SUMMER TRAINING PROJECT REPORT

On
(Employee Job Satisfaction and HRM at METRO
Cash and Carry India)

Towards partial fulfillment of

Integrated Master of Business Administration
(IMBA)

School of Management, Babu Banarasi Das University, Lucknow

Submitted by
Harshdeep Singh
7th
Semester
Roll No-1190675031

Session 2022-23
School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India

1
Certificate from the Organization

2
Bona-fide Certificate of Dean -School of Management Declaration

3
 DECLARATION

I hereby declare that the project entitled “Employee job Satisfaction and HRM at Metro
Cash and Carry India” is the produce of my sincere effort. This Project is being submitted
by me at “Metro Cash and Carry, Lucknow” for the partial fulfillment of the course
Integrated Master of Business Administration (IMBA) and report has not been submitted to
any other educational institution for any other course.

Harshdeep Singh
Roll No. – 1190675031
Integrated MBA 7th Sem

4
 ACKNOWLEDGEMENT

Before I get into the thick of thing, I would like to add a few heartfelt words for the people
who were part of this summer internship project in numerous ways and people who gave
unending support right from the stage the project was started, appreciated and encouraged
when being depressed.

My special thanks to Mr. Kaushalendra Singh that provides gentle encouragement

and constant support.
In this context I would like to express my gratitude towards my parents who have constantly
supported and played a vital role in shaping my career. I owe my sincere gratitude towards
Mr. Ashvani Pandey, HR Lead, Metro Cash and Carry, LUCKNOW for extending the
support towards the completion of Summer Internship Project.

Harshdeep Singh
Roll No.- 1190675031
Integrated MBA 7th Sem

5
 TABLE OF CONTENT

S.No Particular Page No.

1. Cover Page 1

2. Certificate From the Organization 2

3. Bona-Fide Certificate of Dean -School Of 3

Management Declaration

4. Declaration 4

5. Acknowledgement 5

6. Table of content 6

7. Executive Summary 7

8. Introduction 8 – 41

9. Company Profile 42 – 83

10. Objective Of the Study 84

11. Research Methodology 85
12. Analysis And Interpretation 86 – 93
13. Findings 94
14. Suggestion 95
15. Limitation of the Study 96
16. Conclusion 97

17. Bibliography 98
18. Questionnaire 99 – 102

6
 EXECUTIVE SUMMARY

Summer Internship Project is an important part of the Management studies. It bears immense
importance in the field of Business Management. It offers the student to explore the valuable
treasure of experience and an exposure to real work culture followed by the industries and
thereby helping the students to bridge gap between the theories explained in the book and
their practical implementations.

Research plays an important role in future building of an individual so that we can understand
the real world in which he has to work in future. The theories greatly enhance our knowledge
and provide opportunities to blend theoretical with the practical knowledge where researcher
gets familiar with certain aspect of research. I feel proud to get myself to do research at topic
“Employee job Satisfaction and HRM at Metro Cash and Carry India”.

7
 INTRODUCTION

The human resource of an organization constitutes in entire workforce Human resource

Management (HRM) is responsible for selecting and inducting competent people, training
them facilitating and motivating them to perform at high levels of efficiency, and providing
mechanisms to ensure that they maintain their affiliation with the organization.

The objective of this project is to find out how much the employees are satisfied and what is
their quality of life. How the Tata steel company (ISL) applies the human resource functions
in the organization and out the organization. In this project I make the survey on the
employees of various departments of Tata steel, jodaeust. The project report is divided in
various sections like introduction of the company, topic introduction, survey report and
conclusion.

Human resources are on major factors of production. It is human asset, which convert the
various resources in to the production resources. It has immense potentialities and it only
human resources, which appreciate with time whereas all other resources undergo the process
of depreciation. Success of an organization mainly depends on the quality of manpower and
its performance.

In early days human resource was not taken as an important factor of production. Human
begin was simple treated as log in the movement increasing emphasis has been given to the
worker as a whole man. The need of vast manpower and their importance was realized by
some of the progressive entrepreneurs. The emergence of Trade Union and their gradual
collective power forced some entrepreneurs to give some district feature of human side by
production. The first among the entrepreneurs who had contributed in the development of
human side of production was Robert Owen, and English Humanist. He took a genuine
interest in the welfare of the workers. But this magnetite was not supported by a major chunk
of entrepreneurs. A number of social scientist advocated their valuable theories towards the
beginning of the 20century. Abraham Maslow gave his "Hierarchy of needs" theory.
Afflation Achievement theory is well accepted too. Christ Argyris theory of "four system of
Management" is also a Milestone in the Development of Human factor in the production
process. But the most important in this field was that of Elton Mayo's Human Relation

8
Approach. The great "Hawthorne Study "by Elton Mayo's and colleagues, revealed that the
effectiveness of any organization depends upon the quality of the relationship among the
personnel and social need of employees are very important and that concentration by
management exclusively on productivity, material and environmental issue will to be a self-
defecting aim.

Hence the management must give more emphasis on the human side and their proper
utilization. This then remains the cardinal objective of the human relations function to
discover newer ways of understanding man and to motive him to higher standard of
workmanship. Many new experiments such as study of his state university of Michigan etc
have developed the branch of Management beyond margin. Today an organization having a
good inventory of human resources and a dynamic personnel department is prospective one.
So the technique and functions of personnel management have now come closely integrated
with the overall organization strategies and search of excellence.

According to the job satisfaction for employer and working. These are:
• Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers.
opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.

• Management supervisory treatment, participation, rewards and punishments, praises

and blames, leaves policy and favoritism.

• Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity scalability and caste barrier.

• Personal adjustment-health and emotionality.

• Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, Absenteeism,Turnover.

9
 • Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality
and worker morale.

• Job satisfaction is also linked with a healthier work force and has been found to be a
good indicator of longevity.

• Job satisfaction is not synonyms with organizational morale, which the possessions of
feeling have being accepted by and belonging to a group of employees through
adherence to common goals and confidence in desirability of these goals.

Maslow's Hierarchy of Needs

If motivation is driven by the existence of unsatisfied needs, then it is

worthwhile for a managerto understand which needs are the more important for
individual employees. In this regard,Abraham Maslow developed a model in
which basic, low-level needs such as physiological requirements and safety
must be satisfied before higher-level needs such as self-fulfillment are pursued.
In this hierarchical model, when a need is mostly satisfied it no longer motivates
and the next higher need takes in place.

Physiological needs are these required to sustain life, such as

Nourishment.
According to Maslow's theory, if such needs are not satisfied then one's
motivation will arise from the quest to satisfy them. Higher needs such as social
needs and esteem are not felt until one has met the needs basic to one's bodily
functioning.

10
Safety
Once physiological needs are met, one's attention turns to safety and security in
order to be free from the threat of physical and emotional harm. Such needs
might be fulfilled by:
• Living in a safe area
• Medical insurance
• Job security
• Financial reserves

11
According to Maslow's hierarchy, if a person feels that he or she is in harm's
way, higher needs will not receive much attention.

Social Needs
Once a person has met the lower level physiological and safety needs, higher level needs
become important, the first of which are social needs. Social needs are those related to
interaction with other people and may include:
• Need for friends
• Need for belonging
• Need to give and receive love

Esteem
Once a person feels a sense of "belonging", the need to feel important arisen
Esteem needs may be classified as internal or external. Internal esteers needs are those related
to self-esteem such as self respect and achievement. External esteem needs are those such as
social status and recognition: Some esteem needs are-

• Self-respect
• Achievement
• Attention
• Recognition
• Reputation

Maslow later refined his model to include a level between esteem needs and
self-actualization: the need for knowledge and aesthetics.

Self-Actualization
Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest
of reaching one's full potential as a person. Unlike lower-level needs, this need is never fully
satisfied; as one grows psychologically there are always new opportunities to continue to
grow.
Self-actualized people tend to have needs such as:
• Truth

12
 • Justice
• Wisdom
• Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energized
moments of profound happiness and hanbey. According to Maslow only a small percentage
of the population reaches the level of self-actualization.

Implications for Management

If Maslow's theory holds, there are some important implications for management. There are
opportunities to motivate employees through management style, job design, company
events,and compensation packages, some examples of which follow:

• Physiological seeds: Provide lunch breaks, rest breaks, and wages that are
sufficient to purchase the essentials of life.
• Safety Needs: Provide a safe working environment, retirement benefits, and job
security.
• Social Needs: Create a sense of community via team-based projects and social events
• Esteem Needs: Recognize achievements to make employees feel appreciated and
valued. Offer job titles that convey the importance of the position.
• Self-Actualization: Provide employees a challenge and the opportunity to
reach their full career potential.

However, not all people are driven by the same needs at any time different
people may be motivated by entirely different factors. It is important to understand the needs
being pursued by each employee. To motivate an employee, the manager must be able to
recognize the needs level at which the employee is operating, and use those needs as levers of
motivation.

13
JOB SATISFACTION

Job satisfaction is not the same as motivation. It is more if an attitude, an internal state of the
person concerned. It could, for example, be associated with a personal feeling of
achievement.
Job satisfaction is an individual's emotional reaction to the job itself. It is his attitude towards
his job.

Definitions:

"Job satisfaction does not seem to reduce absence, turnover and perhaps accident
-Robert L. Kalin

"Job satisfaction is a general attitude towards one's job; the difference between the amount of
reward workers receive and the amount they believe they should receive."

Job satisfaction defines as "The amount of overall positive affect (or feeling) that individual
shave toward their jobs."
-High J. Arnold and Daniel C. Feldman

"Job satisfaction is the amount of pleasure or contentment associated with a job. If you like
your job intensely, you will experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction"
-By Andrew J DuBrins
The practice of supervision, New Delhi

Job satisfaction is one part of life satisfaction. The environment influences the job
Similarly,since a job is important part of life, job satisfaction influences one's general life
satisfaction Manager may need to monitor not only the job and immediate work environment
but also the employee attitudes towards other part of life.

14
Human life has become very complex and completed in now-a-days. In modem society the
needs and requirements of the people are ever increasing and ever changing. When the people
are ever increasing and ever changing, when the people needs not fulfilled they become
dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job
satisfaction of industrial workers us very important for the industry to function successfully.
Apart from managerial and technical aspects, employers can be considered as backbone of
any industrial development. To utilize their contribution they should be provided with good
working conditions to boost their job satisfaction. Any business can achieve success and
peace only when the problem of satisfaction and dissatisfaction of workers are felt
understood and solved, problem of efficiency absenteeism labour turnover require asocial
skill of understanding human problems and dealing with them scientific investigation serves
the purpose to solve the human problems in the industry.

a) Pay
b) The work itself.
c) Promotion d) The work group
e) Working condition.
f) Supervision.

Pay

Wages do play a significant role in determining of satisfaction. Pay is instrumental in

fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. More ever, pay can serve
as symbol of achievement and a source of recognition. Employees often No pay to a
reflection of organization. Fringe benefits have not been found to have strong influence on
job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are challenging
they do want to be doing mindless jobs day after day. The two most important aspect of the

15
work itself that influence job satisfaction are variety and control over work methods and work
place. In general, job with a moderate amount of variety produce the most job
satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too
much variety and stimulation can workers to feel psychologically stressed and "burnout.

PROMOTION

Promotional opportunities have a moderate impact on job satisfaction. A promotion to a

higher level in an organization typically involves positive changes I supervision, job content
and pay. Jobs that are at the higher level of an organization usually provide workers with
more freedom more challenging work assignments and high salary.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a supportive
personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making,
employee who participates in decision that affect their job, display a much higher level of
satisfaction with supervisor on the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job satisfaction to

individual employees. The working groups also serve as a social support system of
employees. People often used their co-workers as sounding board for their problem of as a
source of comfort.

16
WORK CONDITION

The employees desire good working condition because they lead to greater physical comfort.
The working conditions are important to employees because they can influence life outside of
work. If people are require to work long hours and/or overtime, they will have very little felt
for their families, friends and recreation outside work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep in mind that all
individuals do no derive the same degree of satisfaction though they perform the same job in
the same job environment and at the same time. Therefore, it appears that besides the nature
of job and job environment, there are individual variables which affect job satisfaction. Thus,
all those factors which provide a fit among individual variables, nature of job, and situational
variables determine the degree of job Let us see what these factors are-

Individual factors:

Individuals have certain expectations from their jobs. If their expectations are met from the
jobs, they feel satisfied. These expectations are based on an individual's level of education,
age and other factors.

Level of education:

Level of education of an individual is a factor which determines the degree of job

satisfaction. For example, several studies have found negative correlation between the level
of education, particularly higher level of education, and job satisfaction. The possible reason
for this phenomenon may be that highly educated persons have very high expectations from
their jobs which remain unsatisfied. In their case. Peter's principle which suggests that every
individual tries to reach his level of incompetence, applies more quickly.

17
Age:

Individuals experience different degree of job satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage
,and finally dips to a low degree. The possible reasons for this phenomenon are like this.
When individuals join an organization, they may have some unrealistic assumptions about
what they are going to drive from their work. These assumptions make them more satisfied.
However, when these assumptions fall short of reality, job satisfaction goes down. It starts
rising again as the people start to assess the jobs in right perspective and correct their
assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down
because of fear of retirement
and future outcome.

Other factors:

Besides the above two factors, there are other individual factors which affect job satisfaction.
Ifan individual does not have favourable social and family life, he may not feel happy at the
workplace. Similarly, other personal problems associated with him may affect his level of job
satisfaction. Personal problems associated with him may affect his level of job satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form of occupation level and job
content.

Occupation level:

Higher level jobs provide more satisfaction as compared to lower levels. This happens
because high level jobs carry prestige and status in the society which itself becomes source of
satisfaction for the job holders.

18
For example, professionals derive more satisfaction as compared to salaried people:
factoryworkers are least satisfied.

Job content:

Job content refers to the intrinsic value of the job which depends on the requirement of skills
for performing it, and the degree of responsibility and growth it offers. A higher content of
these factors provides higher satisfaction. For example, a routine and repetitive lesser
satisfaction; the degree of satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.

Situational variables:

Situational variables related to job satisfaction lie in organizational context-formal and

informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which affect
job satisfaction are given below:

1. Working conditions:

Working conditions, particularly physical work environment, like conditions of workplace

and associated facilities for performing the job determine job satisfaction. These work in two
ways. First, these provide means job performance. Second, provision of these conditions
affects the individual's perception about the organization. If these factors are favourable,
individuals experience higher level of job satisfaction.

2. Supervision:

The type of supervision affects job satisfaction as in each type of supervision; the degree of
there is more concern for people which is perceived favourably by them and provides them

19
more satisfaction. In job-oriented supervision, there is more emphasis on the performance of
the job and people become secondary. This situation decreases job satisfaction.

3. Equitable rewards

The type of linkage that is provided between job performance and rewards determines the
degree of job satisfaction. If the reward is perceived to be based on the job performance and
equitable, it offers higher satisfaction. If the reward is perceived to be based on
considerations other than the job performance, it affects job satisfaction adversely.

4. Opportunity:

It is true that individuals seek satisfaction in their jobs in the context of job nature and work
environment by they also attach importance to opportunities for promotion that these job
offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.

1. Work group: Individuals work in group either created formally of they develop on their
own to seek emotional satisfaction at the workplace. To the
extent such groups are cohesive, the degree of satisfaction is high. If the group is not
cohesive, job satisfaction is low. In a cohesive group, people derive satisfaction out of their
interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual's physical and mental health, productivity, absenteeism, and turnover.

20
Physical and Mental Health:

The degree of job satisfaction affects an individual's physical and mental health. Since job
satisfaction is a type of mental feeling, its favourableness or unfavourablesness affects the
individual psychologically which ultimately affects his physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical
health result from psychologically harmful jobs. Further, since a job is an important part of
life, job satisfaction influences general life satisfaction. The result is that there is spillover
effect which occurs in both directions between job and life satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and
productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction
decreases, productivity decreases. The basic logic behind this is that a happy worker will put
more efforts for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he may
not put his efforts more vigorously because of his low expectations from the job. Therefore,
this view does not explain fully the complex relationship between job satisfaction and
productivity.

21
The another view: That is a satisfied worker is not necessarily a productive worker explains
the also support this view.

This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance. 1. Job performance leads to job satisfaction and not the other way round. The
basic factor for this phenomenon is the rewards (a source of satisfaction) attached with
performance. There are two types of rewards intrinsic and extrinsic. The intrinsic reward
stems from the job itself which may be in the form of growth potential, challenging job, etc.
The satisfaction on such a type of reward may help to increase productivity. The extrinsic
reward is subject to control by management such as salary, bonus, etc. Any increase in these
factors does not help to increase productivity though these factors increase job satisfaction.

1. A happy worker does not necessarily contribute to higher productivity because he has to
operate under certain technological constraints and, therefore, he cannot go beyond certain
output. Further, this constraint affects the management's expectations from the individual in
the form of lower output. Thus, the work situation is pegged to minimally acceptable level of
performance. However, it does not mean that the job satisfaction has no impact productivity.

Absenteeism:

Absenteeism refers to the frequency of absence of job holder from the workplace eitherun
excused absence due to some avoidable reasons or long absence due to some unavoidable
reasons. It is the former type of absence which is a matter of concern. This absence is due to
lack of satisfaction from the job which produces a 'lack of will to work' and alienate a worker
form work as for as possible. Thus, job satisfaction is related to absenteeism.

Employee turnover:

Turnover of employees is the rate at which employees leave the organization within a given
period of time. When an individual feels dissatisfaction in the organization, he tries to
overcome this through the various ways of defense mechanism. If he is not able to do so, he

22
opts to leave the organization. Thus, in general case, employee turnover is related to job
satisfaction. However, job satisfaction is not the only cause of employee turnover, the other
cause being
better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software professionals is
very high in India. However, these professionals leave their organizations not simply because
they are not satisfied but because of the opportunities offered from other sources particularly
rom foreign companies located abroad.

DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure objectively. The level of job
satisfaction is affected by a wide range of variables relating to individual, social, cultural,
organizational factors as stated below:

Individual:- Personality, education, intelligence and abilities, age, marital status,

orientation to work.

Social factors:- Relationship with co-workers, group working and norms, opportunities
for interaction, informal relations etc.

Organizational factors: Nature and size, formal structure, personnel policies and
procedures, industrial relation, nature of work, technology and work organization,
supervision and styles of leadership, management systems, working conditions.

Environmental factors-Economic, social, technical and governmental influences.

Cultural factors:-Attitudes, beliefs and values.

23
These factors affect job satisfaction of certain individuals in a given set of circumstances but
not necessarily in others. Some workers may be satisfied with certain aspects of their work
and dissatisfied with other aspects. Thus, overall degree of job satisfaction may differ from
person to person.

IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question-

1) Is there room for improvement?

2) Who is relatively more dissatisfied?
3) What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?

Benefits of job satisfaction study

Job satisfaction surveys can produce positive, neutral or negative results. If planned properly
and administered, they will usually produce a number of important benefits, such as-

1. It gives management an indication of general levels of satisfaction in a company.

Surveys also indicate specific areas of satisfaction or dissatisfaction as compared to
employee services and particular group of employee.

2. It leads to valuable communication brought by a job satisfaction survey.

Communication flow in all direction as people plan the survey, take it and discuss the
result. Upward communication is especially fruitful when employee are encouraged to
comment about what is on their minds instead of merely answering questions about
topics important to management.

3. as a survey is safety value, an emotional release. A chance to things gets off. The
survey is an intangible expression of management's interest in employee welfare,
which gives employees a reason to feel better towards management.

24
 4. Job satisfaction surveys are a useful way to determine certain training needs.

5. Job satisfaction surveys are useful for identifying problem that may arise, comparing
the response to several alternatives and encouraging manager to modify their original
plans. Follow up surveys allows management to evaluate the actual response to a
change and study its success or failure.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth
and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and
self-development. To the worker, job satisfaction brings a pleasurable emotional state that
often leads to a positive work attitude. A satisfied worker is more likely to be creative,
flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity the quantity and quality of
output per hour worked seems to be a by product of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent Unhappy employees, who are motivated by
fear of job loss, will not give 100 percent of their effort for very long. Though fear is a
powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance
will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a more healthy work force
and has been found to be a good indicator of longevity. And although only little correlation
has been found between job satisfaction and productivity, Brown (1996) notes that some
employers have found that satisfying or delighting employees is a prerequisite to satisfying or
delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is

25
quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on
the factory floors. Take away my factories, but leave my people, and soon will have a new
and better factory"

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place that
will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction need
to incorporate the following:

• Flexible work arrangements, possibly including telecommuting.

• Training and other professional growth opportunities.
• Interesting work that offers variety and challenge and allows the worker opportunities
to "put his or her signature" on the finished product.
• Opportunities to use one's talents and to be creative.
• Opportunities to take responsibility and direct one's own work.
• A stable, secure work environment that includes job security/continuity.
• An environment in which workers are supported by an accessible supervisor who
provides timely feedback as well as congenial team members.
• Flexible benefits, such as child-care and exercise facilities.
• Up-to-date technology
• Competitive salary and opportunities for promotion.

Probably the most important point to bear in mind when considering job satisfaction is that
there are many factors that affect job satisfaction and that what makes workers happy with
their jobs varies from one worker to another and from day to day. Apart from the factors
mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the nature
of the work itself.

26
Managers who want to maintain a high level of job satisfaction in the work force must try to
the needs of each member of the work force.

For example, when creating work teams, managers can enhance worker satisfaction by
placing people with similar backgrounds, experiences, or needs in the same workgroup. Also,
managers can enhance job satisfaction by carefully matching workers with the type of work.

For example, a person who does not pay attention to detail would hardly make a good
inspector, and a shy worker is unlikely to be a good salesperson. As much as possible,
managers should match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other deliberate
steps to create a stimulating work environment. One such step is job enrichment. Job
enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself.
Job enrichment usually includes increased responsibility, recognition, and opportunities for
growth, learning, and achievement. Large companies that have used job-enrichment programs
to increase employee motivation and job satisfaction.

Good management has the potential for creating high morale, high productivity, and a sense
of purpose and meaning for the organization and its employees. Empirical findings show that
job characteristics such as pay, promotional opportunity, task clarity and significance, and
skills utilization, as well as organizational characteristics such as commitment and
relationship with supervisors and co-workers, have significant effects on job satisfaction.
These job characteristics can be carefully managed to enhance job satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:

• When have I come closest to expressing my full potential in a work situation?

• What did it look like?
• What aspects of the workplace were most supportive?
• What aspects of the work itself were most satisfying?

27
 • What did I learn from that experience that could be applied to the present situation?

Workers' Roles in Job Satisfaction

• If job satisfaction is a worker benefit, surely the worker must be able to contribute to
his or her own satisfaction and well-being on the job. The following suggestions can
help a worker find personal job satisfaction:

• Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and
other recognition.

• Develop excellent communication skills. Employers value and reward excellent

reading. listening, writing, and speaking skills.

• Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.

• Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities
and rewards.

• Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.

• Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.

• See the value in your work. Appreciating the significance of what one does can lead
to satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.

28
 • Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.

What is Job Satisfaction?

Job satisfaction is defined as the extent to which an employee feels self-motivated, content &
satisfied with his/her job. Job satisfaction happens when an employee feels he or she is
having job stability, career growth and a comfortable work life balance. This implies that the
employee is having satisfaction at job as the work meets the expectations of the individual.

Importance of Job Satisfaction

A satisfied employee is always important for an organization as he/she aims to deliver the
best of their capability. Every employee wants a strong career growth and work life balance
at workplace. If an employee feels happy with their company & work, they look to give back
to the company with all their efforts.

29
Importance of job satisfaction can be seen from two perspectives:

For Employees

Job satisfaction from an employee perspective is to earn a good gross salary, have job
stability, have a steady career growth, get rewards & recognition and constantly have new
opportunities.

For Employers

For an employer, job satisfaction for an employee is an important aspect to get the best out of
them. A satisfied employee always contributes more to the company, helps control attrition &
helps the company grow. Employers needs to ensure a good job description to attract
employees and constantly give opportunities to individuals to learn and grow.

The positive effects of job satisfaction include:

1. More efficiency of employees of workplace if they are satisfied with their job.

2. Higher employee loyalty leading to more commitment.

3. Job satisfaction of employees eventually results in higher profits for companies.

4. High employee retention is possible if employees are happy.

Job Satisfaction Factors

Job satisfaction is related to the psychology of an employee. A happy & content employee at
a job is always motivated to contribute more. On the other hand, a dissatisfied employee is
lethargic, makes mistakes & becomes a burden to the company. The elements & factors
which contribute to job satisfaction are:

30
Compensation & Working conditions

One of the biggest factors of job satisfaction are the compensation and benefits given to an
employee. An employee with a good salary, incentives, bonuses, healthcare options etc. is
happier with their job as compared to someone who doesn’t have the same. A healthy
workplace environment also adds value to an employee.

2. Work life balance

Every individual wants to have a good workplace which allow them time to spend with their
family & friends.

31
Job satisfaction for employees is often due a good work life balance policy, which ensures
that an employee spends quality time with their family along with doing their work. This
improves the employee’s quality of work life.

3. Respect & Recognition

Any individual appreciates and feels motivated if they are respected at their workplace. Also,
if they are awarded for their hard work, it further motivates employees. Hence recognition is
one of the job satisfaction factors.

4. Job security

If an employee is assured that the company would retain them even if the market is turbulent,
it gives them immense confidence. Job security is one of the main reasons for job satisfaction
for employees.

5. Challenges

Monotonous work activities can lead to dissatisfied employees. Hence, things like job
rotation, job enrichment etc can help in job satisfaction of employees as well.

6. Career Growth

Employees always keep their career growth part as a high priority in their life. Hence, if a
company helps groom employees and gives them newer job roles, it enhances the job
satisfaction as they know they would get a boost in their career.

32
Human Resource Management (HRM)

Payroll Management

A payroll management system is the process by which employers pay wages to their
employees. It’s also how they demonstrate their commitment to their workers, fulfil their
obligations to government agencies and keep financial records in order.

33
Payroll management is an important part of any business because it helps improve employee
engagement and regulatory compliance. Without an efficient, accurate means of paying
employees, depositing and filing taxes, and maintaining records, employers could face wage
claims and expensive penalties.

• 100% attendance need to be checked.

• All attendanceneed to be approved.
• Employee list need to be checked.
• All exit formalities need to be done before payroll.
• Other payments need to be checked of employees.

Attendance Management

Attendance Management keeps track of your employee hours. It is the system you use to
document the time your employees work and the time they take off. Attendance Management
can be done by recording employee hours on paper, using spreadsheets, punching time cards,
or using online attendance software for your company.

• LMS (Leave Management System based on coral)

• Grey Route

Provident Fund (PF)

A provident fund is an investment fund that is voluntarily established by Employer and

employees to serve as long term savings to support an employee’s retirement.

Sources of fund:

The contributions payable by the employer and the employee under the scheme are 12% of
PF wages. From the employer’s share of contribution, 8.33% is contributed towards the
Employees’ Pension Scheme and the remaining 3.67% is contributed to the EPF Scheme.

34
ESIC (Employees’ State Insurance Corporation)

The Employee State Insurance Corporation Scheme provides members financial protection in
case of an untimely health-related eventuality. The scheme offers medical benefits, disability
benefits, maternity benefits, unemployment allowance, etc.

In a time, when the industry was still in its nascent stage, the people of India was still heavily
dependent on a large assortment of imported goods and services. These goods and services
were provided by either the developed or developing parts of the world. So, India being the
self-dependent country it is, started developing the working-class sector so ensure that
manufacturing and labour jobs remained in the country.

Contribution Rates

Employee’s contribution rate 0.75% of the total wage (in effect from 1 July 2019)

Employer’s contribution rate 3.25% of the total wage paid to the employee’s

Contribution Period

Tenure Months

• 1st April-30th September

Periods for contribution
• 1st October-31st March

• 1st January-31st June

Periods for Cash benefit
• 1st July-31st December

35
Gratuity

The government of India has defined gratuity as “lump sum money that a company pays
when an employee leaves an organization in the form of retirement or job change”. The
gratuity is applicable only to those that have served with the employer for more than 5 years
in the private sector and 10 years in public sector. The government of India introduced
gratuity under Payment of Gratuity Act, 1972. It is a financial incentive given to an employee
for being in service and for his loyalty towards the company. It acts like a benefit that acts as
post retirement plan. The Payment of Gratuity (Amendment) Bill, 2018 has been passed by
Lok Sabha on 15th March, 2018 and by the Rajya Sabha on 22nd March, 2018, has been
brought in force on 29th March, 2018

▪ According to POG Level

▪ Retirement amount for loyalty towards organization

Gratuity is also payable if:

• An employee dies and he is paid for the number of years he has worked with the
company regardless of tenure.

• If an employee becomes physically challenged due to some illness or mishap. Again,

the tenure is not applied here, only number of years.

Gratuity is not payable if:

• The employee has been terminated on the grounds of illegal activity, violence,
immoral act or theft.

36
Vendor Management

Companies of every size must rely on vendors for HR supplies, software, training supplies,
and needs like insurance and banking. After the perfect vendors have been found, it’s
important to build and maintain relationships with the vendors but prepare for eventualities
like the vendor going out of business. The following are a few tips that can help you optimize
your relationship with HR vendors.

• Communicate goals and information

• Keep up relationship with a variety of vendors
• Talk strategy with vendors
• Consider the Vendors’ perspective

Rewards and Recognition

Incorporating a rewards and recognition program helps increase employee engagement,

leading to many benefits for the company, like increased productivity and retention.

• Increase motivation

• Show appreciation

• Encourage friendly competition

• Improve productivity

• Boost employee retention

• Create a positive workplace

What are Employee Rewards?

• Tangible and of a specific amount

• Transactional
37
 • Consumed
• Transferable and can be passed off from one person to another
• Conditional and based on certain terms
• Expected
• Economical

What is Employee Recognition?

• Invisible in nature, yet priceless in value

• Relational
• Experienced
• Non-transferrable and quite permanent
• Unconditional and not part of a fixed result
• Unexpected
• Emotional

Types of Rewards and recognition

• Bonuses
• Verbal Praise
• Written Praise
• Work anniversaries
• Project completion
• Year end

Grievance Handling

1. A grievance refers to any form of discontent or dissatisfaction with any aspect of the
organization.

2. The dissatisfaction must arise out of employment and not due to personal or family
problems.

38
3. The discontent can arise out of real or imaginary reasons. When employees feel that
injustice has been done to them, they have a grievance. The reason for such a feeling may be
valid or invalid, legitimate or irrational, justifiable or ridiculous.

4. The discontent may be voiced or unvoiced, but it must find expression in some form.
However, discontent per se is not a grievance. Initially, the employee may complain orally or
in writing. If this is not looked into promptly, the employee feels a sense of lack of justice.
Now, the discontent grows and takes the shape of a grievance.

Objectives of Grievance Handling Procedure:

• To enable the employee to air their grievance
• To clarify the nature of the grievance
• To investigate the reasons for dissatisfaction
• To obtain, where possible, a speedy resolution to the problem
• To take appropriate actions and ensure that promises are kept

• To inform the employee of their right to take the grievance to the next stage of the
procedure, in the event of an unsuccessful resolution

Benefits of Grievance Handling Procedure:

• It encourages employees to raise concerns without fear of reprisal.
• It provides a fair and speedy means of dealing with complaints.
• It prevents minor disagreements developing into more serious disputes.
• It serves as an outlet for employee frustrations and discontents.
• It saves employer’s time and money as solutions are found for workplace problems. It
helps to build an organizational climate based on openness and trust.

Employee Life-Cycle

The employee life cycle model (ELC) is an organizational method used to visualize how
an employee engages with the company they are a part of. There are six stages involved
in this model: Attraction, Recruitment, Onboarding, Development, Retention, and
Separation.

39
Attraction

• Raise Brand awareness

• Be known to have a great culture
• Offer attractive benefits and compensation

Recruitment

• Ask for referrals from your existing team

• Try out various recruitment platforms
• Be specific in who and what you are looking for
• Involve your employees

Onboarding

• Have a job description

• Discuss the company’s vision and values
• Outline your expectations clearly
• Do follow-ups regularly

Development

• Encourage external learning

• Assess knowledge and skills together
• Encourage your team members to be responsible for their own development
• Reward the employees who learn in their own time

Retention

• Hire the right people

• Openly communicate your organizational mission and team aspirations
• Cultivate great relationships with your team members
• Seek out employee feedback and measure team morale frequently
• Understand what motivates your employees

40
Separation

• Ask for honest feedback

• Understand the reasoning behind the resignation
• Remain positive
• Remind the team to keep looking ahead

41
 Company Profile

About METRO Cash & Carry

METRO Cash & Carry operates in 25 countries over 750 wholesale markets with about
108,000 employees worldwide. About 30 billion. METRO Cash financial year 2016/17 it
generated sales of Carry is the wholesale division of METRO, a leading international
specialist in wholesale and food retail. The company METRO operates in 35 countries and
employs more than 150,000 people worldwide. In financial year 2016/17, METRO generated
sales of around 37 billion. The company provides custom solutions to meet the regional and
international needs of its wholesale and retail customers.

The Cash & Carry Concept

Cash and Carry Wholesale is primarily defined by its customer base and the unique business
model. This means, registered business customers visit a Cash & Carry outlet, select their
own purchases and carry these back themselves instead of placing orders with multiple
vendors. Every day at METRO outlets across the world, more than 117,000 employees serve

42
business customers with a wide assortment of up to 50,000 food and non-food products,
available under one roof at wholesale prices.

METRO Cash & Carry in India

METRO Cash & Carry India’s core customers include small retailers and Kirana stores,
hotels, restaurants and caterers (HoReCa), corporates, SMEs, all types of offices, companies
and institutions, as well as self-employed professionals. Only business customers are allowed
to purchase at METRO, all of them are duly registered and provided with a customer
registration card. With considerable international expertise and a nuanced understanding of
the Indian market honed over the past ten years, METRO Cash & Carry India is well
positioned to cater to the specific needs of all these customer segments.

43
METRO Cash & Carry entered the Indian market in 2003. The company currently operates
31 wholesale distribution centres 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, Vijayawada, Ahmedabad, Surat, Indore, Lucknow,
Meerut, Nashik, Ghaziabad, Tumakuru, Visakhapatnam, Guntur and Hubballi.

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. Analyzing 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 at all times at METRO, 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.

44
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.

METRO KEY ACCOUNT MANAGERS

Drive profits with a dedicated relationship manager who knows your industry

At METRO, your business needs matter to us. We want to ensure you are always aware of
our latest product selections and offers. We also want to partner with you in sourcing the
goods you need most.

That’s where our Key Account Manager program comes in. Your METRO Key Account
Manager is someone who:

• Has an intensive knowledge of your industry, your market and your competition

• Gives you information on the latest products and offers

• Helps you source the products you need the most

• Provides personalised business advice

• And will do all this at your premises, when you are free.

45
Cash-and-Carry Wholesaler – Definition and Features

A cash-and-carry wholesaler is a type of wholesaler that carries a limited line of fast-moving

goods and sells that to small retailers on a cash-only basis.

The term cash and carry is generally associated with the products or items that are sold for
cash without any type of delivery service.

What is Cash and carry Wholesaler?

Definition: A cash and carry wholesaler is defined as a wholesaler having a limited line of
fast-moving goods and selling it to small retailers for cash; however, for the most part, it
doesn’t deliver. Such wholesalers are associated with a special segment of the wholesale
sector.

Cash and carry wholesaling fills in as a type of activity that flourishes in the wholesale sector.
It is also understood as an arbitrage strategy that addresses the simultaneous purchase and
sale of the same assets in different markets.

Working of Cash and carry Wholesaling

This involves buying the underlying asset related to a futures contract which is a contract
where assets are bought on costs settled upon by the involved parties preceding payment, and
the delivery follows later at a given time in the spot market for the arbitrage period. These
wholesalers use this technique to gain from the momentary and minute differences in similar
assets’ listed prices in various business sectors.

The working of this procedure lies in the way that wholesalers will prevail with regards to
gaining from it till the purchase price tag of the asset alongside the cost of carrying (includes
insurance, storage, and so on) is lower than the sum received by selling the futures contract
before expiry.

46
Features of Cash and Carry Wholesaler

The cash and carry wholesalers are understood as business-to-business providers who offer
purchase access to approved business clients. They are also involved in working as the
standard service wholesalers, except the fact that they give products on a cash-only basis and
the choice to purchase on credit isn’t accessible.

These wholesalers fill up their inventories with products purchased straightforwardly from
the makers, a trademark that allows them to keep their costs somewhat low. Cash and carry
wholesalers double up as agents between the makers and retailers.

In any case, rather than the standard wholesale framework, these wholesalers just sell
products to their clients, who then, pay them in real money or cash on the spot and make vital
plans for transportation. Consequently, these wholesalers aren’t liable for any after-deal
commitment and delivery of the products. Some of the other notable features of cash and
carry wholesalers are-

These wholesalers generally work from large warehouses that are generally not situated in the
city center which is one of the variables that permits them to keep up with their prices
somewhat low. Hence their location strategy helps them offer items at low prices.

Clients generally purchase the items they need by strolling around the store and picking the
things from large shelves, yet these modern cash-and-carry wholesalers are these days
offering the likelihood to order items online utilizing the indexes distributed on their sites,
they offer chef tools, wholesale bar supplies, etc

Their clients are not just other wholesalers, institutional purchasers, retailers, caterers, and
other professional buyers but also different individuals.

The purchasers settle the invoice that addresses the items they have purchased on the spot, in
real money or cash and afterward they carry away the products they have purchased. In any

47
case, many such wholesalers offer transport and delivery services however these services are
typically not free.

Such type of wholesalers purchase their inventories straightforwardly from makers which is
another element that permits them to keep their costs lower than retailers.

Such type of wholesaling forestalls the interference of agents who for the most part carry out
the after-sale and delivery tasks, accordingly making the whole cycle more productive and
affordable

These wholesalers move ahead on the arbitrage methodology that they use to take advantage
of the varieties in costs of comparable assets.

These wholesalers work in distribution centers or warehouses with minute presentations and
with quite a low number of staff compared to the standard wholesale framework.

These types of wholesalers supply a wide variety of items that can be beauty care products or
toys or accessories and so forth, yet food and beverages are something that these wholesalers
sell the most.

These types of wholesalers work on a sample and self-service basis. Clients normally stroll in
their premises and browse an assortment of items. The choice to shop online is likewise
something that is currently being offered more

Aside from their standard capacities, these wholesales additionally execute functions for
adding values like launching promotions

What is a cash and carry warehouse?

It refers to a huge store that houses an enormous range of products that are typically bought
by different businesses in bulk at the wholesale price.

The cash and carry store remains is different from the common retail outlets that plan to serve
end customers. All things considered, the cash and carry stores mainly target registered and
professional customers like traders, hotels, and other business clients.

48
Such a wholesale warehouse works on two bases- and they are self-service and based on
samples.

Here, the self-service basis is self-explanatory, but the sample basis refers to clients or
customers choosing from the example articles. They either utilize a manual or a computerized
ordering system, nonetheless, they do not serve themselves.

The clients and such warehouse hosts include organizations like caterers, retailers,
professional users, institutional buyers, etc. They will then settle the invoice in cash there and
afterward they will transport the items on their own.

There is a significant difference between the regular wholesale framework and the cash and
carry wholesale framework, because in cash and carry, rather than using credit, the payment
is made on the spot, and the clients arrange for the transportation of products themselves and
bear the whole risk.

Can anyone shop at cash and carry?

If this is the question that has been worrying you then the simple answer is any legitimate
business can make purchases from cash and carry wholesalers.

These wholesalers are b2b suppliers, and bonafide businesses and wholesale traders having
sales tax certificates to their credit will be eligible for shopping from them. The regular public
and end consumers do not have access to purchases from such wholesalers.

However, cash-and-carry wholesalers also have some upsides for the end consumers, because
a number of times cash-&-carry outlets make large quantities of products available to
retailers at a handsome bargain.

This will let the retailers price the products accordingly which will make the purchase
inexpensive for the end customers.

49
“Globally, Metro AG’s philosophy is profitable growth. In India, that’s not possible in the
short to medium term,” one of them said. “The parent has to now decide if it wants to
sacrifice profits and plough in cash to fight the likes of Reliance and Udaan.”

He also said globally, Metro works on a double digit Ebitda (earnings before interest, taxes,
depreciation, and amortisation) margin while in India it is around 4-5%.

Metro has been focusing on profit from global operation and market leadership in food and
grocery wholesaling that led it to exit from Japan and Myanmar last year.

A Metro spokesperson said the company does not comment on market speculation.

In response to ET’s questionnaire, the person said the company regularly assesses its
international portfolio and that Metro India business has seen a jump of 57% in Ebitda for FY
21 versus FY20.

“We are bullish on our India business and continue to expand our store and ecommerce
footprint. We have seen strong growth in our kirana business over the last two years despite
competition,” the spokesperson said.

Metro operates 30 wholesale outlets in 20 cities in the country, catering to more than 5,000
suppliers.

Metro entered India in 2003 after the government had allowed 100% foreign direct
investment in wholesale trade on a cash and carry basis.

In a 2019 media interview, Metro AG’s then CEO had said the business had turned
profitable.

As per Metro AG’s annual report, Metro Cash and Carry India had sales of €765 million in
the fiscal year October 2020 to September 2021 against €787 million in the year before.
Metro India said the decline in revenue is due to the exchange rate variation (82.28 in 19-20
to 88.02 in 20-21). The company said its India revenue actually grew by 4% in 20-21 at Rs
6738.3 crore as compared to Rs 6474.2 crore in 19-20.

50
The wholesale landscape in the country has changed with the entry of player such as Reliance
Industries and new-age business-to-business marketplaces such as Udaan.

The biggest disrupter is Reliance that has been investing on building wholesale centres for
food and grocery, apparel, electronics, and medicines across the country. It has plans to rope
in millions of small shops to supply products provide last-mile sales to consumers through its
ecommerce platform Jio Mart.

RIL chairman Mukesh Ambani has announced plans to onboard more than 10 million
merchant partners over next three years. Even a section of FMCG distributors have recently
raised their concerns around Reliance’s B2B ambitions.

In the July-September quarter, Reliance had opened 86 new warehousing locations for B2B
business with kiranas partnerships in over 3,000 cities while it is also transforming hundreds
of its existing grocery stores for B2B supplies.

Also, ecommerce marketplace Amazon has been infusing fresh capital into its wholesale B2B
arm in India while Flipkart’s wholesale unit acquired parent Walmart’s cash-and-carry
business in India and has launched an online B2B platform.

Metro in August announced winding down of its Japanese operation since it is unable to
achieve profitable growth nor market leadership amidst increased competition. Metro AG
CEO Steffen Greubel had then said in a release that in each market the company aims to
achieve a leading market position as a food wholesaler.

The protection of personal data of customers, employees and business partners is extremely
important to METRO. This is particularly true considering the fact that corporate processes
are increasingly being digitalised, requiring data collection, processing and storage. However,
this can only work efficiently if the data-processing subjects can trust that their data will be
handled with care and that their personal rights will be respected.

51
METRO therefore always undertakes to comply with the respective data protection laws of
the countries in which METRO is active. In addition, METRO has created a group-wide
privacy policy that contains uniform standards for the handling of personal data and is
binding for all group companies. The requirements of the internal privacy policy and national
laws apply to all METRO employees.

For companies operating in Europe, the European Union has already established Europe-wide
uniform regulations on the handling of personal data by passing the General Data Protection
Regulation (GDPR), which has been in force since 25 May 2018, which leads to more
transparency in the processing of personal data. Within the scope of 2 projects, all data
protection processes of all respective METRO companies throughout the group were
reviewed with regard to the new requirements of the General Data Protection Regulation
(GDPR). Company solutions were adapted to the requirements of the GDPR where necessary
(among other things declarations of consent, data protection regulations, IT systems, privacy
default settings).

METRO has also created a group-wide data protection organization, consisting of local data
protection officers and data privacy managers responsible for corporate data protection. It
facilitates the pursuit of overarching and national data protection and digitalization
developments in order to continue to meet the statutory data protection requirements across
the group.

52
MANPOWER OF METRO

· Metro employees

· NEEM/NAPS

· Security manpower

· Housekeeping

· Loaders

· Third party manpower

DEPARTMENTS OF METRO

FOH GROCERY NFIF NONFOOD ALC GR SLP CHECKOUT

HEIRARCHY OF METRO

GENERAL MANAGER

ASSISTANT GENERAL MANAGER

ASSISTANT MANAGER

TEAM LEADER

ASSISTANT TEAM LEADER

Associate

BRAND PROMOTERS

53
Own Brands of MERTO

ARO

We offer under the brand name of ARO a comprehensive range of basic products of good
quality at the most competitive price.

FINE LIFE

In an appealing packaging design, Fine Life offers products specifically for the needs of
kiosk and gas station customers.

RIOBA

For many years, the name Rioba has stood for a strong assortment and an inspiring range of
products related to coffee.

METRO CHEF

Only the best for your guests. METRO Chef provides high-quality food products in pack
sizes tailored to your needs.

TARRINGTON HOUSE

Tarrington House stands for everything that makes life easier and more beautiful. This
METRO own brand offers you chic design, high quality, and comfortable use at an excellent
price-performance ratio.

54
SIGMA

Organize to archive: With a powerful product range around your professional office
organization, Sigma stands for high quality, functionality and an unbeatable price-
performance ratio.

Metro AG is a German multinational company based in Düsseldorf which operates

business membership only cash and carry stores primarily under the Metro brand. Until
2020 it was also active in general retail business through Real division, which was sold to
an investor consortium.

Type Private
• Industry wholesale
• Founded 1964
• Headquarters Dusseldorf, Germany
• Stock price: B4B (ETR) €7.96
• Products Fast-moving consumer goods (FMCG)
• Revenue 2,476.5 crores EUR (2020–2021)
• Total assets: 1,280 crores EUR (2020–2021)
• Number of employees 95,141 (2020–2021)
• Website:-www.metro-cc.com

METRO is one of the overall self-administration wholesalers. It moving parts crosswise

more than Europe & in couple of nations like northern Africa & Asia. And also it is one
of the major deals divisions in the German trade & wholesale goliath metro.

Metro is exclusive in relative to B2C retailers, for example, Wal-bazaar, Carrefour and
Tesco in this the industry plan is listening carefully towards the professional patrons
instead of to the finish clients. The metro funds & convey plan depends on oneself
management & crowd purchase.

55
It is one of the main overall organizations in self-dministration wholesales and works in
excess of 6,00 outlet in 29 nation. It is the 3rd leading trader on the planet, 2nd prevalent
in Europe & 4th Largest in Germany. It is functioning in the region of 2,378 area, by the
legislative body numbering approximately 2,63,000.

METRO offers an objective region as a more prominent effectiveness when contrast with
multilayered store network, it encourages them to get better with their business, by giving
exact answer to the buys and causes them to pick up the grouping by giving astounding
items at sensible rate and straightforward costs and additionally by offering them at a
predictable supply source.
The imperative clients of metro money and convey India includes retailers, eateries,
Kirana stores, all kind of workplaces, organizations and establishments, and furthermore
independently employed experts. Just the business clients are permitted to buy in
METRO.

Get widest assortment:

METRO offers you a selection of over 7000 products under one roof. Pick up from our
widest assortment range including beverages, biscuits & snacks, detergents & toiletries,
fruits, vegetables & dry fruits, apparel & footwear, household items, large & small
appliances, stationery, textiles, luggage and a lot more. Get the best of local and national
brands at great prices.

Best market schemes:

METRO brings you the best of market offers and assortment to maximize your profit on
each purchase. Get fabulous offers 365 days a year and maximize your profits with
METRO.

Dedicated customer relationship:

At METRO, customer centricity is our fundamental working mantra. We offer you a team
of highly helpful and dedicated customer relationship managers to help you with all your
queries and needs. Feel free to write to us at [email protected]

56
Packing & delivery solution:
We understand that the best purchasing experience has to be hassle-free. We ensure
convenience by providing free packing and doorstep deliveries of your purchases at lower
than market rates, thereby saving your time and effort.

Free and ample parking:

Get free parking facility for your vehicle at our spacious premises. Purchase for all your
needs and maximize on your profits while your vehicle rests free & carefree in our
parking space.

Convenient timings:
When you work long hours, we work even longer to help you with your purchase needs.
We are open all 7 days of the week. Your convenience is our priority.

Helpful commodity experts:

Does a wide variety of options confuse you? Worry no more. METRO has well trained
and highly knowledgeable commodity experts of rice and pulses, ever ready to help you
with your requirement.

Special scheme booklets:

It’s always convenient to have the best offers on your fingertips. We publish a variety of
booklets especially customized for your business. These give you periodic updates on
latest promotions at METRO.

Multiple payment options:

Ease your shopping experience by availing our multiple payment options either through
cash, debit card or credit card.

Transparent and accurate billing:

57
 We know how important it is for you to account every paisa that you spend. METRO
invoices give you a clear picture of how much & on what you’re paying for.

Easy replacement policy:

Our satisfaction solely lies in customer’s satisfaction. We want our customers to be
completely satisfied with their buying experience at METRO. Our 7 day replacement
policy helps you to replace any wrong product easily.

1.1Promoters:
• Arvind Mediratta
• Raviganesh Venkataraman
• SunianaCalapa
• Manish Sabnis
• UdaiyKhann

1.2Vision, mission and quality policy

Vision
Metro lead the wholesale division worldwide during its special production method, it
enhances the competitive of its consumers nationwide.
Mission
With small and medium-sized entrepreneurships being the backbone of the Indian
economy, METRO Cash & Carry prides itself on being the Champion for Independent
Business, by helping them thrive, be profitable and make a difference to the community.

Quality policy
Rate for charge rewarded: consumers who buy product in metro feel with the aim of they
indict the correct quantity for commodities which they regularly acquire.

58
 Sustain forces: it provides guarantee depend on the kind of manufactured goods purchase.
It give assurance taking place with its electronics.
psychosomatic: metro has as first-class atmosphere workers is a pleasant and receptive.

Our Achievements/ Awards

• Awarded Most Trusted Brands of India 2021 for Excellence in Food Retail by CNBC
TV18 and Marksmen.
• 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.
• METRO Cash & Carry India is the country’s first HACCP-certified wholesaler.
• METRO Cash & Carry India has won the CII National Award for Quality & Food Safety
for its flagship wholesale centre at LUCKNOW UTTER.

1.3Products / Services profile areas of operation

Products / services:
Grocery
• Fruits and vegetables
• Fish and sea food
• Fresh meat and poultry
• Imported products and Gourmet
• Healthcare and wellness
• Footwear and Apparel
• Office and housekeeping
• Electronic and appliances

59
1.4Customer satisfaction and innovation management

METRO is a leading international food wholesaler and global market leader in the
cash-and-carry format. METRO’s strategy as a fully-fledged wholesale group is
aimed at long-term, consistent growth of (like-for-like) sales and earnings. METRO
focuses on identifying and addressing customers’ current and future challenges at an
early stage in a constantly changing environment. It is thereby elevating the customer
relationship from a transactional merchandise trade to a sustainable and holistic
partnership.
Customer focus and customer satisfaction are central elements of our strategy. In
order to continuously measure and consistently improve customer satisfaction at
METRO Wholesale, we have implemented the Net Promoter Score across the board,
in other words in all 24 METRO Wholesale countries in which METRO is
represented with wholesale stores. Since its introduction, METRO has received
about 2.2 million customer feedbacks. Besides the purely quantitative measurement of
the current satisfaction values, suggestions from customers can be systematically
recorded and evaluated. They can be used to identify further potential to improve the
shopping and delivery experience, which is reflected in the design of our stores,
product ranges and delivery services, etc.

Moreover, METRO aims to increase our operating efficiency in order to reduce our
cost base. To this end, on the one hand, the group-wide synergy potential is to be
exploited. On the other hand, cost advantages are to be realised through strategic
cooperation projects with international retail and wholesale companies, for example
by reducing procurement costs through international purchasing alliances.

We also value our customers and their opinions in the area of sustainability.
Therefore, from February to June 2019, we conducted a customer survey in 23
countries in which METRO is active, which showed us the importance of
sustainability for our customers across all customer groups. This enabled us to verify
the findings of the materiality analysis conducted in 2018. Out of almost 50,000
interested customers, almost 7,500 responded and confirmed the importance of our

60
activities to improve our impact on the environment and society. Today, our
professional customers and their customers attach great importance to acting
responsibly.

In order to exploit the opportunities derived from digitalisation and to realise

synergies, we are bundling our digitalisation initiatives with the business units
Hospitality Digital and METRO-NOM. To this end, METRO is expanding the range
of professional services and digital solutions that support professional customers in
the successful execution of their business activities and strengthen their
competitiveness.

Hospitality Digital develops customer- and user-oriented solutions, for example for
the calculation of menus, a free online reservation tool or other digital solutions
specifically designed for the gastronomy sector. In addition, innovative startup
companies are supported through initiatives such as the various METRO
accelerator programmes.

Since October 2018, restaurateurs have had access to relevant digital solutions such as
the free online reservation tool via the new DISH online platform. The solutions were
developed by Hospitality Digital as well as third-party providers. In addition,
restaurateurs can find out about new gastronomic trends and events on DISH. Since
April 2019, DISH has been available as an app, which includes a free personnel
planning tool, making it easier for the restaurateur to manage his or her business on
the move.

With our METRO-NOM business unit, we continue to digitalise our core business.
METRO-NOM supports, develops and optimises all digital solutions used by our
customers, such as the online shop of METRO Wholesale or the METRO Companion
app, as well as by our colleagues. The internally used solutions cover the entire value
chain.

61
Areas of operations:

METRO enters to the Indian market in 2003. Now the company functions in 24 wholesale
distribution areas involving 6 in Bangalore, 2 in Mumbai, 4 in Hyderabad, 2 in Delhi, & 1
in Kolkata, Jaipur, Amritsar, Vijayawada, Zirakpur, Ahmadabad, Jalandhar, Indore, Surat
& Lucknow.

1.5Infrastructure facilities:

Medical facility
• Canteen facility
• Awareness program
• Creation of 24*7 municipal water supply systems

1.6Competitors:

Wal-mart (US based) and Bharti enterprises: The Walmart in India owns and operates
wholesale stores that offers grocery and other related products.
Carrefour (French retail giant): This company operates a network of hypermarkets and
discount stores that engages in selling food and non- food products.
Tesco (UK based): this organization is a world's no.3 retailer who intends to set up shop
in India with a discount money and convey business.
Reliance retail: The dependence retail will before long dispatch money and conveys
group stores for the discount business.

Our Motto

With small and medium-sized entrepreneurships being the backbone of the Indian economy,
METRO Cash & Carry prides itself on being the Champion for Independent Business, by
helping them thrive, be profitable and make a difference to the community.

62
METRO Brands

To ensure high-end quality and sustainability, METRO offers its own portfolio of brands like
Aro, HoReCa Select, Fine Food, Tarrington House, Tailor & Son. Fairline, Authentic,
Lambertazzi and Sigma which meet all your business needs.

Our Achievements/ Awards

• Awarded Most Trusted Brands of India 2021 for Excellence in Food Retail by CNBC
TV18 and Marksmen.
• METRO Cash & Carry India is the country’s first HACCP-certified wholesaler.
• 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.

METRO Cash & Carry is an international self-service wholesaler. It operates across Europe
and in some countries of Asia and Northern Africa. Is is the largest sales division of the
German trade and retail giant Metro AG.
METRO Cash & Carry is different from B2C retail chains (such as Walmart, Carrefour or
Tesco)in that its business concept is targeted towards professional customers rather than end
consumers. The cash-and-carry concept is based around self-service and bulk buying.
METRO Cash & Carry serves to registered customers only. Core customer groups are hotels,
restaurants, caterers, traders and other business professionals.

63
Board of Directors

Arvind Mediratta

Managing Director & CEO

is the Managing Director and Chief Executive Officer at METRO Cash & Carry India Pvt.
Ltd. In his current role since 2016, he has been instrumental in steering METRO into newer
geographies and building a robust culture of customer-centricity within the organisation.
Within two years under his leadership, METRO has added seven outlets to its portfolio of 25
wholesale stores currently operational in India.

An industry veteran with over 27 years of rich experience in wholesale, retail, general
management and marketing: Mr. Mediratta has worked with some of the leading Fortune
500corporations such as Walmart, Procter & Gamble, Whirlpool and Yum! Brands.

Prior to heading the METRO Cash and Carry India, Mr. Mediratta was with Walmart US
spear-heading multi-billion dollar businesses for the entire US market, first as Global Officer
and Vice-President for Operations (Texas) and then as Global Officer and VP Merchandising
for Fresh. Before taking up this global leadership assignment.

Mr. Mediratta was the driving force behind successfully setting up Walmart's Cash and Carry
business in India and establishing 20 wholesale oudets in a record five years time till 2013.
As the Chief Operating Officer of Walmart India, he bulk Walmart's Cash and Carry India
team overseeing key functions such as Buying Merchandising. Operations, Sales, Business
Development. Marketing, Logistics, Supply Chain, e-commerce, HR, Finance etc. He has
been recognized globally by Walmart US for being instrumental in scripting the success story
of Walmart's Cash and Carry business in India.

Before his decade long stint at Walmart, Mr. Mediratta worked with Yum! Brands the Chief
Marketing Officer for South Asia for Pizza Hut, KFC, Tacobell and A&W in India,
Bangladesh, SriLanka and Mauritius. He was instrumental in relaunching the brand KFC
successfully in India.

64
Prior to this, he was the Chief Marketing Officer (CMO) at Whirlpool India and Marico India
respectively. Mr. Mediratta started his career with Procter & Gamble (P&G) driving the
successful brand launch of "Ariel' detergent in 1991. In his decade long tenure at P&G, he
worked in various challenging marketing and brand roles in India, Singapore and Bangkok.

Mr. Mediratta was rated amongst 25 Hottest Young Executives in India' by Business Today
in2006; "Top & Marketers in India" by The Economic Times in 2003; 50 most Powerful
People in Media, Advertising and Marketing in India' by PITCH in 2004, Mr. Mediratta is a
B. Tech graduate from Indian Institute of Technology, Delhi. He did his MBA from IIM-
Calcutta and was part of the 'Roll of Honour of the institute. A travel enthusiast, Mr.
Mediratta has explored many uncharted places and discovered different cultures, cuisines and
varying food habits in differentgeographies of India and US. Mr. Mediratta is married to Ms.
Rashmi Mediratta, anart enthusiast and home-maker, and has two children Tanushree and
Niranjan.

What does METRO offer?

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
20,000 items in the food range and 30,000 items in the non-food sector. As the norm 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.

65
Company 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 in food and nonfood as well as attractive wholesale prices.
An efficient and international conferrable concept ensures success in entering new marts.

METRO in INDIA

METRO Cash & Carry announced its operations in INDIA in January 2006. Since then, it has
established itself as a potential market leader in wholesale. Under the supervision of
Managing Director Mr. Giovanni Soranzo, METRO Cash & Carry INDIA has opened its first
store in the city of Lahore in October 2007. The company’s country head office is also based
in Lahore and currently employs over 400 people in two offices.

METRO Cash & Carry's commitment to INDIA is also echoed in its donations to the
President's Earthquake Relief Fund. The company donated £100 000 in January 2006 towards
President's Earthquake Relief Fund. It also has plans to fund development activities in the
country in association with the German Investment and Development Company. Such
activities have successfully been carried out in other countries.
METRO Cash & Carry plans to invest in INDIA on a sustained and reliable basis in the years
to come. The company's unique business model offers potential for a decrease in market
prices and promotion of local goods and personnel.

66
Issues:

Tactical sales issues & queues

Metro faces many tactical issues because they have to change their inventory after every 14
days on Thursdays. They need very active workforce which shifts inventory from the top into
the shelf space for this. Sales force facing problem of managing queues on the cash counter.
Sales force motivation and activate participation in work is shrinking. Giving sales force up
to date product knowledge in shorter span of time is a problem.

Positioning or segmentation Issue

Metro position itself as a wholesaler brand in INDIA but people who don’t have retail stores
they also come here and do shopping according to our analysis and their advertisement the
target only businesses and they should position their brand also for ordinary customers who
use products in their homes.

Competition’s Prices issues

If we analyse the prices of makro and other whole sale markets then we can see that metro
prices are almost less than all so in order to maintain prices metro face problem during setting
customer prices because customer select those whole sale markets who offer maximum
discounts on quantity and transportation.

67
External and Internal Analysis:

Key success factors:

5 METRO Cash & Carry principles

• Power of relationships
• Customer Success
• Sustainable business
• Ownership
• Leadership by example

Competitive analysis:

There is one major competitor in INDIA’s whole sale industry and that is Makro.

• Both use Newspapers, internet, pamphlets and booklets because it contains detailed
introduction about the business and its products.
• Both Metro and Makro are in a wholesale business
• Both Spent not much on Marketing campaigns
• Metro believes in the concept of in source while Makro outsources its food
production.
• They both have teams for customer service.
• Metro has trained staff while Makro has just hired sales person.
• Metro has proper shelf placement of products whereas Makro does not
• Metro follows the same layout all over the world and Makro does not
• Metro places its inventory in its store and warehouse, while Makro places inventory
only in store it does not has any warehouse.
• Metro hire logistics for transportation.
• Metro focus on proper shelf placement of products while Makro has not practicing
this.

68
SWOT Analysis of Metro

Opportunities

• Changing trend of shopping, people prefer to go the place where they can find
Maximum variety under one roof.
• Mere is planning to open new stores at different locations.
• 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.
• People are coming more towards hygienic food.

Threats:

• Competitors
• Increase in Online Market platform
• Government policy

Strength:

• Largest whole seller platform.

• 365 days operational
• We do not depend on other brands as Metro have huge variety of Own Brand products
• Metro works on Good will and word of mouth publicity
• Metro operating their business according to the buying pattern of the Customers
• Metro Values its Employees and Customers.
• Defined format adapted to local market needs
• Free ample parking space for walk in customers

Weakness

• Not providing goods on credit facility

69
 • Only deals in wholesales.
• Refund on card facility not available

METRO DEFINING QUALITY

• Value for price paid

People who purchase products from Metro feel that they charge the right amountfor goods
that they usually buy.

• Support services
Metro gives warranty depending on the type of product purchased. Example it gives warranty
onits electronics.

• Psychological
It has a good ambience, staff is friendly & responsive.

TYPE OF LAYOUT BEING USED IN INDIA

Metro INDIA is using the "Junior" Layout. This kind of layout is equal to 10,000sqm i.e. 120
kanals.

Advantages of Proper Layout Planning

• Proper Layout is itself Marketing of products.

• Critical in building good working relationships
• Increasing the flow of information
• Improving communication
• Promoting the visibility of key items in retail business
• Contributing to customer satisfaction
• Customer convenience

70
WAREHOUSE LAYOUT

• Metro has its warehouse at Shrakpur which is known as the “Metro Platform”.
• They use the "Proactive approach"
• Metro itself is a of kind ware house.
• To locate the inventory & order placement, Metro has a software known as GMS.

Suppliers

• Metro is outsourcing this service by hiring "Logistic Company" for

transportation services.
• Metro has its own suppliers who supply directly to its warehouse from all over the
world & local suppliers supply both to Metro & its warehouse.

Customers

Metro is catering not only for the customers of Lahore but also outside areas like Gujranwala,
Sheikupura & Sargodha.

Labor

In metro, most of the work is being done by the labor. So it is important for Metroto choose
such a location in which labor supply is adequate.

Site considerations

Metro also considers the following factors while choosing the location, they have local
zoning & taxes, access to utilities, utility cost, soil conditions, climate. adequate drainage,
approach roads, parking and etc.

71
2. Sales management practices:

Strategic planning

Metro Cash & Carry hopes to double its international oven-brand sales share from the
current10 to around 20 percent by 2012 with its new private label strategy and streamlined
portfolio of six exclusive labels.
The new strategy includes a tighter assortment, a sharpened customer focus and even more
competitive pricing, according to a company statement. The new private label brands are
gradually rolling out in all 655 self-service wholesale stores in the 29 countries where Metro
Cash& Carry does business.
Combined with a very competitive pricing, our own brand assortment will significantly help
metro professional customers to boost their own business. With new own-brand strategy we
are focusing even more on the special needs of core customers, such as hotels and restaurants,
traders and offices and knowledge and understanding of their business has helped to develop
a
high quality, user-friendly and tailor-made product range.

The new own brand portfolio includes:

• Aro sold on a price entry level, below the benchmark competition and comprises700
reliable food and non-food products.
• Fine Food, which "stands for high-value products, addressing independent food
traders as well as service stations with 700 items.
• Horeca Select, which offers 1,500 food and non-food products for professional
kitchen use.
• H-Line, an assortment of 350 non-food and "near food" products that offer solutions
for the hotel and [restaurant] sector. "The professional look and performance of H
Line offers a realistic alternative to franchising." the company said.
• Rioba, a line of 150 coffee and cocktails making supplies for bars, cafés, hotels,
companies and offices.

72
 • Sigma, a line of 600 office supplies that serves all customer groups. On average the
selling price will be 10 to 20 percent less than similar branded products, while
offering a quality that is comparable to the best standard on the market, according to a
company statement.

"Altogether, this new approach allows us to offer our professional customers a real added
value. This is especially important in the course of an economic downturn." said Thomas
Rudelt, head of corporate own-brand management.

Strategy for sustainable, profitable growth

At the heart of the Company's strategy are customer focus, positioning and expansion
alongwith efficient processes and structures. The objective is to boost the value of METRO
GROUP in the long term by means of profitable, sustainable growth. The Company's
management culture encourages each individual employee to act autonomously. As
decentralized as possible, as centralized as necessary' is the guiding principle.
In 2009, METRO GROUP launched the efficiency and value-enhancing program me
Shape2012 to tap existing potential for further growth within the Group. With this scheme,
the Group hopes to improve earnings by €1.5 billion per annum from 2012 onwards. Cost
cutting will account for some €800 million of this. METRO GROUP aims to generate the
remainder by taking steps to increase productivity and improve customer relations, for
example. Shape 2012 had a tangible effect on profits even in the first half of 2010.

73
Personal selling approach

Personal selling, unlike advertising or sale promotion, involves direct relationships between
the seller and the prospect or customer. In a forma sense, personal selling can be defined as a
two-way flow of communication between a potential buyer and a salesperson that is designed
to accomplish at least three tasks: (1) identify the potential buyer's needs; (2) match those
needs to one or more of the firm's products or services; (3) on the basis of this match,
convince the buyer to purchase the product. Finally, it is a complex communication process,
one still not fully understood by marketers.

Personal selling techniques:

The importance of the personal selling function depends partially on the nature of the
product. As a general rule, goods that are new and different, technically complex or
expensive require more personal selling effort. The salesperson plays a key role in providing
the consumer within formation about such products to reduce the risks involved in purchase
and use. Metro have active sales force standing in each row to help customer. Company is
publishing the Metro magazines of new food items.

The sales process

Pre-approach (Preparing)

Review key decision makers especially for business to business

• assess credit histories
• prepare sales presentations
• Identify product needs.
Helps present the presentation to meet the prospects needs.

74
2. Approaching the Customer

Sales force objective is not only reaching to the potential customer and strive to develop a
relationship rather than just push the product. First impression of
the sales person is Lasting and therefore important, Sales force wore proper uniform.
Neatness and cleanliness important. Sales force use referrals, cold
calling or repeat contact Sales force wore proper uniform.

3. Making the Presentation

Need to attract and hold the prospects Attention to stimulate Interest and stir up Desire in the
product so the potential customer takes the appropriate Action.
AIDA
Try to get the prospect to touch, hold or try the product. Sales force is trained
so they are able to change the presentation to meet the prospect needs.

Overcoming Objections

Seek out objections and address them.

Anticipate and counter them before the prospect can raise them.
Try to avoid bringing up objections that the prospect would not have raised.
Price objection is the most common
Need to provide customers with reasons for the Ss, build up the value before price is
mentioned.
Must be convinced of price in own coind before you can sell to customer. Get budget info, on
buyer before you try to sell, and our know what they want, must
sell service on top of product augmented product--in create value!!
Must know value of product, provide warranties etc.!!

75
Closing

Ask prospect to buy product/products. Use trial closes, Metro ask about financial terms,
preferred method of delivery, 20% sales people generally close 30% sales.
The following are popular closing techniques:
• Trial Close (Minor decision close)
• Assumptive close (Implied consent close)
• Lirgency close
• Ask for the sale close
If prospect says no, they may just need more reasons to buy.

Following Up

Metro follow up sale, determine if the order was delivered on time, installation OK etc. Also
helps determine the prospects future needs. Accomplishes four objectives:
• customer gain short term satisfaction
• referrals are stimulated
• in the long run, repurchase
• prevent cognitive dissonance

Benefits to metro:

• From customer's point of view Personal selling provides an opportunity to the

consumers to know about new products introduced in the market. Thus, informs and
educates the consumers about new products.
• It is because of personal selling that customers come to know about the use of new
products Business Studies in the market. The sellers demonstrate the product before
the prospective buyers and explain the use and utility of the products.
• Personal selling also guides customers in selecting goods best suited to their
requirements and tastes as it involves face-to-face communication.
• Personal selling gives an opportunity to the customers to put forward their complaints
and difficulties in using the product and get the solution immediately.

76
Relationship selling:

The relationship-building process which is designed to meet the objectives contains six
sequential stages. These stages are (1) prospecting. (2) planning the sales call, (3)
presentation, (4) responding to objections. (5) obtaining commitment/closing the sale and (6)
building a long-term relationship. Metro move beyond functional relationships, they develop
strategic partnerships or strategic alliances. These are long-term, formal relationships in
which both parties make significant commitments and investments in each other in order to
pursue mutual goals and to improve the profitability of each other. Marketing managers and
sales managers must make some very important decisions regarding how the sales fore
should be organized.

Team Approach

They have a team of more than 300 employees working as a team

Quality Awards and Standards

Metro maintains their quality by the standard of ISO 9000

Service departments support the sales departments in their vending activities:
• Customer entrance and after sales services
Welcoming customers check & issue customer cards at the entrance. Sales force is dealing
with goods returns and After Sales Service, Customer Care.

• Customer manager.
Acquiring new customer and visiting registered customers.

• Human Resources
Manager is dealing with all human resources topics for the stores staff.

• Decoration and maintenance:

Settling of demonstration furniture, display material and signage for the presentation of
goods.

77
Recruiting and Selecting Salespeople

Metro have assessment centers-intense training environment that places candidates in realistic
problem settings in which they give priorities to their activities, make and act on decisions
Recruitment should be a continual activity aimed at reaching the best applicants.
Applicants chosen that most match the demographics of the target market.

Compensating Sales People

To attract, motivate and retain sales people that facilitate and encourage good
treatment of the customers. Metro try to understand personalities of sales people. Strive for
proper balance of freedom, income and incentives. They
know the Need to determine the best level of compensation required, and the
best method of calculating it.
• Straight salary
• straight commission (selling insurance)-single percentage of sales or
sliding rate
• Combination plan

Motivating Sales People

Providing systematic approach must also satisfy non-financial needs:

• Job security
• Working Conditions
• Opportunities to succeed

Forecasting:

The purpose of this section is to provide a brief summary of market research literature
regarding the forecasting of sales of products with guidance that goes beyond an adhoc
choice of a forecasting tool. The guidance provided by years of market research will lead to

78
the recommendation of a forecasting model that has been developed from product adoption
theory and rigorously tested in its ability to perform An S-curve pattern implies that product
sales initially grow at a rapid rate, then the rate of growth tapers off, and finally declines with
time.
Historical analysis of product sales curves indicates this is one of the most common, if not the
most common pattern of new product sales over time.
Exhibit I shows the curatative percentage of the potential market (total number of adopters)
that has made an initial purchase of a product. As move up and to the right of the S-curve in
Exhibit. An look at the rate of adoption of product over time by first time purchasers, initially
have the innovators buying the product, then carly adopters, and so on as if move up the S-
curve, until you get to the point of market saturation, where the last set of first-time buyers
are known as the laggards. Exhibit 2 shows the time of adoption of buyers for the product. If
the buyer is to the left of the vertical line in their time of adoption they are innovators, early
adopters or part of the early majority, if to the right they are the late majority or the laggards.
Exhibit 3 displays types of S curves developed from alternative types of product sales
forecasting models. Exhibit4 displays the types of diffusion models, including the highly
adopted Bass (1969) model (hereafter referred to as the "Blass Model") that combines the
innovation and imitation properties into one increasingly generalized model.

Evaluating Sales force Performance:

1. To ensure that compensation and other reward disbursements are consistent with actual
salesperson performance.
2. To identify salespeople whose employment should be terminated and to supply evidence to
support the need for termination.

The table shows the five measurement items used to generate data on
sales force competence development. On the general question (PI), the firms were found to
do well with a score of 83.37% representing 356 (156+ 120 80-356) points. Specifically, they
did better in mentoring (P4) with a score 54.56% representing 367points. This is closely
followed by coaching (13), which had a score of 3,14% representing 365points. Project team

79
staffing (P5) come next with a score of 81.86% representing 334 points.Sales force skills
training (P2) came last with a score of 30.60%. In total, the aggregate score is52.40%
representing 1415 (349+ 365+367+ 334-1415) points out of a maximum of 2700
(135responses x 5 grade points x 4 SFCD tasks-2700) points. This indicates an average level
of involvement of these participating firms in sales force competence development tasks. On
the whole, it can be observed from this descriptive analysis that the participating firms were
doing well in their sales force competence development programmes, however, coaching is
mostly emphasized, followed by mentoring and project team staffing, and finally by skill
training.

Diagnosis and Alternatives

Metro is very well serving their customer. We analyze that why the retailer are not going to
metro. The issue the customer are facing is time consuming visit, outside city (transportation)
so the corrective action need to take like online shopping and rickshaw scheme that will help
retailers to transport goods to metro.

Recommended Sales Strategy

To get the long term benefits Metro need to focus on Relationship building strategy. Like
consultancy service for the retailers. Those wanted to open a business regarding the retail
shop with the low initial capital, Metro consultant give them the complete idea, graphical
layout of the store how they can effectively run with the business with low cost. This not only
facilitate retailer
but Metro will develop partnership with many retailers, Help Metro with goods and strong
image and standing in the market.

80
METRO Own Brands
METRO Cash & Carry's exciting range of Own Brand products

METRO Cash and Carry India offers an exciting line of food and non-food products under its
exclusive Own Brands category, dedicated to the needs of its business customers. Customers
can find a vast sonment of over 1,100 high quality products under METRO's Own Brand
labels, ranging from groceries and commodities, dairy, bakery and frozen products to
detergents, toiletries, stationery, household products, apparel, footwear, linens, furnishings,
tableware, luggage and appliances.
Sourced directly from small and medium enterprises (SMEs) across the country, these
products offer a distinct price advantage for customers without compromising on range or
quality. With METRO's inputs, SMEs are able to research and analyse market requirements,
and manufacture goods that stand up to stringent production specifications, rigorous quality
audits and product tests.
Traders and small retailers across India have found profitability in introducing these brands to
their customers as economical and high quality alternatives to big brands.
METRO's large network of wholesale distribution centres across the country also ensures that
SMEs are able to gain access to national and international markets beyond their own local
customers. METRO's exclusive Own Brands product lines have been built on a clear
understanding of what its business customers need-quality, performance, packaging and
pricing. We offer a sharper assortment of products that are at par with- or better than the best
comparable products available in the market, combined with very competitive prices that give
customers maximum value for their money.

Grocery
Target Group:

We at METRO, offer an extensive product range in Groceries that covers the entire customer
basket at the lowest possible prices in town. We ensure that customer expectations are met by
offering a diverse range at the best prices. We also have the newest products in the market
including pesticide-free and organic product.

81
Quality standard

We take every step to ensure that quality standards of the highest level are undertaken to
provide you with the best products.
• Strict compliance to FSSAI norms
• Periodic quality checks on all private label packing units
• Monitored purchase from shortlisted suppliers across the country to ensure
procurement and sales of quality products to our customers
• In-store quality team at every location to inspect the inward of commodities as
perdefined quality norms.

Why METRO?

• Full basket availability with the right quality assurance

• Multiple choices gives the range of offering

Variety

• Sugar: Available in Bulk 50kg sugar bags, loose sugar, 1kg/Sky packs. Refined and
regular sugar, Jaggery, sugar supplements and specialty range value-added products,
organic and pesticide-free range
• Whole spices: Chilli, tamarind, black pepper, cardamom, cumin, coriander, fenugreek,
fermel, sesame, poppy seeds, star anise, mace etc.
• Powders: Major national brands like MDH, Everest and regional brands like MTR.
Easter, Aachi, Sakthi, Goldice, Pushp, Dave, etc.: Private label: Fine Food Mange
Asafoetida
• Herbs, Seasoning and pustes: Ginger, garlic, ginger garlic paste, tamarind pastes,
keya herbs, only herbs
• Oil National brands and regional brands covering the entire assortment including
region-specific varieties like soya, sunflower, mustard range like --Olive oil, blended
oils, coconut, peanut, sesame, palm, gingelly and deepam oils

82
• Ghee: Regional Milk cooperative brands like Amul, Nandini, Paras, GRB, Patanjali
etc.
• Dry Fruits and Nuts: Entire range of cashew, almonds, raisins, walnuts, pistachios,
dates and all value-added products in desired pack-sizes. Customized ranges are also
during Festival season.

83
 Objective of the Study

• To make a study of the factors that lead to job satisfaction and career progression
among the Metro Cash and Carry employees.
• To suggest measures and practices to increase the job satisfaction among the
employees of Metro Cash and Carry.
• To study the impact of job satisfaction in organizational performance and goal
achievement.
• To identify the perception of employees and the factor causing dissatisfaction.

84
 Research Methodology

Sampling Design

Universe: Metro Cash and Carry in Lucknow

Sampling Unit: Employees in Metro Cash and
Carry in Lucknow (U.P)
Sample Size: 50 Employees

Sampling Procedure
Sources of data: 1) Primary data which included the
Input received from directly the
Employees through questionnaire
And interview
2) Secondary data from the policy
And company website.

Method of collecting data: Questionnaire and interview method

Statistical tool used

The data was shown with the help of pie chart.

85
ANALYSIS AND INTERPRETATION

1.1 Analysis and interpretation of the data:

• A structured question given to employee for the data collection with 2 point
scale.

Hypothesis testing:

• H0: There is no significant relationship between work stress and job

satisfaction.
• H1: There is a significant relationship between work stress and job
satisfaction.

The correlation table above shows that there is a significant and negative correlation between
work stress and employee satisfaction at work, with the sign value of 0.021 being less than
0.05. This means that if work stress decreases, satisfaction increases and vice versa.

The organization can propose strategies that reduce stress, which has an impact on employee
satisfaction.

86
 Data Analysis

Does your manager understand and helps you?

Particulars Number of Respondents Percentage (%)

Yes 47 94%
No 3 6%

Does your manager understand and helps you ?

NO
6%

YES
YES NO 94%

Interpretation

The graphical representation of the table shows that out of the 50 respondents, 47 were
understandable and helped by their managers while 3 were not.

87
Do you relax in your lunch/tea break?

Particulars Number of Respondents Percentage (%)

Yes 50 100%
No 0 0%

Do you enjoy/relax in your lunch and tea break?

No
0%

Yes
100%
Yes No

Interpretation

The graphical representation of the table shows that out of the 50 out of 50 respondents are
enjoying and relaxing in their lunch and tea break.

88
Have you ever observed or experienced any form of discrimination in organization?
(Age, Religion, Gender, Color, Position or other)?

Particulars Number of Respondents Percentage (%)

Yes 5 10%
No 45 90%

Have you ever observed or experienced any form of

discrimination in organization?
Yes
10%

No
90%

Yes No

Interpretation

The graphical representation of the table shows that out of the 50 out of 5 respondents have
experienced some type of discrimination in the organization.

89
Are you getting the solution of PF, Insurance and Salary details on time?

Particulars Number of Respondents Percentage (%)

Yes 50 100%
No 0 0%

Are you getting the solution of PF, Insurance

and Salary details on time?
No
0%

Yes
100%
Yes No

Interpretation

The graphical representation of the table shows that out of the 50 out of 50 respondents are
getting the solution of PF, Insurance and Salary details on time.

90
Are you pressurized to work after completing the working hours?

Particulars Number of Respondents Percentage (%)

Yes 15 30%
No 35 70%

Are you pressurized to work after completing the

working hours?

Yes
30%

No
70%

Yes No

Interpretation

The graphical representation of the table shows that out of the 50 out of 15 respondents are
somehow pressurized to work after completing the working hours.

91
Do you feel recognized for your hard work and success at work?

Particulars Number of Respondents Percentage (%)

Yes 45 90%
No 5 10%

Do you feel recognized for your hard work and

success at work?

No
10%

Yes
90%

Yes No

Interpretation

The graphical representation of the table shows that out of the 50 out of 5 respondents does
not feel recognized for your hard work and success at work.

92
Do you have good working relationship with your colleagues?

Particulars Number of Respondents Percentage (%)

Yes 50 100%
No 0 0%

Sales
No
0%

Yes
100%
Yes No

Interpretation

The graphical representation of the table shows that out of the 50 out of 50 respondents have
good working relationship with their colleagues.

93
 Findings

• Most of the employees are satisfied with their income in the organization but some
want improvement in their salary.
• Employees are satisfied with the appraisal, salary, engagement activities and
environment of the organization which makes them work for this organization for a
long time.
• As the appraisal took place recently and most of the employees are promoted and they
are satisfied with the appraisal policy.
• Employees like working culture, their colleagues, future growth, helpful behaviour
and support of managers, assortment, healthy working environment, development of
their skills best about the organization.
• Overall some of them are highly satisfied with the organization and some are only
satisfied with the organization.
• Work-Life Balance of the employees are on the average state.
• They are recognized for their hard work in the organization as they are awarded by
the certificates and gifts from time to time.
• Most of the employees have good relationship with their colleagues.

94
 Suggestion

• Cab facilities to all the employees at Metro Cash and Carry.

• Fixed timings
• Appraisal to be done every 6 months
• Suggestions or feedback should be taken from employees.
• Increase support of educational benefits, including fees reimbursement.
• Canteen facility should be added
• Organization should more focus on employees grooming.
• Rewards and Recognition should be provided timely.
• Seminars and learning programs should be conducted to keep them motivated.
• Salary should be according to employee qualification and experience.
• The company should reduce the job stress given to the employees for their satisfaction
• The supervisors should continue the involvement with employees in all the
department which makes the employees job satisfaction

95
 Limitation of the Study

• There may be some biased response from the respondents.

• Some respondents did not provide the full data.
• The sample unit was 20 respondents.
• Respondents were not reluctant to disclose complete and correct information.
• Employees were busy with the work therefore they could not give enough time for
interview.
• The time duration for this study is only 60 days, because of which a detailed study
could not be done

96
 Conclusion

Findings and suggestions depend on the study requested they must be examined and
measures taken in this direction for further development.

From the survey, I guess the activity gives representatives the opportunity to showcase their
abilities in the workplace. Number of representatives recognized from time to time that there
is a great adaptability in the organization of work and that they are satisfied with the current
correspondence of the funeral. In Metro Cash& Carry Pvt Ltd. they continue the process of
organization and audit to evaluate the worker's performance.

The investigation also found that conditions for improving working conditions at Metro
Cash& Carry Pvt Ltd. were improved. The total compensation would increase, so it could
very well be in line with the market rate.

Finally, I would like to deduce that the representatives of Metro Cash& Carry Pvt Ltd.
Lucknow are satisfied with their work and their association.

97
 BIBLIOGRAPHY

1. Addis, S. (2008). Leading vs. managing. Rough Notes, 151, 230, 232–233.

Available from ProQuest Dissertations and Theses database. (UMI No 237027569)

2. Austin, T. (2011). Relationship between nurse leader emotional intelligence and

registered nurse job satisfaction (Doctoral dissertation). Available from ProQuest

Dissertations and Theses database. (UMI No. 893660244)

3. Banerji, P., & Krishnan, V. (2000). Ethical preferences of transformational leaders:

An empirical investigation. Leadership & Organization Development Journal, 21,

405–413. Available from ProQuest Dissertations and Theses database. (UMI No.

226914569)

4. Benson-Armer, R., &Stickel, D. (2000). Successful team leadership is built on

trust. Ivey Business Journal, 64(5), 20–25. Retrieved from ABI/INFORM Global

database. (Document ID: 790124571)

5. Berl, R. L., Williamson, N. C., & Powell, T. (1984). Industrial sales force

motivation: A critique and test of Maslow’s hierarchy of need. Journal of Personal

Selling and Sales Management, 4(1), 33–39.

98
 Questionnaire

Position/Department –

1 – Are you satisfied with the appraisal or reward system (Bonus/Incentive)?

• Highly Satisfied
• Satisfied
• Not Satisfied
• Need Improvement

2 –Does your manager understand and helps you?

• Yes
• No

3 – Do you enjoy/relax in your tea and lunch break?

• Yes
• No

4 – Are you satisfied with your current pay according to your position?

• Highly Satisfied
• Satisfied
• Not Satisfied
• Need Improvement

99
5 – Have you ever observed or experienced any form of discrimination in organization (Age,
Religion, Gender, Colour, Position or other)?

• Yes
• No

6 - Are you getting the solution of problems related to Insurance, PF and Salary details on
time?

• Yes
• No

7 – Work-Life Balance- (Give Rating between 1 to 5 Means 1 for the lowest and 5 for the
Highest)

1 2 3 4 5

8 – At which Position do you see yourself in next two years?

9 – What do you like best about the organization?

100
10 – What changes should be made to make this organization a better workplace?

11 - Are you pressurized to work after completing the working hours?

• Yes
• No

12 – Do you feel recognized for your hard work and successes at work?

• Yes
• No

13 – Do you have a good working relationship with your colleagues?

• Yes
• No

14 – How happy and satisfied are you with this organization (Overall Experience)?

• Highly Satisfied
• Satisfied
• Not Satisfied
• Neutral

101
15 – Are you going to work in this organization for long time?

• Yes
• No

102