices with the

environment, business strategies / directions and employee expectations to
maintain relevance and to attract, nurture and retain talent.
 To foster a spirit of creativity and innovation amongst the employees by
facilitating creation of a rewarding, inspiring and motivational organizational
climate.
 To act as a champion of change and managing the people implication of
organizational changes.
5.2 JOB ANALYSIS

Job analysis is a process of gathering and analysing information about the content and
the human requirements of the jobs, as well as, the context in which jobs are
performed.
5.3 PERFORMANCE MANAGEMENT

Performance management is an original process of communication between a
supervisor and an employee that occurs throughout the year, in support of
accomplishing the strategic objectives of the organization.
The company Performance Management criteria:
 Performance planning by a manager
METRO cash & carry
 360 performance review

 Feedback by employee to manager
 Personal counselling and performance facilitation
 Rewarding good performance
 Performance improvement plans
 Employee Engagement
5.4 TRAINING AND DEVELOPMENT
The approach to training is as follows:
Conduct of Training
The training departments at Corporate and Divisions deploy learning solutions that
are customized and efficient to give the best in terms of value and money. Broadly
training imparted in the following three ways: -
 In-house training through internal faculty.

 In-house training through external faculty.
 External deputation for selected programmers of high value.
5.5 TRAINING EVALUATION

 At the end of every session/programmed feed-back from the participants are taken
in a prescribed training Feed Back to assess the quality of training imparted and
the learning made from the program.
 The suggestions on the topics covered are also obtained in addition to the key
learning’s and recommendations for improvement. Inputs are also obtained to
create a databank of internal faculty through the feedback.
METRO cash & carry
 The rating of the program is shared with the faculty/agencies to appraise them
about the feedback of the program and the same are sent to the Head of HR &
Chiefs of Complex for their perusal.
 The impact of training is also recorded systematically by taking feedback from
immediate superiors, peers and from subordinates of the trainee through:
 Pre-Training Evaluation
 Post Training Evaluation
5.6 REWARD MANAGEMENT
Reward Management system exists in order to motivate employees to work towards

achieving strategic goals which are set by entities. Reward management is not only
concerned with pay and employee benefits, it is equally concerned with non-financial
rewards also. Reward Management in METRO CASH AND CARRY Limited:
 Recognition of the employee of the work completed.
 More training and development program.
 Increased the responsibility.
METRO cash & carry
5.7HR STRATEGIES QUESTIONERS
1. MANPOWER PLANNING
A. BUSINESS NEEDS- CURRENT AND FUTURE
1. Is there employee availability in the market with the required knowledge, skills,
and ability?
A) YES B) NO
ANS: YES
Inference: It is concluded that from this survey we came to know that there is
employee availability in the market with the required knowledge, skills, and ability.
2. What could be the future demand for employees in the organization?
A) High B) Medium C) Low D) Average
ANS: MEDIUM
Inference: It is concluded that the majority of respondents say that the

demand for employees in the organization will be medium in the future.
3. Will there be an increased demand for employees in the future?
A) YES B) NO
ANS: YES
Inference: It is concluded that the majority of respondents say that there will
be an increase in demand for the employee in the future
B. AVAILABLE SKILLS AND TALENT
1. What are the various skills required by the employees?
A) Logical Skills B) Analytical Skills C) Problem Solving D) Digital Skills
E) All of the above
ANS: ALL OF THE ABOVE
METRO cash & carry

employees needed logical skills, analytical skills, problem-solving skills, and digital
skills
2. TRAINING AND DEVELOPMENT
A. Training programs
1) How many training programs are conducted in a year?
A) 1 to 2 B) 3 to 5 C) 6 to 7
ANS: 6 to7
be 6 to 7 training programs conducted in a year.
2) What are the different types of training programs conducted?
A) leadership training B) technical training C) Sales training
D) all the above
be different training programs like leadership training, technical training, and sales
training conducted.
3) What are the opportunities of application of training programs?
A) Enhance employee performance B) Increased turnover
C) Increase employee productivity D) All the above
ANS: INCREASED EMPLOYEE PRODUCTIVITY
Inference: It is concluded that the majority of respondents say’s that by

providing training programs there will be an increase in employees productivity
B. Prevention of Skill Obsolescence
1) What are the various strategies adopted by the organization to prevent the skill
obsolescence of the employees?
METRO cash & carry
A) On-board Orientation B) Mentorship program
C) Training and development D) Wellness offering
ANS: TRAINING AND DEVELOPMENT

training and development strategy is adopted by the organization to prevent the skill
obsolescence of the employees.
2) What are the career growth opportunities that the organization provides to the
employees?
A) helping build EQ
B) Improving soft skills
C) Increasing job-specific performance,
D) helping create coaches and coachability,
E) Improving leadership and management skills.
F) All of the above

organization provides several career opportunities like helping to build their EQ,
improving their soft skills, increasing their job-specific performance, helping to create
their coaches and coachability, and improving their leadership and management skills.
3. ATTRITION AND RETENTION
1. Do they practice Job Rotation, Job enlargement, and Job enrichment?
A) YES B) NO
ANS: YES
Inference: It is concluded that the majority of respondents say that they do

practice Job Rotation, Job enlargement, and Job enrichment
2. What are the various strategies adopted toward Work-Life Balance?
METRO cash & carry
A) Conducting survey B) Creating awareness C) Flexible working
ANS: FLEXIBLE WORKING
Inference: It is concluded that the majority of respondents say that the flexible
working strategy has been adopted by the organization toward work-life balance.
5. MARKETING STRATEGIES
A. PRODUCT STRATEGY
1. How often do your products used by the customers?
A) Daily B) Very rare C) Consumer necessity time
ANS: Consumer necessity time

products are used by the consumer on their necessary time.
2. How would you improve your product to meet better needs of customers?
A) After Sale Services B) Creative
C) Innovative D) Proper Service
ANS: PROPER SERVICE
Inference: It is concluded that the majority of respondents say that providing

proper service improves their products to meet the better needs of customers.
B. PROMOTION STRATEGIES
1. Which promotional tools are more effective for your business?
A) Advertising B) Sales Promotion C) Personal Selling D) Direct Marketing ANS:

ADVERTISING
Inference: It is concluded that the majority of respondents say that advertising

is the most effective promotional tool for the business.
2. What promotional channels would you like to use more?
A) Paid Search B) Offline Promotion
C) Digital Advertising in social media D) All the above
METRO cash & carry
ANS: All the above
Inference: It is concluded that the respondent says that the promotional

channels they like to use more in the organization are Paid Search, Offline Promotion,
and Digital Advertising in social media.
METRO cash & carry
CHAPTER 6
FINDINGS AND SUGGESTION
METRO cash & carry
6. FINDINGS AND SUGGESTIONS
6.1 FINDINGS
 It’s the brand leader in the market

 It has a membership card where you can shop for discount
 All categories of household goods are sold in one place and
 Time-saving for the buyer
 Low price product with good quality
 It directly deals with a company to the supply of its products
6.2 SUGGESTION
 If there will be a delivery option for customers it will be more useful for the
public
 The option for using a credit or debit card is needed on the cash-on-delivery
(COD)
 Need to provide better and more effective training programs for the employees
 Good service should be provided to the customers and provide good offers to
the customers.
 Should hire better experienced and trained employees to the firm
METRO cash & carry
CHAPTER 7
LEARNING EXPERIENCE AND CONCLUSION
METRO cash & carry
7. LEARNING EXPERIENCE AND CONCLUSION
7.1 LEARNING EXPERIENCE
Summary of findings: The study on “METRO CASH AND CARRY” has brought
some interesting findings. The findings of the study are highlighted below:
Metro Cash & Carry´s key competitive advantages were that it was often the first
mover as it was the first wholesaler that worked with the cash and carries system,
offering a wide range of products and having a non-traditional marketing approach
that makes feel the customers as they were a member of a special “club.” For its
international expansion, the company created skills, especially when entering
emerging markets, to quickly set up in a new country and to adapt to
local market demand, which was facilitated by having many local relationships.
When entering a new market, the company first screened the possible countries
perfectly, tailored strategies to each market, and tried to expand very quickly after
entering. Its so-called city-by-city investment plan was either carried out through a
cluster approach, building business units in major urban centers, or by using a spiral
approach, which means starting in a large city and expanding further away but
maintaining synergies in purchasing, logistics, and relationships. As the company was
required to adapt to different markets with a different approach, the company got had
regional structures and an extra department for corporate development, which
oversaw screening competition and market evolutions. Furthermore, the country
management teams were set up with managers from many nationalities and were
required to have a hands-on approach.
7.2 CONCLUSION
Metro cash & carry describes themselves as “Market Leaders” in the cash & carry
wholesale business. This claim is based on the approach to their core competency.
The competitive advantage on which to compete in the market is the low Prices with a
high level of Quality at the same place with convenience. METRO provides
METRO cash & carry
everything for household use like food items, electronics, and much more at the same
place the major factor is the low prices and they maintain a high-quality level. And for
this purpose, they directly deal with the companies for the supply of their products so
that the competitive advantage can be enhanced more.
METRO cash & carry
CHAPTER 8
BIBLIOGRAPHY
METRO cash & carry
8. BIBLIOGRAPHY
 https://www.metro.co.in/
 https://www.indiamart.com/metro-cashcarry-bengaluru/
 https://in.indeed.com/cmp/Metro-Cash-&-Carry/reviews?
fcountry=IN&floc=Bengaluru%2C+Karnataka
METRO cash & carry
ANNEXURES
METRO cash & carry
HR STRATEGY QUESTIONNAIRES
MANPOWER PLANNING
A. BUSINESS NEEDS- CURRENT AND FUTURE
1. Is there employee availability in the market with the required knowledge, skills,
and ability?
A) YES
B) NO
2. What could be the future demand for employees in the organization?
A) High
B) Medium
C) Low
D) Average
3. Will there be an increased demand for employees in the future?
A) YES
B) NO
B. AVAILABLE SKILLS AND TALENT
1. What are the various skills required by the employees?
A) Logical Skills
B) Analytical Skills
C) Problem Solving
D) Digital Skills
E) All of the above
2. TRAINING AND DEVELOPMENT
A. Training programs
METRO cash & carry
1) How many training programs are conducted in a year?
A) 1 to 2
B) 3 to 5
C) 6 to 7
2) What are the different types of training programs conducted?
A) leadership training
B) technical training
C) Sales training
D) all the above
3) What are the opportunities of application of training programs?
A) Enhance employee performance
B) Increased turnover
C) Increase employee productivity
D) All the above
B. Prevention of Skill Obsolescence
1) What are the various strategies adopted by the organization to prevent the skill
obsolescence of the employees?
A) On-board Orientation
B) Mentorship program
C) Training and development
D) Wellness offering
2) What are the career growth opportunities that the organization provides to the
employees?
A) helping build EQ
B) Improving soft skills
METRO cash & carry
C) Increasing job-specific performance,
D) helping create coaches and coachability,
E) Improving leadership and management skills.
F) All of the above
3. ATTRITION AND RETENTION
1. Do they practice Job Rotation, Job enlargement, and Job enrichment?
A) YES
B) NO
2. What are the various strategies adopted toward Work-Life Balance?
A) Conducting survey
B) Creating awareness
C) Flexible working
5. MARKETING STRATEGIES
A. PRODUCT STRATEGY
1. How often do your products used by the customers?
A) Daily
B) Very rare
C) Consumer necessity time
2. How would you improve your product to meet better needs of customers?
A) After Sale Services
B) Creative
C) Innovative
D) Proper Service
B. PROMOTION STRATEGIES
METRO cash & carry
1. Which promotional tools are more effective for your business?
A) Advertising
B) Sales Promotion
C) Personal Selling
D) Direct Marketing
2. What promotional channels would you like to use more?
A) Paid Search
B) Offline Promotion
C) Digital Advertising in social media
D) All the above

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METRO cash & carry

INTRODUCTION ABOUT THE COMPANY

1.1 INCEPTION AND BACKGROUND

METRO Cash & Carry is a leading international company in self-service wholesale

in food and non-food as well as attractive wholesale prices. An efficient and

 The cash and carry concept

THE METRO CASH AND CARRY is designed as an agglomeration of bazaars or

THE METRO CONCEPT:

The point of sales is a large warehouse.

A high percentage of the goods are from local suppliers.

Jalandhar, Amritsar, Vijayawada, and Indore. Company nominated the survey.

1.3 Nature of business

customers do not need to maintain stocks on account of uncertainty of supplies. This

 Metro Cash and Carry Whitefield

Vijayawada, Ahmedabad, Surat, Indore, Lucknow, Meerut, Nashik, Ghaziabad,

METRO currently runs 5 Collection Centres in the states of Karnataka (2)

Andhra Pradesh (1)

West Bengal (1).

1.4 Competitors profile

largest United States grocery retailer in 2019, and 65 percent of Walmart's

Reliance Retail is an Indian retail company and a subsidiary of Reliance Industries

Amazon.com, Inc. (/ˈæməzɒn/ AM-ə-zon) is an American multinational technology

Flipkart is an Indian e-commerce company, headquartered in Bangalore, and

2.1 SWOC Analisis

1.Largest whole seller platform.

3.Metro don’t spend money on advertisements through electronic media.

5.Metro Values its Employees and Customers

6.Defined format adapted to local market needs

7.Efficient and low-cost operations

1.Not providing goods on credit bases

2.Location of the store is quite far away.

3.Only deals in wholesales.

4.Relatively poor security check and balance on few items.

5.High priced imported items.

8.Limit of 3 persons on a single membership card and Membership or subscription

2.Metro is planning to open new stores at different locations.

4.People are coming more towards hygienic food

5.Growing market of cash and carry

6.Expansion in major cities

1.Launch of d-mart, Walmart in Bangalore

4.Many wholesales outlets

2.2 RESOURCES CARRYING THROUGH

3.1 DESCRIPTION OF PRODUCT AND SERVICE

 Regular fishermen development programs to upgrade skills and quality

3.2 MARKET PLACE AND TARGET MARKET

Traditional market place

 Without any additional investment, kerana’s can digitally track sales,

 Initiative reiterates METRO’s mission statement of being the ‘Champion for

3.3 MARKETING STRATEGY

 Different pricing for each benefit.

 The company maintains stores operated by the management of metro cash

3.4 TECHNOLOGY CONSIDERATION

Technology adoption in business refers to the acceptance and integration of new

1. Improved customer communication

Communication is key to excellent customer service and business success in general.

3: Better Team Collaboration

4. Excellent Analytics Tools

5: Positioning for Future Growth

3.5 MARKET RESEARCH

4.1 FINANCIAL ANALYSES.

PARTICULARS 2018 2019 2020

Equity 2234 2345 2061

Income tax liabilities 191 169 184