vishal mega mart 1 pdf
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Vishal Mega Mart
PROJECT REPORT ON
CUSTOMER
SATISFACTIONAT
PUNJAB NATIONAL BANKSubmitted to Punjab Technica Uni!e"#it$ in %a"tia
&u&iment o& the "e'ui"ement &o" the a(a"d o&
BAC)ELOR OF BUSINESS A*MINISTRATION
SUBMITTED TO:-SUBMITTED BY :-
P"o&+*I,AKAR JOS)I Mu#h-oo" Ah+ Bhat
.) +O +* IN MANA/EMENT0B+B+A1 2#t SEM
ROLL NO314256778624
ST. Solidier Management andTechnical Institute
JalandharPunjab.
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INDEX
Acknowledgement 3
Executive Summary 4
Objective ! "imitation #
$etail%Introduction &
'om(any Overview )*+$,"- buine )3
Domain Area
.inancial /anagement )4
/arketing /anagement 0)
O(eration /anagement 01
/2I' 3&
uman $eource 4)
E%commerce 4&
$oad aead #*
.inding o5 te tudy #)
'oncluion 6S7'7$8 #3
9ibliogra(y ##
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ACKN!"#$%#M#NT!ords o&ten &ail to e'(ress one)s inner &eelings o& gratitude and indebtedness to
one)s bene&actors* but then it is onl+ the readil+ a,ailable medium through -hich the
undersigned can e'(ress his sincere thans to all those -ho are associated -ith the
-or in one -a+ or the other. Nothing concrete can be achie,ed -ithout an o(timal
combination o& ins(iration and (ers(iration. No -or can be accom(lished -ithout
taing the guidance o& the e'(erts. It is onl+ the criti/ues &rom ingenious intellectuals
that hel(ed trans&orm a (roduct into a /ualit+ (roduct.
Project -or is ne,er the -or o& an indi,idual. It is more o& a combination o& use*
suggestions and contributions and -or in,ol,ing man+ indi,iduals. This (roject
also bears the im(act o& man+ (eo(le. 0irst and &oremost I -ould lie to grate&ull+
acno-ledge and e'(ress m+ sincere gratitude to-ards11111111111* m+ &acult+
guide -ho al-a+s hel(ed and (ro,ided guidance during the course o& m+ (roject.
I -ould lie to e'tend m+ earnest thans &or her assistance in the course o& m+
(roject. The learning during the (roject -as immense in,aluable.
I shall be &ailing in m+ duties i& I do not e'(ress m+ gratitude to other &acult+
members and dear &riends &or their use&ul hel( at ,arious stages o& this (roject.
99999999999
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=J#CTIV#S89>. To stud+ the di&&erent so&t-are or Technologies used b+ Vishal 6etail.
2. To stud+ the &inancial health o& the organi:ation in the current scenario and
itsstoc.
3. To stud+ the selection and recruitment (rocess o& the em(lo+ees and also
toanal+sis the training and de,elo(ment method o& the com(an+.
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,IS)AL RETAIL P,T+ LT*+ )ISTORB@ in Kolata Ferst-hile*
CalcuttaG is toda+ a conglomerate encom(assing around >B3 sho-rooms in >>
cities 2< states. India)s &irst h+(er9maret has also been o(ened &or the Indian
consumer b+ Vishal. Situated in the national ca(ital $elhi this store boasts o& the
singe largest collection o& goods and commodities sold under one roo& in India.
V6P" -as incor(orated on Jul+ 23* 2> under the Com(anies Act* >?@ as Vishal
6etail Pri,ate "imited. V6P" -as con,erted to a (ublic limited com(an+ on 0ebruar+ 2*
2@. At the time o& incor(oration* the registered o&&ice o& V6P" -as situated at . Subse/uentl+ V6P")s registered o&&ice -as shi&ted to
? and on 0ebruar+ >< 2
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going concern -ith e&&ect &rom March 3>* 23. V6P" -ent into bac-ard
integration b+ ac/uiring a manu&acturing unit &or read+made garments.
*ETAILS OF *IRECTORS31
M"+ Ram Chand"a A=a"(a* H. ;e started the business
under the name o& LVishal %arment -ith a small store at * "al =a:aar Street*
Kolata. Mr. Agar-al has made e&&orts &or the de,elo(ment o& the ,alue retailing
industr+ in India and is -ell no-n &or his business acumen.
M"#+ Uma A=a"(a* 33 +ears* is an e'ecuti,e $irector o& V6P". She holds a
bachelor)sdegree in arts. Mrs. Agar-al has more than H +ears o& e'(erience in
the retail industr+. She has been associated -ith accounts de(artment o& V6P".
M"+ Su"end"a Kuma" A=a"(a*
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,RPL PROMOTERS AN* /ROUP COMPANIES31
The &ollo-ing indi,iduals are the Promoters o& the Com(an+8
aG. Mr. 6am Chandra Agar-al
bG. Mrs. 5ma Agar-al and
cG. Mr. Surendra Kumar Agar-al.
The &ollo-ing com(anies are the Promoters o& the Com(an+8
aG. 5nicon Mareting Pri,ate "imited
bG. 6icon Commodities Pri,ate "imited and
cG. Vishal !ater !orld Pri,ate "imited.
The com(an+ has during the +ear 2B* established its &i,e ne- com(anies b+
the name o& V6" 0oods "td.* V6" Mo,ers "td.* V6" Consumer %oods "td.* V6"
0ashions "td. V6" In&rastructure "td.* none o& the com(anies ha,e
commenced business o(erations during the +ear.
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,RPL># BUSINESS31
V6P" started as a retailer o& read+9made a((arels in Kolata in 2>. In 23*
V6P" ac/uired the manu&acturing &acilities &rom Vishal 0ashions Pri,ate "imited
and Ms Vishal A((arels. Subse/uentl+* -ith e,olution o& retail industr+ in India
and change in consumer as(irations* V6P" di,ersi&ied their (ort&olio o& o&&erings
to include other retail goods. Currentl+* V6P" sell read+9made a((arels and a
-ide range o& household merchandise and other consumer goods such as
&oot-ear* to+s* -atches* toiletries* grocer+ items* s(orts items* crocer+* home
&urnishing* be,erages* drins* gi&t and no,elties.
V6P" &ollo- the conce(t o& ,alue retail in India. In other -ords* V6P")s business a((roach is
to sell /ualit+ goods at reasonable (rices b+ either manu&acturing themsel,es or directl+
(rocuring &rom manu&acturers F(rimaril+ &rom small and medium si:e ,endors and
manu&acturersG. V6P" endea,or to &acilitate one9sto(9sho( con,enience &or their customers
and to cater to the needs o& the entire &amil+. V6P" belie,e this conce(t has hel(ed them
gro- to their current si:e -ithin a short time &rame o& B +ears.
In order to reduce costs and tae ad,antage o& economies o& scale V6P" ha,e
embared on bac-ard integration o& their (roducts. V6P")s a((arel manu&acturing(lant is located at %urgaon* ;ar+ana. 0or ensuring e&&icienc+ in su((l+ chain* V6P"
ha,e set u( se,en regional distribution centers located around Kolata F!est
=engalG* Thane FMaharashtraG* Jai(ur F6ajasthanG* %ha:iabad F5ttar PradeshG*
"udhiana FPunjabG* %urgaon F;ar+anaG and $elhi. 0urther* V6P" ha,e &ocused on
de,elo(ing a cost and time e&&icient distribution and logistics net-or* -hich currentl+
com(rises se,en distribution centers and a &leet o& trucs &or trans(ortation.
V6P" achie,ed total sales o& 6s. >?.3> cr &or &iscal 2B* as o((osed to a
turno,er o& 6s.@2.@? cr &or &iscal 2H and 6s. 2BB.
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Cash and =an =alance 2.< 2.2 B.@ >B ?.>H
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Total Current Assets 22.3> 3.@ [email protected]? 2@3.
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Pre&erence $i,idend . . . . .#/uit+ $i,idend . . . . .Cor(orate $i,idend Ta' . . . . .
Pe" #ha"e data .annuaied0
Shares in issue FlahsG >2. >@ >B3.2? 223.JJEa"nin= Pe" Sha"e .R#0 6+78 8+65 B+@2 27+A4 24+25#/uit+ $i,idend FG . . . . .=oo Value F6sG >.JJ 2.
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,i#ha Retai Ltd+ Stoc-31
=S#8 ?32B@H O NS#8 VIS;A"6#T O ISIN8 IN#
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(ro(osed ca(ital in&usion* dela+ in sanction o& -oring ca(ital limits and higher
li/uidit+ ris.
The com(an+ had a net debt* net o& cash and other li/uid assets* o& 6s H@? crore
on $ecember 3>* 2B. The com(an+* being charged an a,erage interest rate o&
>3 (er cent* is negotiating -ith lenders to reduce the cost o& the debt* as its
interest outgo is e'(ected to nearl+ tri(le this +ear. LIncreasing interest (a+ment
on our balance sheet is a cause &or concern and there is (ressure* Agar-al said.
Vishal 6etail is e'(ected to (a+ interest o& nearl+ 6s > crore in 07 as
against 6s 3B crore in 07B.
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M A 6 K # T I N % M A N A % # M # N T
OBJECTI,E311 To unde"#tand the di&&e"ent ma"-etin= #t"ate=ie# bein= &oo(ed b$
,i#ha Me=a Ma"t+
2 To ea"n thei" ma"-etin= mi+
Mareting hel( to de&ine the business &or the customerEs interests* not +our o-n. It is
the (rocess o& learning -hat customers -ant or need and determining ho- to satis&+
those -ants or needs. It is also used to con&irm -hether the customer reacted to a
mareting (rogram as e'(ected. The bene&its o& maret research include8
"earning -ho +our customers are and -hat the+ -ant.
"earning ho- to reach +our customers and ho- &re/uentl+ +ou should tr+
to communicate -ith them.
"earning -hich ad,ertising a((eals are most e&&ecti,e and -hich ones get
no res(onse.
"earning the relati,e success o& di&&erent mareting strategies* thus
im(ro,ing return on in,estment.
"earning ho- not to re(eat +our mistaes.
Vishal Mega Mart has been the (ioneer o& retail re,olution. Its &irst &ight -as
against local QKirana) stores. The tas -as to change the mindset o& consumer to
bring about changes in their sho((ing (atterns. It -anted (eo(le to do bul
sho((ing &or their monthl+ rationinstead o& going to the sho( each -ee.
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MA6K#TIN% ST6AT#%7 0 VIS;A" M#%A MA6T
Product
Vishal Mega Mart o&&ers a -ide range o& (roducts -hich starts &rom a((arels to &ooditems* &oot-ear to home &urnishing* crocer+ to s(ort items* child care (roducts to to+s*
-atches* drins etc. There are man+ in house brands (romoted b+ Vishal Mega Mart. In
(ursuance o& their business (lan to di,ersi&+ their (ort&olio o& o&&erings* 0MC% (roducts
(la+ a e+ role. 0MC% (roducts are usuall+ meant to &ul&ill the dail+ needs o& consumers
and there&ore* V6P" belie,e retailing o& 0MC% (roducts -ill bring customers to their
stores on a &re/uent basis and this ma+ in9turn lead to consum(tion o& their a((arels.
V6P" ha,e a number o& (ri,ate labels &or a((arels such as e((lin* Paranoia* Chlorine*
Kitaan Studio* 0amenne* 0leurier !omen and 6oseau.
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Promotion
Ad,ertising has (la+ed a crucial role in building o& the brand. Vishal Mega Mart
ad,ertisements are mainl+ seen in (rint media i.e. ne-s(a(ers* Tele,ision -ith Tina
Pareh as there in ad,ertisement* and sometime road9side bill9boards. V6P")s categor+
management s+stem is used to (lan (romotional schemes. The+ launch (romotional
schemes -eel+. A(art &rom general sales (romotion* the categor+ manager &ormulates
(romotional (lans &or Qslo- mo,ers). In addition* to (romote sales* the+ &ocus on la+out
o& the stores and (ositioning* (resentation and dis(la+ o& merchandise* in order to
a((eal to the customer. In addition* V6P" ha,e introduced* in association -ith S=I
Cards Pa+ment Ser,ices Pri,ate "imited* a co9branded credit card. V6P")s (ro(ose to
continuousl+ undertae such initiati,es to increase the satis&action o& their customers.
Some o& the &eatures o& the co9branded card include 6s 2? discount ,oucher on signing
u( &or the card and a (rocess b+ -hich the cardholder earns &i,e re-ard (oints on e,er+
6s > s(ent. A cardholder accumulates (oints on the basis o& (urchases made and the
(oints accumulated can be redeemed &or gi&ts or (urchases. In Se(tember 2?* V6P"
entered into a long term ad,ertising agreement -ith =ennett* Coleman Com(an+
"imited FLBCCLG. 5nder the agreement* the+ are entitled to &i'ed discounts &or their
ad,ertisement in (rint (ublications o& =CC" &or a (eriod o& &i,e +ears &rom the date o& the
agreement. In addition* =CC" -ould also act as a &acilitator &or other (rint and non9(rintmedia o& the Times %rou( i.e. internet* radio and tele,ision or an+ other ne- medium
launched during the tenanc+ o& the agreement. As a (art consideration* V6P" had
issued >*@H*@? #/uit+ Shares o& 6s. > each and 3B Pre&erence Shares o& 6s.
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Strong understanding of te !"alue retail# segment
V6P")s business (lan in,ol,es im(lementation o& the conce(t o& the Q,alue retailing)*
targeting the middle and lo-er middle income grou(s* -hich constitute majorit+ o&
the (o(ulation in India. V6P" intend to (ro,ide /ualit+ (roducts at com(etiti,e (rices.
V6P" sell a ,ast range o& merchandise across a((arels and accessories* 0MC%
(roducts* &ood (roducts and consumer durables. V6P")s em(hasis has been to
ma'imi:e the ,alue that the customers deri,e in s(ending on goods bought in their
stores. V6P" endea,or to continuousl+ reduce their costs through a ,ariet+ o&
measures* such as* in9house (roduction o& a((arels* (rocurement o& goods directl+
&rom the small and medium si:e ,endors and manu&acturers* e&&icient logistics and
distribution s+stems along -ith customi:ed (roduct mi' at their stores de(ending on
the regional customer beha,ior and (re&erences. Central to their ,alue retail strateg+
is to (ass on the bene&its o& cost reduction measures to their customers.
Strong and efficient logistics and distri$ution net%or
V6P")s distribution and logistics net-or com(rises se,en distribution centers. =esides*
V6P" ha,e their o-n &leet o& 3> trucs* -hich hel(s V6P" to trans(ort and deli,er their
(roducts in a cost and time e&&icient manner. V6P" belie,e that their distribution and
logistics set u( is -ell net-ored and allo-s them to &ul&ill the store re/uisition -ithinshort time (eriod o& generation and recei(t o& order* -hich has hel(ed V6P" to o(timi:e
in9store a,ailabilit+ o& merchandise and minimi:e trans(ortation costs. Their strong
distribution and logistics net-or has enabled them to dis(ense -ith the re/uirement o&
a dedicated storage s(ace at e,er+ store* -hich is an industr+ (ractice* and instead
undertae (eriodical re(lenishment o& de(leted stoc. $ue to ado(tion o& an e&&icient
racing s+stem* the+ are able to bene&it &rom o(timum utili:ation o& the s(ace allocated
&or dis(la+ in their stores. This (ro,ides them assistance in maintaining a lo- -oring
ca(ital re/uirement and less carr+ing cost.
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Poor11111
26+ Are +ou satis&ied -ith the /ualit+ o& the (roducts o&&ered b+ Vishal Mega
Mart7es1111 No11111 Some-hat satis&ied11111
22+ $o +ou e,er &ace an+ (roblem at Vishal Mega Mart
=illing Problems11111 ;ea,+ 6ush11111
Personnel)s lac o& no-ledge1111 ut o& stoc (roducts1111
No (roblems &aced1111111
28+ ;o- -ould +ou rate +our o,erall e'(erience in this retail outlet F6ate on
a > (oint scaleG111111111111111
27+ An+ com(laints89
11111111111111111111111111111111111111111111111111111111111111111111
11111111111111111111111111111111111111111111111111111111111111111111
11111111111111111111111111111111111111111111111111111111
25+ An+ suggestions89
11111111111111111111111111111111111111111111111111111111111111111111
11111111111111111111111111111111111111111111111111111111111111111111
11111111111111111111111111111111111111111111
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P # 6 AT I N S M A N A % # M # N T
OBJECTI,E311 To #tud$ the in!ento"$ mana=ementD t"an#%o"tation# #$#tem and
o=i#tic# o& ,i#ha Me=a Ma"t+
2 To unde"#tand the %"oce## o& %ant ocation and a$out o& the com%an$+
'(PL Business Processes:-
V6P")s business (rocess can be summari:ed as belo-8
Esta$lisment of Stores
Selection of location
In selecting location &or a ne- store* V6P" start b+ identi&+ing the cit+to-n. V6P"
target (rimaril+ citiesto-ns -hich ma+ be classi&ied as Tier II or Tier III cities. In this
regard* an anal+sis o& the demogra(h+* literac+ le,els* nature o& occu(ation and
income le,els. !ithin a cit+to-n* V6P" target locations -ith good in&rastructural&acilities such as eas+ accessibilit+* (ro,ision &or -ater* electricit+* (aring* securit+
and other basic amenities. V6P" (re&er to locate their stores in areas -here real
estate is a,ailable at reasonable (rices. The e&&orts o& V6P")s retail business are
targeted to-ards &amilies ha,ing total income -hich can be classi&ied under the
Llo-er middle and Lmiddle income grou(s. Accordingl+* V6P" (lan their strateg+ to
search &or areas -ithin cities -here such customers are domiciled in large numbers
and mae e&&orts to locate themsel,es -ithin the reach o& such customers.
V6P" belie,e that ado(tion o& standard &ormats &or their stores has led to their brand
establishment and identi&ication among their customers and -ill increase their base o&
lo+al customers. In (ursuance o& this* the+ ha,e ado(ted standard (arameters &or store
(lanning and establishment. 0or ensuring standardi:ed &ormats o& their stores* V6P"
consider ,arious &actors* such as internal and e'ternal dcor and colour schemes*
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allocation o& store s(ace* stoc mi' and (ricing and accounting methods.
Insurance
V6P" maintain com(rehensi,e insurance co,erage -ith Tata AI%* =ajaj Allian:*
6o+al Sundaram and I00C9TKI &or their e'isting stores* distribution centers*
manu&acturing &acilities and trucs. V6P" insurance (olicies include com(rehensi,e
co,erage &or electronic e/ui(ment* &ire and s(ecial (erils and burglar+.
0urther* V6P" has &iled a claim o& 6s. 22.? million on account o& &ire in their
store at Meerut as on Jul+ H* 2@. In this regard* the+ ha,e recei,ed 6s. H.?
million as an interim (a+ment.
)actories
V6P")s e'isting manu&acturing &acilities are located at Plot No. 22
5d+og Vihar* %urgaon* &or -hich the+ ha,e leasehold interest until Ma+
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&ashion and trends* in9house (roduction resources* ,endor management and (rice.
#ach di,ision is &urther di,ided into major categories F&or instance* men)s a((arel as
a di,ision is &urther di,ided into three major categories* namel+* u((er* lo-ers and
s(orts and ethnic -earG. These major categories are in turn segregated into ,arious
subcategories. 0or e'am(le* men)s u((er as a major categor+ -ould be &urther
di,ided into se,eral sub9categories such as &ormal shirts* casual shirts* (art+ -ear
etc. #ach sub9categor+ consists o& (re9de&ined SK5s* -hich are classi&ied on the
basis o& (rice (oint* brand* st+le* (attern and si:e.
V6P" dra- annual sales (rojections &or di&&erent SK5s and* accordingl+*
ascertain their sourcing re/uirements. =ased on such in&ormation and lead time
estimates &or su((lies* (urchase orders -ith deli,er+ schedules are issued. The
in,entor+ (osition &or each SK5 is re,ie-ed &ortnightl+ taing into account theactual sales and ,ariations &rom the budgeted (lans. 6egular ,isits to the stores
are made b+ the categor+ merchandising team to identi&+ the slo-9mo,ing9SK5s
and e'(lore the o(tions to e'(editiousl+ dis(ose o& them.
0or certain non a((arel categories* their merchandise (lanning and scheduling
also de(ends on introduction o& ne- (roducts and schemes b+ the ,endors. 0or
instance* i& a branded home a((liance manu&acturer re(laces a (roduct -ith a
ne- ,ersion* then their (lanning &or the (roduct -ould need to be re,ie-ed
based on the acce(tabilit+ o& the ne- ,ersion.
In-ouse Manufacturing
V6P" bene&it &rom bac-ard integration and in9house manu&acturing o& (art o& the
a((arel (roducts sold in their stores. Through their manu&acturing ca(abilities* V6P"
is able to attain relati,e inde(endence &rom intermediaries -ith a com(etiti,e
ad,antage in terms o& ,alue and cost. V6P" use their manu&acturing strengths to
&ocus on enhancing (roduct no-ledge and their e'(eriences &rom manu&acturing
enable them to negotiate better terms &rom the ,endors and job -orers.
V6P" currentl+ ha,e an a((arels manu&acturing (lant at %urgaon* ;ar+ana. The
manu&acturing (lant is -ell9e/ui((ed -ith &ull+ automatic machines &or &using* buttoning*
embroider+ and -elt (ocet9maing o(erations. The &actor+ has a ca(acit+ to
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-ith the ,endors and in certain cases the+ also release (a+ments in ad,ance. To
ensure /ualit+ o& su((lies* V6P" chec /ualit+ b+ -a+ o& random sam(ling at the
time o& recei(t o& the goods. To ,eri&+ that the /uantit+ o& su((lies is as ordered* the+
undertae count9chec &or e,er+ recei(t o& the goods. 0or 0MC% (roducts* V6P"
(rocure &rom large as -ell as small and medium si:e manu&acturers. 0or
(rocurement &rom the large manu&acturers or their distributors* the+ endea,or to
enter into &ormal arrangements &or su((l+ o& (roducts to all V6P" stores* such that
the+ are able to deri,e &i'ed margins &rom sales o& such (roducts* irres(ecti,e o& the
locations. 5nder these agreements* the+ bene&it &rom s(ecial discretionar+ discounts
and o&&ers directl+ &rom the manu&acturers or their distributors.
Since most o& the arrangements -ith the large manu&acturers or their distributors
are &or su((lies across the countr+* the+ &acilitate V6P" to e'(editiousl+ launchne- stores* as V6P" do not ha,e to identi&+ local sources &or su((lies o& the
0MC% (roducts. Such arrangements also hel( V6P" in standardi:ing the
(romotional schemes across all V6P" stores.
0or some o& the 0MC% (roducts* such as sta(les and &ood grains* the+ (urchase
in bul and brea them do-n into smaller (acages &or sales. 0urther* based on
their assessment o& regional tastes and (re&erences* V6P" (urchases some
(roducts locall+ &rom small and medium si:e ,endors.
*++arel Manufacture
The basic ra- materials re/uired &or the manu&acturing (rocess o& a((arels includes
&abrics and accessories. V6P" merchandising teams source &abrics &rom local
manu&acturers in India de(ending u(on their (roduction (lan. V6P" also source &abrics
&rom the (lace o& origin. V6P" source ,arious other com(onents and accessories &rom
,endors in ,arious (arts o& the countr+ and also im(ort them &rom China.
In"entor Management. Distri$ution ,et%or and Logistics
V6P")s distribution net-or and logistics encom(asses all acti,ities to ensure that goods
are dis(atched in right /uantities and at right time to reach stores -ith su&&icient time in
hand to (rom(tl+ cater to customer demands and o(timi:ation o& in,entor+ (osition.
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The+ ha,e built a s+stem to monitor the in,entor+ (osition on a real9time basis at
each store* under -hich a stoc re/uisition or deli,er+ order is generated -hen (re9
determined stoc or re9order le,els are reached. The re9order le,els &or stores are
determined based on &actors such as dis(la+ le,els* lead time &or re(lenishment and
a,erage dail+ sales. V6P" re,ie- these re9order le,els on continuous basis to &actor
in ,ariances in demand based on seasons* trends and (romotional schemes.
V6P" ha,e se,en distribution centers o,er a((ro'imatel+ 3B?*33 s/uare &eet. These
distribution centers are located around Kolata F!est =engalG* Thane FMaharashtraG*
Jai(ur F6ajasthanG* %ha:iabad F5ttar PradeshG* "udhiana FPunjabG* %urgaon F;ar+anaG
and Mahi(al(ur FNe- $elhiG. V6P" ha,e clearl+ demarcated the stores -hich -ill be
ser,iced b+ each distribution centre. The reorder le,els &or distribution centers are
ascertained on the basis o& &actors lie a,erage dail+ sales o& all the stores ser,ices*lead time &or re(lenishment and bu&&er stoc* -hich caters to both the e'isting and
(ro(osed stores to be &ed. As &or the stores* the+ regularl+ re,ie- these re9order le,els.
V6P")s distribution centers and stores are connected through com(an+9-ide
,irtual net-or connection through broadband -hich hel(s to e&&icientl+ manage
their net-or o& stores and distribution centers throughout the countr+.
The+ (rimaril+ utilise their o-n ,ehicles to trans(ort the in,entor+ to their stores &rom
the distribution centers. In addition* V6P" use the ser,ices o& logistic solution
(ro,iders including lo- cost trans(ort ser,ice (ro,iders in order to deli,er (roducts
on time to V6P" stores and o(timi:e trans(ortation costs. $istribution centers
o(erations ha,e been streamlined through the standardisation o& racing s+stem*
la+outs and im(lementation o& automatic re(lenishment s+stem.
5nder arrangements -ith some o& their merchandise manu&acturers* the+ recei,e
(a+ment on account o& dis(la+ o& their (roducts.
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Internal /ontrols and /ost (eduction Measures:-
As a ,alue retail chain* V6P" em(hasi:e on reduction o& costs at ,arious stages
and le,els. In addition to reduction o& costs o& (rocurement and b+ -a+ o&o(timi:ation o& in,entor+* V6P" em(lo+ on the &ollo-ing measures to enhance
e&&iciencies and reduce o(erational and administrati,e costs8
Pilferage /ontrol
V6P" ha,e established three9la+er securit+ checs to control losses on account
o& (il&erages at their stores. At the &irst le,el* V6P" em(lo+ees screen the goods
being carried out o& the store b+ the customers. Pro&essional securit+ guards
o,ersee the screening (rocess. "astl+* V6P" ha,e de(lo+ed electronic sensors
to chec an+ (il&erages. In addition* all V6P" stores are co,ered b+ closed circuit
tele,ision monitoring.
(esource Utili0ation
V6P" belie,e in reducing o(erating and administrati,e costs b+ -a+ o& o(timum
utili:ation o& their human and other resources. 0or instance* the+ determine the
sta&&ing re/uirement on basis o& a matri' containing &actors such as store s(ace
and &oot&all intensit+. V6P" also train their em(lo+ees to assume cross9&unctional
res(onsibilities. As a measure &or o(timum utili:ation o& their s(ace resources*the+ ha,e ado(ted an e&&icient racing s+stem b+ de(lo+ing relati,el+ higher
racs to ma'imi:e the s(ace a,ailable in a store. The u((er slabs o& a rac are
utili:ed &or storage and the lo-er ones &or dis(la+. This hel(s V6P" in eliminating
the need o& dedicated storage s(aces is most o& V6P" stores.
Efficienc of Processes
V6P" belie,e in ado(ting (rocesses -hich are e&&icient. 0or instance* the+ ensure
that about a /uarter o& the sta&& at a ne- store is de(lo+ed b+ trans&erring &rom their
e'isting stores. This hel(s in ensuring that a ne- store is o(erated e&&icientl+ and
that the &reshl+ recruited sta&& recei,es on9the job training &rom the e'(erienced sta&&.
V6P" belie,e in continuall+ re,ie-ing and re9engineering ,arious o(erational and
administrati,e (rocesses to mae them both more e&&icient and cost e&&ecti,e.
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M A N A % # M # N T 0 T # C ; N " % 7 *
I N N VAT I N C ; A N % #
OBJECTI,E31
1 To #tud$ the di&&e"ent #o&t(a"e># o" technoo=$ bein= u#ed b$ the
,i#ha Me=a Ma"t+
Technolog+ is im(ortant to cut costs* im(ro,e e&&icienc+* (ro,iding ,alue to customers
and increasing the customer e'(erience. IT solutions hel( in s+nchroni:ing acti,ities
across ,arious ,erticals such as (rocurement o& in,entor+. Securities &rom both e'ternal
and internal threats are also im(ortant -hen the scale o& the o(erations increases. Most
o& their critical &unctions such as Su((l+ Chain* (erations* 0inance Accounts* and
Customer "o+alt+ Program ;uman 6esources are lined through a com(uter net-or.
This has enabled them to reduce their time to maret and res(ond to the changing
customer re/uirements. This has also hel(ed them reduce their costs o& o(erations
through both* reduction in -astages and missed o((ortunities as -ell as a conse/uentreduction o& the o,erall costs o& o(erations.
V6P" are &ocused on ac/uisition and im(lementation o& ad,anced in&ormation
technolog+ s+stems* (rocesses and business a((lications in order to handle all
store o(erations including in,entor+ management and billing. V6P" o&&ice
(rocesses are also com(uteri:ed -hich su((ort (rocurement* su((l+ chain
logistics* distribution centers management and in,entor+ control. All the locations
are connected through com(an+9-ide ,irtual net-or connection -hich hel(s to
e&&icientl+ manage their net-or o& outlets throughout the countr+.
V6P" belie,e that their business re/uires e&&icient management and storage o& data and
in&ormation to utilise &or business anal+sis* research and &orecast. =ased on V6P")s
e'isting in&ormation technolog+ s+stems* the+ are able to generate detailed dail+ re(orts
co,ering the ,arious as(ects o& their business such as di,ision -ise sales (er store*
in,entor+ mo,ement and (osition at stores and distribution centers and generation o&
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(urchase and deli,er+ orders.
In August 2?* V6P" had entered into a so&t-are end9user license agreement -ith
S+stems* A((lications and Products in $ata Processing Pri,ate "imited FLSAP IndiaG &or
grant o& a non9e'clusi,e and (er(etual license to V6P" to use the SAP so&t-are*
documentation and other in&ormation related thereto. SAP &or 6etail (ro,ides an
integrated technolog+ (lat&orm &or retailers and a one (oint solution &or su((orting and
managing di&&erent business models such as o-ned stores* &ranchise stores* sho( n
sho( conce(ts. Strong business decision and anal+tical ca(abilities ha,e enabled
retailers o& all si:es the (o-er to mae the right decisions /uicl+ and (ro&itabl+.
=eginning -ith a com(uteri:ed cash memo* to use 0o'Pro &or o(erations accounting and*
im(lementation o& a com(lete #6P &rom J$A FJ. $. Armstrong So&t-are %rou(G* the+ ha,egraduall+ e'tended the 5se o& technolog+ in their ,arious areas o& o(erations. In order to
increase the s(eed and traceabilit+ to the su((l+ chain management Vishal Mega Mart
introduces Ba" Code Technoo=$. =ar code is tried and tested technolog+U the Lno9
brainer choice &or identi&+ing items in the su((l+ chain. 7es* it does ha,e short comings in
that a((l+ing it means that e,er+thing has to be in line o& sight because light is used to
ca(ture and read the bar code. =ut as goods are handled either b+ humans or machines* the
goods are al-a+s ,isible* as are their labelsUlabeling standards mean that it is ,irtuall+
im(ossible to not see the label and its bar code. This means that some &orm o& scanner is
usedUthe range o& a,ailable technolog+ is broadUeither b+ an o(erator -ielding a hand9
held de,ice or b+ a machine9mounted or &i'ed9(osition scanner.
=e+ond the bar code is RFI* ."adio &"e'uenc$ identi&ication0-here a chi( -ithin a
tag carries in&ormation and is read using radio -a,es. Vishal Mega Mart uses the
latest technolog+ to im(ro,e its (er&ormance ualit+ as -ell as uantit+ !ise. =ar
code scanners are ,er+ so(histicated de,ices these da+s. 0unctionalit+ and reliabilit+
is e'tremel+ im(ortant. Vishal Mega Mart also uses CCTV to monitor its stores.
Various CCTV)s are being installed in a store* -ith a room -here the entire
&unctioning taing (lace in a store can be monitored b+ a human o(erator.
V6P" ha,e (artl+ im(lemented their in&ormation technolog+ set u( and are currentl+ in
the midst o& com(leting the (rocess o& u(grading their in&ormation technolog+ set u( and
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ha,e entered into an agreement dated Se(tember @* 2? -ith Tata Con#utanc$
Se"!ice# Limited &or (ro,iding in&ormation technolog+ ser,ices including
im(lementation o& more ad,anced #6P a((lications such as SAP* rendering ser,ices
inter alia &or management in&ormation s+stem on re(orts related to stoc management*
recei(t (rocessing* (icing and (acing* (roject s+stems* merchandise assortment
management* (ricing and (romotion* sales* controlling and &inancial accounting.
Mana=ement In&o"mation S$#tem# .MIS0
The+ ha,e strong MIS ca(abilities that mae use o& their technological in,estments
to generate ,aluable insight &or them and hel( them in im(ro,ing their o(erations* as
-ell as in enhancing their s(eed o& res(onse to -hat the customers -ant. The+ are
thus able to monitor their (er&ormance on a da+9to9da+ basis* across stores*de(artments and (roduct categories and com(are the same -ith other stores as -ell
as across (eriods. This hel(s them tae correcti,e action on a timel+ basis* and
o(timi:e their stoc. The+ are currentl+ using =usiness bjects to anal+:e data
related to the bu+ing trends o& their lo+alt+ customers.
3B
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0ollo-ing are the table -hich sho-s the di&&erent so&t-are used b+ the
organi:ation in the organi:ation acti,ities* &or customer transaction &or
em(lo+ees -oring in the organi:ation.
>. GJ*A ERPH #o&t(a"e+
Functiona A"ea3
Merchandising =u+ing*(roduct ordering* 6ecei(t
con&irmation* Stoctrans&er* In,entor+Management* Sales
Merchandise e,ent
Comment#3 J$A is one o& the leading #6P s+stems used b+ man+ retailers &ormulti(le=usiness models in regards to retailing. The s+stem is &ull+ integrated and taescare o&the Su((l+ chain &rom a manu&acturer to the end customer b+ using bac9endand &ront9end s+stems lie MMS FMerchandise Management S+stemG !in$SSF!indo-s $istributed Stores S+stemsG.
2. GO"ace FinanciaH #o&t(a"e+
Functiona A"ea3
0inancial Accounting
Comment#3 Com(letel+ integrated -ith their retail #6P9 MMS* allo-s them to
get online integrated &inancials.
3. GRAMCO )RMSH #o&t(a"e
Functiona A"ea3
;uman 6esources.
Comment#3 Their s+stem su((orts Personnel Management* Pa+rollManagement* #m(lo+ee =ene&its Management* Training Management and#'ecuti,e In&ormation.
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+ears as on Januar+ 3>* 2B. Managing a +oung team engaged in a ser,ice intensi,e
business -ith largel+ re(etiti,e -or is one o& the challenges that the+ &ace. Their human
resource (olicies are aimed to-ards creating a silled and moti,ated -or &orce. V6P"
ha,e around H em(lo+ees both em(lo+ed in their stores as -ell as in their
manu&acturing units and other &acilities* as on Se(tember 3* 2@. The+ (ro,ide a
conduci,e -or atmos(here and o((ortunities &or their em(lo+ees to learn and gro-.
The &ollo-ing table (ro,ides a classi&ication o& V6P" em(lo+ees on the basis o&
their age and education.
A=e No+ o& Em%o$ee#
>B92< 33? and abo,e B32
Tota D74 Education
No+ o& Em%o$ee#
5nder %raduates
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co,ered under their Pro&it "ined 6e-ard Scheme FP"6SG* lining indi,idual
(er&ormance and Com(an+ (ro&itabilit+. Their (art9time and &ull9time em(lo+ees are
eligible &or P"6S. Almost @ o& Customer Care Associates earned P"6S in the +ear
ended March 3>* 2H. The+ also ha,e #m(lo+ee Stoc (tion Plans F#SPsG.
T"ainin=
V6P" encourage their em(lo+ees to be enter(rising and e'(ect them to Qlearn on the
job) and contribute constructi,el+ to their business* either through ideas* (ersonal
net-ors or e&&ecti,e no-ledge management. In essence* the+ train their em(lo+ees to
become ne't generation entre(reneurs* -ho can e&&ecti,el+ lead the gro-th o& their
business. Their cor(orate objecti,e is to (ro,ide e,er+ associate -ith an a,erage o& ?
man da+s o& training (er annum through internal and e'ternal resources.
All senior management members are re/uired to contribute 3 hours (er annum
to-ards training.
Rec"uitment Seection
0or (osts o& team members the &ollo-ing rounds taes (lace9
2+ Ps+chometric tests* =eha,ioral Intelligence Test* "ogical thining and
Com(rehension Test.8+A((lication blan.
7+ Personal Inter,ie-* (erations Inter,ie-* 6egional Manager Inter,ie-.
0or Area Manager8
2+ Collection re,ie- o& curriculum ,itae
8+ Personal inter,ie- -ith 6egional ;6 Manager
7+ Personal inter,ie- -ith %M9 ;6
The salient &eatures o& Vishal Mega Mart sta&& are8 9
2+ !ell9trained sta&&* the sta&& em(lo+ed b+ Vishal Mega Mart is -ell9suited &or
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+ The em(lo+ees -ere gi,en bonus and gi&ts during the &esti,als lie di-ali* etc.
.
2 Pantaloon Retail8 Plans to occu(+ > mn s/.&t retail s(ace and achie,e
6s.>2* crore9(lus FD2.? bnG sales b+ 2>.
3 RPG8 Planning IP -ill ha,e
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Findin=#
1. The choice o& a store location has a (ro&ound e&&ect on the entire business
li&e o& a retail o(eration. A bad choice ma+ all but guarantee &ailure* a goodchoice* and success.
2. Choosing a retail location is* at best* a ris+ undertaing. Considering the
conse/uences o& choosing a location that (ro,es to be unsuitable* it (a+s to get
as much assistance as (ossible. According to a sur,e+ more than @ o& the
customer (re&ers to sho( in a retail store -hich is easil+ accessible to them.
3. Ad,ertising (la+s a ,er+ im(ortant role in achie,ing gro-th &or an+ retail
com(an+. This is e,ident &rom the &act that Ad,ertising b+ 6etail Industr+
registered a rise o& >2 (ercent during Januar+ 9 Ma+ 2H o,er Januar+ 9
Ma+ 2@.
4. The right location* trained man(o-er* so&t-are assistance* (roduct -ith a
distinct di&&erentiation* a strong ,alue (ro(osition* e&&icient su((l+ chain
management 9 these are the &actors that in&luence the success o& a retail
outlet. !ith com(etition in this segment increasing* di&&erentiation and a
strong ,alue (ro(osition assume signi&icance. 6etail chains are reali:ing that
the+ cannot be another Qme9too) store. The di&&erentiation toda+ among the ?9@ retail chains has come through (ri,ate labels* -hich in some cases account
&or as much as H (er cent o& the total merchandise in the outlet.
5. Variet+ o&&ered b+ an+ retail store is o& ,er+ much im(ortant to attract all
t+(e o& customers in the stores. A large ,ariet+ o& (roducts caters to each
segment o& customers.
6. Sho((ing e'(erience -ithin a store also has a great im(act on selecting a
(roduct &rom a (articular retail store. ,erall ambience includes in&rastructure
&acilities (ro,ided b+ the store such as air conditioners* lighting etc.
7. Pricing is in &act a dramatic controller o& at least 3 e+ strategic elements to an+
com(an+Es success8 Com(an+)s image* the (roduct and ser,ices com(an+ sells
and consumer beha,ior. The Im(ortance o& Pricing their ProductsE -ill gi,e them
an insight into de,elo(ing a((ro(riate costing methods and the im(act o& getting
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it -rong in toda+Es com(etiti,e creati,e maret. This to(ic should be o&
interest to an+one -ho is unsure i& the+ are getting it right. 6emember the
di&&erence bet-een o,er or under9(ricing their -or can mean a ,er+ short
&uture &or an+ business. A((ro'imatel+ @ customers thin that Price is
the most im(ortant &actor -hile the+ go &or sho((ing in a retail stores
8. ualit+ in e,er+da+ li&e and business* engineering and manu&acturing has
a (ragmatic inter(retationas the non9in&eriorit+* su(eriorit+ or use&ulness
o& something. This is the most common inter(retation o& the term. The
/ualit+ o& a (roduct or ser,ice re&ers to the (erce(tion o& the degree to
-hich the (roduct or ser,ice meets the customerEs e'(ectations. ualit+
has no s(eci&ic meaning unless related to a s(eci&ic &unction andor object.
ualit+ is a (erce(tual* conditional and some-hat subjecti,e attribute. Andin addition to that* more than o& customers (lace /ualit+ as the most
im(ortant &actor than an+thing else in the list to sho( in a retail store.
9. More than H o& customers (lace ,ariet+ as an im(ortant &actor to sho(
in a (articular retail store.
10. =rands name bears an im(ortant role -hile sho((ing o& an+ t+(e o& goods. So
building a brand &or a retail store is im(ortant as B o& customer still (re&er to
bu+ branded clothes in the retail store instead o& local or unbranded clothes.
?
3
http://en.wikipedia.org/wiki/Pragmatism_(non-technical_usage)http://en.wikipedia.org/wiki/Pragmatism_(non-technical_usage)http://en.wikipedia.org/wiki/Utilityhttp://en.wikipedia.org/wiki/Pragmatism_(non-technical_usage)http://en.wikipedia.org/wiki/Utilityhttp://en.wikipedia.org/wiki/Utility -
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Concu#ion
Su==e#tion#31
1. Include more trained sales (erson to hel( customers in the store -hile sho((ing.
2. Im(ro,e /ualit+ o& the (roducts es(eciall+ clothes.3. Pla+ good songs or soothing music in the store rather than chea( &ilm+ songs.
4. Customer care ser,ice can be introduced
5. More branded (roducts can be dis(la+ed in the store as (eo(le still (re&er
branded clothes than o&&ered b+ local ,enders.
6. Constant reminder o& discounts through (am(hlets* s(eaers inside the
store &or inducing consumers &or im(ulse bu+ing.
7. Add more cosmetic (roducts as its ha,ing a huge maret o& consumers
attached to it.
8. $is(la+ o& (roduct should be im(ro,ed so that the (roduct is easil+ ,isible
to the consumers.
9. Pro(er ad,ertisement in (ress and outdoor to mae Vishal Mega Mart
should be ,isible in the e+es o& consumers.
10. Should ha,e (aring s(aces in &ront o& e,er+ store.
11. ;ire more salesgirls as in ladies section its ,er+ di&&icult &or both the
consumers and salesman to interact -ith each other.
12. 6egular training to sales (erson to im(ro,e there o,erall (er&ormance.
Com%aint#3 1
1. "o- ,ariet+ o& (roduct a,ailable and customi:ation o& (roducts is not there.
2. Air conditioners are not (ro(erl+ -oring
3. Prices are not mentioned at all (laces and at all (roducts.
4. Prices are not com(etiti,e as the+ are assumed to be higher -hen
consumers are ,isiting other retail outlets.
5. %rocer+ items are not su&&icient and the+ are not at all a,ailable at man+ stores.
6. Clothing items o& -omen are (riced unreasonabl+
7. "ac o& s(ace in the store -hile sho((ing and mo,ing -ithin a store.
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Recommendation3 1
1. Customi:ation o& clothing should be gi,en an im(ortant consideration.
2. Pro(er (acaging and (ro,ide contrast labeling in dis(la+s o& (roduct.3. Should a((l+ electronic su((l+ chain management &or better in,entor+
management.
4. Pro(er (o-er bac u( as air conditioners are not -oring to their &ull
ca(acit+ at man+ stores.
5. Pro(er (lacements o& %ondola in the stores as s(ace bet-een them are ,er+ less.
6. Pro(er dis(la+ in the gondola and to( most rac o& the gondola should be
used &or storing o& in,entor+ rather than dis(la+ o& (roduct.
7. Should (ro,ide more &esti,al schemes and at (ro(er time.
8. Should use (s+chological (ricing9more discounts b+ increasing the (rice
9. Pro(er dis(la+ o& cutler+ items
10. Clothes should be in s+nc -ith &ashion.
??
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=I="I%6AP;789
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