Summer Internship Program Interim Report

Strategic Sales Growth and Brand Coherence while maintaining Market

Share across Exclusive Brand Outlets of Calvin Klein Jeans, Chennai

Submitted By
Sagaarika Sri V
23A1HP014
PGDM

A report submitted in partial fulfilment of the requirements for the PGDM program of the
Institute of Management Technology, Hyderabad.

26st May 2024

Under the guidance of

Faculty Mentor Industry Mentor

Prof. (Dr.) Sarath Babu Ms. Lochan Bhattad
Associate Professor Store Manager
Finance, IMT Hyderabad. Calvin Klein Jeans, Phoenix Marketcity
Mall

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Table of Content
Content Page number
1. Executive Summary 1
2. Introduction 2
3. Overview of the Organisation and the Industry
3.1. Overview of the Organisation 4
3.2. Overview of the Industry 4

4. Methodology 6
4.1. Problem Statement 6
4.2. Objective of the Project 6
4.3. Tasks Undertaken 7

5. Key Learnings and Findings 8

5.1. Leveraging customer Service as a Competition 8
advantage: Enhancing Sales and maintaining Brand
Consistency 10

5.1.1. Maximizing the retention rate through Loyalty

Programs 11

5.2. Employing Effective Visual Merchandising Protocols

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to maintain consistent Brand Experience

5.3. Learnings and insights on Store manager’s day to day

duties and responsibilities to enhance Retail Sales

5.4. Sales Gap Identification in different Categories through 16

Customer Interaction and Enquiry

6. Recommendations and Conclusion 19

7. Status of the Internship 20
8. Plans for the rest of the Internship. 21
9. References 22

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 1. Executive Summary

This report presents the Findings and Key Learnings from the internship project focused on
Building Strong Customer Relationships and Driving Retail Sales while maintaining Brand
Consistency across the Exclusive Brand Outlets of Calvin Klein Jeans Chennai. The objective
is to study strategies in practice to harmonize Brand Consistency while maximizing Sales,
Customer Satisfaction, and Operational Efficiency. The project also aims to address any Sales
gaps in the Exclusive Brand Outlet of Calvin Klein Jeans in Phoenix Marketcity, Chennai.

The report highlights the strategic role of Customer Service in driving Sales and delivering a
Consistent Brand Experience. Calvin Klein Jeans combines Sales efforts with a commitment
to personalized Customer Service, prioritizing efficacy, and authenticity over strict adherence
to manuals. The report also briefs on the Loyalty program that drives Up-Selling Opportunities,
Purchase Frequency and reinforces Brand Identity. Visual Merchandising techniques are also
identified and studied as compelling in-store experiences impacting Customer Purchase
Decisions and providing a Cohesive Brand Experience.

The study provides an overview of daily Operations designed to improve Store Performance
while streamlining expenses and increasing efficiency. The study also addresses the sales gap
observed in different Categories of the Calvin Klein Jeans Exclusive Brand Outlet in Phoenix
Marketcity, Chennai, and plans to address it effectively.

This internship plays a crucial role in my personal and professional growth and contributes to
the organization's success. It provides practical experience in Luxury Retail Management and
deepens my understanding of Customer Service Strategies and Store Operations. By engaging
in this project, I am acquiring essential skills and knowledge for my future career in the
industry. From the organization's perspective, my active involvement in addressing Sales Gaps,
enhancing Customer Relationships, and maintaining Brand Consistency drives overall growth.
Additionally, this internship allows me to apply my academic knowledge to real-life work
situations, bridging the gap between Theory and Practice. The exciting challenges and
significant responsibilities I am embracing during this internship has provided me with
invaluable real-life experience that complements my education and builds my confidence to
tackle diverse Business Situations.

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 2. Introduction

The Interim Internship Report is being submitted as a component of the PGDM Summer
Internship Project's ongoing requirements for the Internship at Calvin Klein Jeans. The report
has been meticulously prepared based on insights and discussions with key stakeholders,
including the Area Manager, Mr Dhul Dhul Sawar, the Visual Merchandising Officer, Mr
Prabhu, and the Store Manager, Ms Lochan Bhattad. Additionally, data collected from the
respective store's sales records have been utilized to ensure comprehensive and accurate
information. Critical aspects of the project have been astutely included in preparing the report,
incorporating all necessary details, and acknowledging limitations where applicable.

This project aims to drive Retail Sales across Calvin Klein Jeans's Exclusive Brand
Outlets in Chennai and foster strong Customer Relationships while maintaining Brand
Consistency. The objective is to identify existing practices and propose strategies for
harmonizing Brand Consistency while adapting to each outlet's unique characteristics, as
necessary. The project also addresses potential Sales Gaps within the designated store
(Exclusive Brand Outlet of Calvin Klein Jeans, Phoenix Marketcity, Chennai) by
comprehensively analysing Customer Needs, Preferences, and Sales Gaps.

Key findings and learnings include the Importance of Customer Service in driving Sales
and delivering a Consistent Brand Experience. Calvin Klein Jeans emphasizes personalized
and genuine customer service, valuing efficacy over rigid adherence to manuals. The loyalty
program, Customer Relationship Management, promotes Customer Retention and incentivizes
Repeated Purchases.

Visual Merchandising plays a crucial role in delivering a consistent Brand Experience.

The globally and nationally designated Store Themes, Brand and Colour Stories creates a sense
of familiarity and continuity across locations, and the Brand's preference towards Lifestyle
presentation of their offerings evokes an emotional connection with the customer and delivers
on the Brand Identity consistently and accurately.

Effective Store Management Operations, such as understanding Customer Needs,

proactive Inventory Management, and maintaining an organized Store Layout, contribute to
improved Operational Efficiency and Customer Satisfaction.

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 The project also reveals a notable Sales Gap in different Sections at Calvin Klein Jeans's
Exclusive Brand Outlet in Phoenix Marketcity, Chennai. Addressing this gap will be a key
priority to drive Sales Growth.

Throughout the internship, the focus was on leveraging Customer Service as a strategic tool,
organizing the Store Layout, and deepening the understanding of Luxury Retail Management.
The recommendations and plans for the rest of the internship include analysing Sales Records
further, visiting different outlets, collecting Feedback Data, and developing strategies to
address the Sales Gap within the Store.

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 3. Overview of the Organisation and the Industry

3.1. Overview of the Organisation

CALVIN KLEIN is one of the world’s leading global fashion lifestyle brands,
renowned for its bold and non-conformist ideals and styles. Established by Calvin
Richard Klein in 1968 in New York, the brand embraces a minimalist and sensual
aesthetics that sets a platform for more self- expression. PVH acquired Calvin Klein in
2003 and continues to stay committed to its approach and vision.

3.2. Overview of the Industry

The Indian Apparel Market is significant and growing rapidly, projected to generate a
revenue of US$105.50 billion in 2024. It is expected to experience an annual growth
rate of 3.81% from 2024 to 2027. Women's Apparel is the largest segment in the market,
estimated to contribute US$51.05 billion in revenue in 2024. The United States has the
highest revenue among global competitors, reaching $351.53 billion in 2024 (Statista,
n.d., Apparel market in India - statistics & facts).

In terms of volume, the market is anticipated to include 38.93 billion pieces by

2027, with a growth rate of 3.8% in 2024. On average, each individual is projected to
purchase approximately 23.80 pieces of apparel in 2024. Non-luxury Goods are
projected to dominate sales in the Indian apparel market, accounting for 99% of total
sales by 2024. These figures highlight the substantial size and potential of the Indian
Fashion Industry, attracting both domestic and international participants to this
competitive marketplace (Statista, n.d., Apparel market in India - statistics & facts).

The Indian Fashion and Apparel industry is experiencing a transformative phase

in the next two years, driven by evolving trends, challenges, and opportunities (Shreshth
Vig, 2023, Indian fashion industry in next 2 years: Trends, challenges, and
opportunities). With the growing emphasis on reaching a broader Customer Base, the
industry is rewriting its rules to cater to changing Consumer Preferences and expand its
reach (Vaishali Dar, 2023, How rules of fashion industry are being rewritten for wider
customer reach).

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 Sustainability is a significant concern, with challenges related to Ethical
Sourcing, Waste Reduction, and Circular Fashion Practices (Santosh Ganesh, 2023,
Sustainable fashion in India: Challenges, solutions, and opportunities). However, this
also presents an opportunity for the industry to embrace responsible practices and meet
the increasing demand for eco-conscious fashion choices. Addressing sustainability
challenges requires focusing on Ethical Sourcing, Waste Reduction, and integrating
Circular Fashion Practices (Santosh Ganesh, 2023, Sustainable fashion in India:
Challenges, solutions, and opportunities). By incorporating these practices, the Indian
fashion industry can contribute to a more sustainable and responsible future.

To provide seamless shopping experiences, adopting omnichannel retailing is

becoming essential (Vaishali Dar, 2023, How rules of fashion industry are being
rewritten for wider customer reach).

In summary, the Indian fashion industry is undergoing a transformative phase,

necessitating adaptation, innovation, and a focus on sustainability. Meeting evolving
Customer Demands, leveraging Digital Technologies, and embracing responsible
practices are vital to the industry's growth and success.

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 4. Methodology

4.1. Problem Statement

The problem pertains to balancing Brand Consistency while maintaining

Market Share across diverse Exclusive Brand Outlets of Calvin Klein Jeans in Chennai
(and India) while simultaneously achieving the objectives of nurturing Strong Customer
Relationships and boosting Retail Sales. The central challenge focuses on cohesive
Brand Recognition and Experience across the brand outlets and tailoring strategies to
serve to the unique needs of each outlet while maintaining the Market Share. This
project emphasizes on fostering and enhancing Customer Relationship, Maximizing
Sales, ensuring Customer Satisfaction and strengthening Operational Efficiency across
multiple Brand Outlets. Additionally, the project identifies the brand’s performance and
market share by comparing the sales and current year Month Till date of the competitors
like Armani Exchange, Super Dry, Diesel etc. A strong retrospection of sales gap in the
different Apparel Sections within the store will be one of the prominent objectives of
the project.

4.2. Objective of the Project

The objective of the project lies in Maximizing Retail Sales in the Exclusive
Brand Outlet of Calvin Klein Jeans in Chennai (especially, the Outlet in Phoenix
Marketcity) by studying and proposing practical strategies for balancing Brand
Consistency while maintaining Market Share across different Store Locations.
Specifically:

a. Evaluate existing Brand Consistency Strategies in Calvin Klein Jeans Exclusive

Brand Outlet.
b. Recognizing the challenges in preserving and upholding the Brand Consistency
while acclimatizing to new strategies and requirements.
c. Perform a Market Research on the competitors of Calvin Klein Jeans competitors
and study their performance and Retail Practices.
d. Explore innovative strategies from the retail industry to harmonize Brand
Consistency across various locations, maximizing Sales Performance, Operational
Efficiency and Customer Satisfaction.

Additionally, the project aims to study and address the sales gap in different Apparel
sections within the designated store (Calvin Klein Jeans, Phoenix Marketcity, Chennai)

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by conducting a comprehensive study of Customer Needs, Preferences and Consumer
Behaviour.

With the accomplishment of the Objectives, this project aims to provide Calvin Klein
Jeans with practical suggestions and actionable insights to enhance Sales Performance,
efficient Inventory Management, optimum Operations, Brand Cohesiveness, and
nurture Customer Relationship.

4.3. Tasks Undertaken

• Establish a Strong Customer Relationships and fuel Retail Sales with exceptional
Customer Service, productive Sales techniques, and a deep analysis of Customer
Needs.
• Proactive Stock Management and Employ Visual Merchandising. Managing and
optimizing the stock levels, maintaining the inventory, employing effective Visual
Merchandising, ensuring stock availability, maintaining an organized store layout.
Enhancing sales and establishing a consistent Brand Experience.
• Leveraging deep learning in Store management, including overseeing of Inventory
Management, conduct Inward and Outward of stock, tracking Sales Performance
and achieving the target, maintaining Logistics Records (both manually and in the
system) and conduct Store Audits (Global Count).
• Efficient and Seamless management of stock Inward and Outward. Ensuring timely
delivery pf the products, keeping a track of the products and apparels that are in
transit and account for Inventory management. Adding the Inwarded products to the
existing stock.
• Interact with key stakeholders and engage in an in-depth discussion, such as Visual
Merchandising Officer, Store manager, Area Manager and Customers for better
understanding of the Consumer Behaviour and the Brand’s performance in the
market and gain insights into the employed Brand Consistency.
• Identify and analyse the Consumer Behaviour and Sales Gap in different Categories.

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 5. Key Learnings and Findings

5.1. Leveraging customer Service as a Competition advantage: Enhancing

Sales and maintaining Brand Consistency

With a Strong Focus on Customer Service and Relationship, Calvin Klein

Jeans focuses on creating a cohesive Brand Consistency and Experience, leading to
maximum sales and immense Customer satisfaction. With immaculate Customer
Service, Calvin Klein Jeans uncovers the Cross-Selling and Upselling opportunities.
Calvin Klein Jeans achieves and earns customer loyalty through various Loyalty
schemes like ‘Blue Membership’, ‘Silver Membership’ and ‘Black Membership’,
which optimizes customer retention rate, seeking constant feedback for recurrent
improvements for better customer service. This enhances the overall customer
satisfaction among all the customers maintaining a cohesive Brand experience.

Calvin Klein Jeans train their customer relationship Officers with

comprehensive guidelines and framework for an efficient and effective Customer
Service, the achievement of Cohesive Brand identity is achieved through formulating
the guidelines and frameworks into practicality. The CRO’s are provided with “My
Hilfiger Dil Se Approach” (Calvin Klein Jeans and Tommy Hilfiger are owned by
PVH Arvind Fashions, following the same guidelines and frameworks). This manual
along with other handbooks encompasses of tricks and techniques to enhance the
Customer Service skills strengthening the Brand identity in a much more effective
way. In addition to this, the Store Manager and Area Manager explain and guide the
CRO’s on customer Service practically. Calvin Klein Jeans focuses on personalized
and genuine Customer service, valuing its efficacy over rigid adherence to manuals.

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 Figure 1. My Hilfiger Dil Se Approach – Calvin Klein Jeans Customer Relationship
Manual (Calvin Klein Jeans and Tommy Hilfiger are owned by PVH Arvind Fashions,
adopting same principles)

Through a first-hand experience as a Customer Relationship Officer (intern) and

insights from Store Managers, these valuable approaches have been identified:

• Setting a first impression with warm greetings such as “Good Morning” or

“Hello, how are you doing?” will create a better engagement with the customer
in the most natural ways, exhibiting the enthusiasm to serve the customer. These
gestures will evoke a sense of belongingness and ensure the customers that they
are a part of the Brand community.
• Always listen before making any suggestions to the customer. Understand their
preferences to help them better pickup what they want. Restrain from
pressurising the customers into making sales, which might lead to them getting
frustrated and leave the store. Advising the customers with authentic fashion
trends will enable them to make more informed decisions, increasing the
retention rate.
• The best way to promote any Brand is to become a representative of the same.
Representing the brand in a more fashionably smart way would help the
customers identify the Brand in much more precision, Calvin Klein Jeans being
a Premium Fashion Brand.
• Prioritize Customer Privacy and ensure their comfort by staying withing their
line of sight or by being readily accessible in case of assistance. This respectful

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 distance preserves their autonomy and freedom while ensuring the Brand
Commitment.

Equipping the Customer Relationship Officers will foster positive interactions with the
customer, nurture customer loyalty and contribute to the favourable brand experience.

5.1.1. Maximizing the retention rate through Loyalty Programs

Loyalty programs help pave the way to retain customers and promote a unified
customer experience. It enhances Cross-Selling, Upselling opportunities in addition to
the collection of consumer data leading to a comprehensive study of consumer
behaviour. With more customer details and data regarding consumer behaviour,
preferences, and demographics, it enables the Brand to make more informed decisions
with constant revisions for better Customer Service.

These programs continue to engage customers in a better way, inculcating a

sense of belongingness to the Calvin Klein Jeans family. Furthermore, when executed
across various locations, loyalty programs create Brand Cohesiveness and Identity. Not
only does the loyalty programs retain customers, but it also increases the number of
purchases adding points to the customer’s profile, which they can always redeem it on
their next purchase.

Customer Relationship Management, Calvin Klein Jeans’ membership focuses

to enhance the customer engagement by establishing a bond with the customers which
generates recurring visits. The membership functions by granting membership to the
customers that make the first purchase with Calvin Klein Jeans. The membership has
three categories:

• Blue Membership: Upon making a first purchase of Rs. 5000 in the

Calvin Klein Underwear section, the customer is granted to become a
Blue Member which includes the benefits of a Welcome Voucher of
Rs.500 which they can redeem within 24 hours, Birthday Voucher of
Rs.500 that they can redeem 15 days before their birthday or 15 days
after their birthday and 2% of their subsequent purchases would be
converted into points that they can redeem anytime they wish to.
• Silver Membership: Upon making a first purchase of Rs. 15000 in any
category, the customer is granted to become a Silver Member, which
includes the benefits of a Welcome Voucher of Rs. 1000 which they can
redeem within 24 hours, Birthday Voucher of Rs. 1000 which they can

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 redeem on their birthday or before 15 days of their birthday or after 15
days of their birthday and 5% of their subsequent purchases would be
converted into points which they can redeem whenever they want. The
member gets upgraded from Blue membership to Silver Membership if
their cumulative purchase adds up to 15,000 in that particular year.
• Black Membership: Upon making a first purchase of Rs. 30,000 or more
in any category, the customer is granted to become a Black Member,
which has the benefits of a Birthday Voucher of Rs. 2000, 10% discount
on their first purchase and the 10% of their subsequent purchases would
get converted into points. The customers can upgrade from Silver
Member to Black Member if their cumulative purchase adds up to
Rs.30,000 in that particular year.

5.2. Employing Effective Visual Merchandising Protocols to maintain

consistent Brand Experience

Visual Merchandising plays a key role in understanding the customers’ psychology and
behaviour. The display of apparels and accessories in the Calvin Klein Jeans Store are
changed two times a year, season wise. The outlets receive new collections in every
season representing a change in fashion trend. Furthermore, the store witnesses four
launches called Hit 1, Hit 2, Hit 3 and Hit 4 where new collections are introduced to the
store. This enables the customers to choose among wide range of aesthetics depending
upon the season. In addition to this, the Head Quarter designs Colour Stories and Colour
Concepts for each season in alignment with the Customer Preferences.

• Spring- Summer Season: The Spring summer season lasts from April to
September, which witnesses a wide range of half hand Shirts, T-Shirts, light
weight Denims and Linen material apparels to mark the approach of summer
and vacation. The colour shades of the apparels are usually light in colour.
• Winter- Fall Season: The Winter- Fall season lasts from October to Mrach,
which witnesses a wide range of Jackets, Sweaters, full hand T Shirts, full hand
Tops and Denims. The colour story of this season is usually dark shades.
• Sale: The Headquarters schedules Mid-Season Sale and End of Season Sale in
each of the seasons to Boost sales. Every New season starts post the End of
Season Sale.

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 Figures 2 and 3. The Calvin Klein Jeans Exclusive Brand Outlet at Phoenix
Marketcity Mall, Chennai, Mid-season Sale for Spring- Summer Season

The current Colour story in the Clavin Klein Outlets is Light marking the approach of
Summer and vacation. The Visual Merchandisers all over the India plan and implement
the colours in the designated outlets. Some collections include light Solids, Premium
Cotton, and Linen shirts for the Spring-Summer season. This establishes a sense of
Brand Coherence and Visual Merchandise Coherence creating a unified Brand
Experience for the customers.

Figures 4 and 5. Pan Indian Colour Story of Light Shades, presented at Calvin Klein
Jeans Brand Outlets in Express Avenue Mall and Phoenix Marketcity, Chennai

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 Figure 6. Light Weight Denims and half Hand shirts/T shirts presented at Calvin
Klein Jeans Outlet in Phoenix Marketcity, Chennai

Figure 7. Store-Specific Colour Story curated by Visual Merchandising Officer Mr

Prabhu at Calvin Klein Jeans Exclusive Brand Outlet, Phoenuix , Chennai, imaging
Whites, Blues, Pinks, and Beiges based on Sales Trends and Customer Preferences.

Figure 8. Store-Specific Colour Story curated by Visual Merchandising Officer Mr

Prabhu at Calvin Klein Exclusive Brand Outlet, Phoenix Marketcity, Chennai,
imaging Whites, Pinks and Greens based on Sales Trends and Customer Preferences.

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 Calvin Klein Jeans Focuses on presentation based upon the Current Fashion
trend as a strategic choice to uphold Brand Consistency and enhance the brand
Experience. The placements of Apparels, Accessories and Calvin Klein Underwear are
in such a manner that reflect a specific lifestyle context such as Categories and Style,
which either belongs to one category or completes an entire outfit for the customer. By
incorporating such tricks in Visual merchandising, Calvin Klein effectively
communicates its ‘”Classic and Cool” image.

Figure 9. Product Presentation showcasing a complete outfit at Calvin Klein Jeans

Exclusive Outlet in Phoenix Marketcity Mall, Chennai

Figure 10. Product Presentation featuring Calvin Klein Underwwears at Calvin

Klein Jeans Exclusive Brand Outlet, Phoenix Marketcity, Chennai

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 Figures 11 and 12: Presentation Of Accessories and Licensed Products at Calvin
Klein Jeans Exclusive Outlet at Phoenix Marketcity Mall, Chennai.

5.3. Learnings and insights on Store manager’s day to day duties and
responsibilities to enhance Retail Sales

5.3.1. Day-to-Day Operations

The store team actively participates in day-to-day operations to drive Retail
sales in an effective and efficient way. These tasks encompass various activities
like recording stock levels, replenishing the racks and browsers, accounting the
sales in the cashbook, maintaining an organized store Layout and meticulously
recording the Logistics data.
• Assisting Customers and Understanding their Preferences:
Communicating with the Customers to understand their preferences to
serve better is the major task. Being readily available to assist the
customers in one of the key performance by a Customer Relationship
Officer
• Proactive Stock Management: Proactive and constant stock
management is maintained on day to day basis. Contacting the Head
Office in case of shortage of a certain product and replenishing the
inventory to maintain an organized Store layout.
• Maintaining an Organized Store Layout: A paramount level of
consideration is given to maintain the in-store operations in alignment

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 with specified Visual Merchandising to enhance Brand Consistency.
Strategically place high valued products within customers’ line of sight
while skilfully placing the mid valued products on the side lines. This
deliberate arrangement facilitates Customer navigation, optimized
Product visibility and enhances customers’ shopping experience.
• Data Management: Sales and Logistics: The team records and
manages sales and Logistics Data. This practice yields valuable insights
into Customer Preferences in different outlets and locations/regions. By
identifying the underperforming products and best-selling products the
team can assort products and discuss with other outlets to analyse the
sales performance, depending on which, inter store exchange can be
performed.
• Credit Notes, Exchange management and Billing: The day-to-day
activities include billing, exchange the products in case of damage or
size problems. This upholds the Store’s Brand image.
5.3.2. Weekly and As-Needed Operations
The weekly operations include the Global counting, comparing the stock sold
with the transaction history to avoid any shortage of any product. The team
manages meticulously handles the inward of products and outward of products.
This collaborative undertaking of weekly and daily activities enhances the
store’s performance ensuring timely availability of products in any of the
outlets.
5.4. Sales Gap Identification in different Categories through Customer
Interaction and Enquiry

Calvin Klein Jeans has several Categories like T-shirt, Men POLO T shirts, Denims,
Accessories, Tops, Dress and Pants. The identification in the sales gap in different
categories has been analysed and interpreted through constant Customer Interaction,
Enquiry, Current Market Condition, and an in-depth conversation with the Area
Manager.

The Women Section saw the least number of Sales due to its limited collection and
conventional designs. The Men’s Section saw the greatest number of sales, but the
Signature product, the Denims Underperformed. A deep understanding on the case is in
progress. When enquired the youth, aged 17-30 regarding the Denims and POLO T
Shirts, the common conclusion was that they preferred more vibrant colours than pastel

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colours (for POLO) and a wide range of vintage collection in the Denim section. When
enquired the Women, the issue lied in the limited collection and restricted collection.

Table 1. Sales Record of Different Categories in Calvin Klein Jeans Exclusive

Outlet in Phoenix Marketcit, Chennai. for March- April months of 2024 and 2024.
(source: Calvin Klein Jeans, Phoenix Marketcity, Chennai)

Based on the Presented Statistics, the following can be interpreted:

• Jeans: The Denims/ Jeans category has contributed more in 2024 compared to
2024. The quantity sold has decreased by 19 quantities, which represents a
decrease in the contribution (9%) despite having more stock in hand.
• Shirt: Shirts witnessed a sharp increase in Quantity sold in 2024, which denotes
that it has performed better than in 2024. The contribution adds up to 28% in
2024, which is average as the stock in hand also increased substantially.
• T-Shirt: T- Shirt witnessed an increase in the quantity sold, which is 79, and the
contribution in 2024 is 31% which denotes that T-Shirts has performed better in
2024 compared to 2024. When enquired the customers, they explained T-shirts
came in more varieties, suitable for men of all age.
• POLO T-Shirt: This category represents more quantities sold in 2024
compared to 2024, but the difference is negligible emphasizing the fact that
POLO T-Shirt has underperformed despite having more stock. The contribution
in 2024 is lesser than 2024 which is just 14% in 2024 and 15% in 2024. This
also denotes that other categories have performed better than POLO T-Shirt.
When enquired the customers, they informed that the POLO T-shirts lacked
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 collection and variety. They expected more colours in the POLO-T shirts. Either
size was a problem or there was less collection.
• Calvin Klein Underwears: Calvin Klein Underwears has seen a sharp decline
in the quantity sold. It has sold more in 2024, which is 309 and sold only 288 in
2024. The contribution is less in 2024, which is 17% and 20% in 2024. This
concludes that customers preferred less CKU products due to limited collection
and restricted colours. When enquired the customers, they explained that they
preferred to buy from Calvin Klein Underwear Exclusive Outlet in Phoenix
Marketcity Mall.
• Pants: The sales have been increased in this category. Despite having more
quantity sold in 2024, which is 38 and contribution adding up to 2% which is
same as the contribution in 2024. This denotes that despite having more stock
on hand in 2024, the sales have been average, and the contribution marks a poor
performance.

In Conclusion, the Calvin Klein Jeans Phoenix Marketcity Outlet should envisage the
issues and take proper actions and revise their collections and varieties based opn the
sales and contribution made in different years. The Outlet should increase more women
collections to increase the contribution levels, which in turn will increase the sales in
that category. However, it is essential to note that these proposed insights and strategies
are preliminary and require further examination of their feasibility and effectiveness
before implementation. Furthermore, implementing these strategies requires an in-
depth discussion with various stakeholders like Store Managers, Area Managers,
Merchandising Managers (or Panners), Marketing managers, and the Store manager. In
addition to this, a detailed analysis will be performed and submitted in the later part of
the Internship Period.

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 6. Recommendation and Suggestions

• Compliance with the Visual Merchandising Guidelines: Follow the Visual

Merchandising Guidelines to mainatain an effective and efficient store layout. It also
optimizes product placement for better visual impact, creating an attractive store
environment, while delivering a cohesive Brand Experience for the customers.
• Proactive Store Management and Record Keeping: Proactive Store Management
and carrying out day to day activities effectively and efficiently. Activities like Global
Counting, Logistics Management, accurate Inventory Management create a streamlined
process to make informed decisions for the future plannings.
• Customer Interaction and Feedback: Collecting constant Customer Engagement and
Feedback helps to establish a suitable plan. Understanding and comprehending
Customer Preferences establishes a strong Customer Relationship increasing better
performance of the store ensuring Customer Satisfaction.
• Key Performance Indicator: Keep a tract of individual’s performance and get insights
from other Seniors. Learn about the Market Dynamics, Customer Preferences and Retail
Sales for a better customer service.
• Market Research: Perform a meticulous Market research. Understanding the
competitors’ explicit strategy and their market dynamics can augment the ideas for a
better Customer Experience and Brand Consistency.
• Constant Engagement with the Key Stakeholders: Having an in-depth discussion
with the Area manager, Visual Merchandiser, Store Manager and other Senior CROs, to
enhance the understanding of the Market Trajectory. Gaining insights from them can
enhance our performance, understanding of the market and the brand to maintain Brand
Consistency and Cohesive Brand Experience for the customers.
• Augment the Variety/ Size Availability: One common issue, that the store has
encountered in the past few weeks is, the customers are ready to buy the products, but
the size is not available. Through Data management, pin-pointing the ‘Most Sold Size’
can enhance the size availability or style availability in the store.
• Product Assortment Optimization: Pursue strategic Product Assortment expansion in
alignment with customer preferences and prevailing market trends, emphasising
augmenting stock availability across various sizes and colours within the POLO T Shirt
Category.

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 7. Status of Internship

During the 8-week internship, I gained invaluable experience in Customer Service,

Stock Management, Store Management, Logistics Management, Stock Exchange/Interstore
Exchange/Sales Return Management and Cohesive Brand Management. I learned and
implemented effective techniques for building rapport, understanding Customers Needs, and
delivering personalized recommendations. I efficiently applied the techniques to ensure Brand
Consistency by maintaining an organized and structured Store layout, creating Seamless
Customer Experience.

This Internship has augmented my learning in Retail Management and Luxury

Marketing, nurturing my skills in the same which would be Valuable for the future Industry
roles. The opportunity to learn from Industry Professionals was invaluable to me in augmenting
my knowledge base in Retail Management.

As we progress further, our focus will be to perform a deep analysis in the sales gap
among various Categories in the current season. An in-depth study of Brad Consistency and
Customer Experience will be analysed to determine the Consumer Behaviour and Customer
Relationship. Additionally, a Market Research would be performed at Phoenix Marketcity
Mall, Chennai, to analyse the Brand’s performance and how they Overpower their competitors.

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 8. Plans for rest of Internship

• Put as much effort to Drive the sales of underperformed categories, to enhance the
learnings in the Sales Gap.
• Perform Routine Store Management operations to ensure a smooth functioning of the
Store.
• Conduct qualitative interactions with the Customers to comprehend the Customer
satisfaction and Preferences while establishing a positive Customer Relationship.
• Effective Collaboration with the Key Stakeholders to understand their learnings in the
past and discuss on how the Store Management, Brand Consistency and Customer
Relationship could be enhanced.
• Perform Market Research on daily basis to learn the Product Assortment Strategy,
Customer Relationship Management Strategy and Pricing Strategy to have a better
Understanding on Competitor’s Marketing Strategy.
• Make sure the stock is readily available in the store. Make arrangement from other
stores to serve the customer better.

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 9. References

Arvind Fashions Limited. (n.d.). Who we are. Retrieved May 21, 2024, from
https://www.arvindfashions.com/who-we-are/

Arvind Fashions Limited. (n.d.). Calvin Klein Jeans. Retrieved May 21, 2024, from
https://www.arvindfashions.com/calvin-klein/

NNNOW. (n.d.). Calvin Klein Jeans Retrieved May 21, 2024, from
calvinkleinnnnow.com

Wikipedia Contributors. Calvin Klein Jeans (Company). In Wikipedia.

Retrieved May 23, 2024, from https://en.wikipedia.org/wiki/Calvin_Klein.

Statista. (n.d.). Apparel market in India - statistics & facts. Retrieved May 21, 2024, from
https://www.statista.com/outlook/cmo/apparel/india

Shreshth Vig. Indian fashion industry in next 2 years: Trends, challenges, and opportunities.
Retrieved May 22, 2024, from
https://timesofindia.indiatimes.com/readersblog/fashioninfo/indian-fashion-industry-in-next2-
years-trends-challenges-and-opportunities-50945/

Vaishali Dar. How rules of fashion industry are being rewritten for wider customer reach.
Retrieved May 22, 2024, from
https://www.financialexpress.com/lifestyle/how-rules-of-fashion-industry-is-being-
rewrittenfor-wider-customer-reach/3086622/

Santosh Ganesh. Sustainable fashion in India: Challenges, solutions, and opportunities.

Retrieved May 22, 2024, from https://www.linkedin.com/pulse/sustainablefashion-india-
challenges-solutions-opportunities-g-/?trk=article-ssr-frontend-pulse_morearticles_related-
content-card

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