PART – A

1. Define visual merchandising

Visual merchandising is the art of displaying merchandise in a manner
that is appealing to the eyes of the customer. The aim of the visual
merchandising is to change a “passive lookers into active buyers”

2. What is the purpose of visual merchandising?

 The purpose is to attract, engage, motivate the customer towards
making a purchase
 Both goods and services can be displayed to high light their features
and benefits.

3. List any two principles of visual merchandising

 Make it easier for the customer to locate the desired category and
merchandise
 Make it importance of visual merchandising

4. Write the importance of visual merchandising

 Enhances brand image
 Generates impulse sales
 Overall business image

5.List down few errors to avoid in visual merchandising

 Two much of signage
 Poor lighting
  Confusing traffic pattern

6. What are the elements is visual merchandising?

Visual merchandising elements

store front store interior merchandise display

store layout store space

7. What do you mean by store front?

The store front explains the exteriors of a business. This includes
signs, marquee, entrances, and window display

8. Name the different signs in visual merchandising

There are four different types of signs
 Promotional signs
 Location signs
 Institutions signs
 Informational signs

9.What is marquee?
Marquee is an sign that Is used to displace the name of the store
10.List the different types of entrances
 Revolving type of entrances
 Push and pull entrances
 Electronic entrances
 Climate controlled entrances
11. What is window display?
Window display is the store’s “FIRST IMPRESSION” with the
customer. It begins the selling process even before the customer enters the
store. It suggest the type of merchandise carried in the store.

12. Define in the two types of window displayes.

A) Promotional – promote the sale of one or more items by using
special lighting and / or props skiwear with fake show for accents-
(Christmas and pongal).
B) Institutional- Promote store image rather than specific items.
Designed to build customer good will show that the business is interested in
community

13. What are the method of display in visual merchandising?

The methods of display are sherving, hanging, folding, pegging and
dumping.

14. What are the kinds of display?

A) Closed display
B) Open display
 C) Architectural display
D) Point – of -purchase
E) Store decorations

15. List the objectives of effective displays

Display are intended to :
 Stimulate product interest
 Provide information
 Suggest merchandise co-ordination
 General traffic flow
 Remind customers of planned purchases
 Create additional sales of impulse items
 Enhance the store’s visual image

16. Explain different types of lightening in visual merchandising

More lights are used dark colours and use lights used for light
colours.
Beam spread lighting is determined by its diameter coverage. The
types of beam spread lighting are flood lighting, spot lighting and pin
pointing.

17. What are all properties?

Properties are the objects added that support the theme of the
display:
 Functional properties
 Decorative properties
  Structural properties

 Functional properties: used to physically support the merchandise

(mannequins, stands, pands, screen,etc)
 Decorative properties: used to estabilish a mood or an attractive
settings for the merchandise being featured (ex mirrors, flowers,
seashells, surfboards,etc).
 Structural properties: used to support functional and decorative
properties and change the physically makeup of display (boxes, roads,
stands, stairways,etc)

18. List the different types of window display

A) Ramped windows
B) Elevated windows
C) Shadowbox windows
D) Semiclosed windows
E) Open windows
F) Island windows

19. List the different types of mannequins?

A) Realistic
B) Semi realistic
C) Abstract
D) Semi abstract
E) Headless
F) Figurative hangers
20. What are store fixers?
Store fixers are to make store’s wall merchandisable, wall usually
covered with skin that is fitted with vertical columns of notches.
Types of fixers: Most common types of fixers
 Stands
 Platforms and elevations
 Round rack
 Bin
 T- stand
 Four way face out
 tpd;Nlh b];gpNs

tpd;Nlh b];gpNs vd;gJ tpd;Nlh>\hg; tpd;Nlh> N\h

tpd;Nlh> ];NlhH Kfg;G vd;Wk; miof;fg;gLk;. tpw;gid nra;a cs;s
nghUl;fis filapd; Kfg;gpy; EfHNthhpd; ghHitf;F mLf;fp itg;gJ
tpd;Nlh b];gpNs vd;W miof;fg;gLfpwJ. ];Nlhhpy; tpw;fg;gLk;
nghUl;fspd; tpw;gidia Nkk;gLj;j> filapd; Kw;gFjpapy; cs;s
mykhhpapy; tp\Pty; nkHrd;ilrpq; Nfhl;bw;F cl;gl;L> nghUl;fis
ftHr;rpfukhf mLf;fp itg;gNj tpd;Nlh b];gpNs MFk;.

1852k; Mz;L gpuhd;]; ehl;bd; ghhP]; efhpy; Jtf;fg;gl;l yP

ghd;khH]; vd;w cyfpd; Kjy; bghHl;nkz;l; ];Nlhhpy; tpd;Nlh
b];gpNs ifahsg;gl;lJ.

tpd;Nlh b];gpNs tiffs;

1. FNsh];L tpd;Nlh
njUtpy; ,Ue;J> EfHNthHfs; fz;zpy; gLk;gb filapy; mikf;fgl;l
xU rpwpa miw tbtikg;G

2. Xgd; - Ngf; tpd;Nlh

tpw;gid nghUl;fs; mLf;fg;gl;l fz;zhb miwapd; gpd;Gwk;
milf;fg;glhky;> fil KOtJk; njhpAk;gb mikf;fgLk; tpd;Nlh.

3. Neh-tpd;Nlh
 filapd; Kfg;G KOtJk; fjT ,y;yhky; jpwe;Jtpl;l epiyapy;>
fhl;rpg; nghUl;fs; midj;Jk; nghJkf;fs; ghHitapy; gLk;gb itg;gjd;
ngaH Neh tpd;Nlh.

4. Md;fpy;L tpd;Nlh
tpw;gid nghUl;fis nghJkf;fs; ghHitf;fhf mLf;fp itf;fg;gl;l
mykhhpia filapd; Eiothapypy; rha;j;J itg;gJ> Md;fpy;L tpd;Nlh.

5. Mh;Nfl; tpd;Nlh
filapd; Eiothapypy; ,UGwKk; nghJkf;fs; ghHitf;fhf
tpw;gid nghUl;fs; mLf;fp itf;fg;gl;l mykhhpiffis mikj;J Eiothapiy
cs;thq;fpa epiyapy; mikg;gjd; ngaH MHNfl; tpd;Nlh MFk;.

6. fhHdH tpd;Nlh
nghJthf filapd; %iyfspy; mikf;fg;gLk; fhl;rp mykhhpfpis
fhHdH tpd;Nlh vd;W miog;gH.

7. N\hNf]; tpd;Nlh
tpw;gid nghUl;fs; mLf;fg;gl;l rpwpa mykhhpfis nghJkf;fs;
fz;ghHit cauj;jpy; mikg;gij N\hNf]; tpd;Nlh vd;W miog;gH.

8. vd;FNsh];L tpd;Nlh
gpd;Gwk; kw;Wk; gf;fthl;L gFjpfs; KOtJk; milf;fg;gl;L
filapd; Kd;Gwj;ij KOtJkhf jdpNa gphpj;J fhl;Lk; mykhhp. ,J fPo;
fz;lthW %d;W tifg;gLk;.
  uhk;g; tpd;Nlh - rhpthd Vzp Nghy mikf;fg;gl;l mykhhp
Kd;Gwk; jho;e;Jk;> gpd;Gwk; caHe;jJk; fhzg;gLk;
 vypNtl;ll; tpd;Nlh - filapd; eilghijapy; ,UGwKk; 1-3 mb
cauj;jpy; mikf;fg;gl;l mykhhpfs;
 N\Nlh ghf;]; tpd;Nlh - Rtw;wpy; gjpf;fg;gl;l rpwpa
Nehl;B]; NghHL - mykhhp
PART-A

1. nkHrd;ilrpq; -tiuaW

nkHrd;ilrpq; vd;gJ EfHNthhpd; NjitfisAk;> tpUg;gq;fisAk;

Kd;$l;bNa mwpe;J nfhz;L> me;j nghUl;fs; Njitahd tbtq;fs;
kw;Wk; tz;zq;fspy; nfhs;Kjy; nra;J> Fwpg;gpl;l fhy fl;lj;jpw;Fs;
tpw;gid nra;J yhgk; fhZk; xU tpahghu fiy MFk;.

2.nkHrd;ilrhpd; jpwd;fs; - rpW Fwpg;G tiuf

EfHNthuhy; tpUk;gg;gLk; tifapy; nghUl;fs; mjd; msT

kw;Wk; juk; Fiwahky; re;ijgLj;Jk; nghWg;gpw;F Njitahd
jpwd;fspd; njhFg;G> nkHrd;ilrhpd; jpwd;fs; vdg;gLk;.

3.’Product nltyg;nkd;l;” vd;why; vd;d?

jw;NghJ re;ijapy; tpw;fg;gLk; nghUSf;F xU GJtpj ghpkhzk;

my;yJ EfHNthH Vw;Wf; nfhs;Sk; tifapy;> juk; kw;Wk; Nrit
caHj;jg;gl;l> tpiyapy; Nghl;b nghUl;fis tpQ;Rk; tifapy;
cz;lhf;fg;gLk; nray; Product nltyg;nkd;l; vdg;gLk;.

4. cw;gj;jp mg;&tYf;fhd nrf; gha;Lfs; vit?

 fhHnkz;l; cw;gj;jpapd; NghJ mjd; jFjpapd; Vw;Wf;
nfhs;s> fz;fhzpf;fgl Ntz;ba ,lq;fs; vd;git> Kjy;/ ,uz;lhk;
tbtikg;G> fTz;lH khjphp> tpw;gid gphpjp epjp khjphp> Gifgl
khjphp> msT njhFg;G khjphp> cw;gj;jpf;F Kd; khjphp>
cw;gj;jp khjphp kw;Wk; Ngf;fpq;/ \pg;nkz;l; khjphp Mfpait
cw;gj;jpf;fhd mg;&tYf;fhd Kf;fpa ,lq;fs; MFk;.

5. hPily; nkHrd;ilrpq; tiffs; ahit?

hPily; nkHrd;ilrpq; vd;w rpW tzpf tiffs;>

bghHl;nkz;l; ];NlhH> ];ngrhypl;b ];NlhH];> #g;gH khHf;nfl;>
i`gH khHnfl;> trjpf;fhd ];NlhHfs;> js;Sgb ];NlhHfs;> Neub
tpw;gid> jhdpaq;fp ve;jpu tpw;gid kw;Wk; ,izajs tpw;gid
midj;Jk; MFk;.

6. bghHnkz;ly; ];NlhH]; vd;why; vd;d?

bghHl;nkz;ly; ];NlhH vd;gJ xU rpWtzpf epiyak;. ,jpy;

EfHNthhpd; gue;J tphpe;j Njitfs; G+Hj;jp nra;tjpy; rpwe;J
tpsq;FtJ Nghy; gy;NtW tpw;gid nghUl;fs;> gy;NtW tiffs;
kw;Wk; gy;NtW tpiyfspy; fpilf;f nra;Ak; hPilypq; Kiw MFk; ,jpy;
jdp kdpj> kw;Wk; FLk;gj;jpw;F Njitahd nghUl;fspd; tpw;gidAk;
mlq;Fk;.

7. Non - Store hPilypq; vd;why; vd;d?

 ,q;F EfHNthHfs; ];NlhUf;F tUtjpy;iy. ];NlhH EfHNthhplk;
nry;YfpwJ. tPl;Lf;F tPL nrd;W tpw;Fk; Neub tpw;gid> jghy;>
nlypNghd;> nlyptp\d; kw;Wk; ,iza jsq;fs; %yk; tpw;gJ>
jhdpaq;fp tpw;gid ,ae;jpuk; %yk; tpw;gJ> tpw;gid
gpujpepjpfs; %yk; tpw;gJ Nghd;wit MFk;.

8. off – price hPilypq; vd;why; vd;d?

caHe;j juk; cs;s nghUl;fis Fiwe;j tpiyf;F tpw;Fk;; rpW

tzpfHfs; off – price hPilyH]; vd;gH. ngUk;ghYk; ,tHfs; nrfz;l;
N`z;l; tpw;gid kw;Wk; rPrd; jtwpa nghUl;fis tpw;gtHfs; ,tHfs;
njhlHG ,y;yhj nghUl;fs; cw;gj;jpahsHfspd; ,uz;lhk; juk;> mjpf
cw;gj;jpahdit> kw;w rpW tzpfHfs; tpw;f Kbahjit kw;Wk; Kbe;J
Nghd rPrDf;fhd Fiwe;j js;Sgb tpiyapy; tpw;gtHfs;.

9. nlyprhg;gpq; vd;why; vd;d?

gpugyq;fs; my;yJ Ngr njhpe;jtHfs; %yk;> nlyptp\d;

Nrdy;fspy;> xU nghUs; gw;wp tpsf;fp> nray; Kiw fhl;b>
fhz;Nghhpd; kdij ftHe;J> Fwpg;gpl;l njhiyNgrp vz;fs; my;yJ ,iza
jsj;jpy;> mtHfs; MHlH nfhLf;f itj;J nghUl;fis tpw;gJ nlyp -
\hg;gpq; MFk;. nghUs; thq;Ftjw;F Kd;dhy;> my;yJ thq;fpa
gpwF ];;NlhUf;F nry;yhky;> tPl;by; ,Ue;jthW mjw;fhd fl;lzj;ij
EfHNthH nrYj;Jk; trjp ,jpy; cz;L.

10. tp\_ty; nkh;rd;ilrpq; - tiuaW.

 tp\Pty; nkHrd;ilrPq; vd;gJ> tpw;gid epiyaq;fspy;>
tpw;fg;gLk; nghUl;fs; EfHNthH fz;zpy; njd;gLk; tifapy;
ftHr;rpfukhf mLf;fp itg;gJ MFk;. filapd; cs;> RtHfspd;>
mykhhpfspy;> fz;zhb $z;Lfspy;> myq;fhu mikg;Gfs;>
tz;ztpsf;Ffs;> tpw;gidf;fhd nghUl;fs; kw;Wk; mjd; jahhpg;G
epWtd FwpaPLfs; ,tw;Wld; kdk; kfpo itf;Fk; thridAld;>
nghUl;fis tpw;gidf;F fhl;rpgLj;JtJ> tp\Pty; nkHrd;ilrPq;
vdg;gLk;.

11. fixtures vd;why; vd;d> mjd; rpy tiffis $Wf.

gpf;];l;rH vd;gJ xU nghUis xU ,lj;jpy; epiy ehl;b nghUj;j

cjtf;$baJ. Maj;j Mil tpw;gid epiyaq;fspy; nghUl;fis fhl;rpag;gLj;j
‡gpf;];l;rHfs; cjTfpd;wd. Mit RtHfspy;> ];Nlhhpd; cl;Gw
$iwfspy; epue;jukhf kw;Wk; jw;fhypfkhf nghUl;g;gLk; tifapy;
cs;sd. ‡gpf;];l;rHfspd; rpy mikg;Gfshf> N`q;fHfs;> tl;l>
Kf;Nfhz> rJu kw;Wk; RoYk; mykhhpfs;> ‘T’ tbt kw;Wk; tl;l
tbt ];Nlz;Lfs;> njhl;b tbt ngl;bfs;> myq;fhukhf cilfs;
mzptpf;fg;gl;l NkdpFapd; vWk; N\h Nf]; nghk;ikfs; Mfpait
fUjg;gLfpd;wd.

12. Window display tpsf;Ff.

Milfs; tpw;gid epiyaj;jpw;F cs;Ns tpw;gidf;fhf mLf;fp

itf;fg;gl;Ls;s nghUl;fs; EfHNthHfs; filf;F ntspNa ,Ue;J ghHf;Fk;
tifapy;> tpw;gid nghUl;fis fhl;rpg;gLj;JtJ tpz;Nlh b];gpNs
vdg;gLk; tpw;gid epiyaj;jpw;Fk; EfHNthUf;Fk; Vw;gLk; Kjy;
njhlHG ,J. ,J gy tifapy; mikf;fg;gLk;.
  ,jd; ed;ik vd;dntd;why;> tpw;gid epiyaj;jpd; kjpg;G
$LtJld;> EfHNthH kdjpy; me;j nghUis thq;f Ntz;Lk; vd;w
MHtj;Jld; J}z;Lk;.

 ,jd; jPik vd;gJ nryT $lj;Jtq;Fk; - epiwa bird;> khw;wk;

,lj;Njitfs; kw;Wk; Nghl;b tpw;gidfhuHfspd; fz;iz cWj;jp>
Nghl;b mjpfhpf;Fk;

13. irNd[; (signage) vd;why; vd;d?

irNd[; vd;gJ ];Nlhhpy; tpw;fg;gLk; nghUs; my;yJ mij

jahhpj;j epWtdj;ij epidtpy; nfhs;s cz;lhf;fg;gl;l vOj;J my;yJ
FwpaPL MFk;. ,J filf;Fs; nghUj;jp itf;fg;gl;L> nghUs; gw;wpa
tpsf;fq;fis> EfHNthhpd; re;Njfq;fis jPHf;Fk; tifapy;> tpiy tbtk;
kw;Wk; ];Nlhhpy; ,Uf;Fk; ,lk; gw;wpa nra;jp Fwpg;G MFk;.

14. nkHrd;ilrpq; gpshd; tiuaW

nkHrd;ilrpq; gpshd; vd;gJ tUk; Fwpg;gpl;l fhy fl;lj;jpy;

tpw;f Ntz;ba Milfs; tpw;gid kjpg;G vd;d? ,ij GHj;jp nra;a
nfhs;Kjy; nra;a Ntz;ba ruf;fpd; khj Muk;g msT> Nt];Nl[; msT>
tpw;gid msT kw;Wk; khj ,Wjp ];lhf; ifapUg;G msT vd;d vd;gij
Kd; $l;bNa> rw;W Jy;ypakhf fzpg;gJ vd;gNj nkHrd;ilrpq;
gpshd; MFk;.

15. merchant order rpW Fwpg;G tiuf

 Maj;j Mil tpw;NghUf;F mij thq;Fk; Ml;fs; gw;wpa
jpwdha;T Njit thq;FgtHfspd; Njit> juk;> tpiy kw;Wk;
Fwpg;gpl;l fhyfl;lj;jpy; nghUl;fis cw;gj;jp nra;J ju KbAk; vd;W
ek;gpf;ifia thq;Fk; ,wf;FkjpahsUf;F je;J> cw;gj;jpf;fhd Mizia
ngWtNj nkHrd;l; MHlH vdg;gLk;.

16. Buyer kw;Wk; Buying mYtyfq;fs; Fwpg;G tiuf

fhHnkz;l; cw;gj;jp epWtdq;fSf;F jahhpg;G Mizfs; nfhLj;J

mij thq;fp yhgj;jpw;F tpw;NghHfs; ‡igaHfs; mg;gb
thq;Ftjw;fhd mtHfsJ mYtyfq;fs; gy tifg;gLk;

jdp kdpj thq;Fk; mYtyfq;fs;:

,tHfs; njhlHe;J nghpa> rpwpa kw;Wk; rpwg;G

tha;e;j ];NlhHfspd; nghUis thq;fp tpw;gtHfs;

 rq;fpyp njhlH thq;Fk; mYtyfq;fs;

 jdpahH thq;Fk; mYtyfq;fs;

 $l;LwT thq;Fk; mYtyfq;fs;> Nghd;wit vy;yhk; mlq;Fk;.

17. Marketing tiuaW

re;ijapay; vd;gJ> EfHNthhpd; Njitfis kw;Wk; tpUg;gq;fis

Ghpe;J nfhz;L mjw;fhd kjpg;G kpf;f nghUs; milahsk; fz;L>
cUthf;fp> tpdpNahfk; nra;tjd; %yk;> EfHNthUf;Fk;
epWtdj;jpw;Fk; ed;ik kw;Wk; yhgk; <l;b jUk nray; khHnfl;bq;
vd;w re;ijapay; MFk; EfHNthH+tpUg;gk;+ Njit= kjpg;G Vw;g;G
mjd; %yk; EfHNthH jpUg;gp nfhz;l tpw;gid %yk; epWtd
yhgk; ,jidNa Marketing vd;fpNwhk;.

rpf;];kd;j; nkHrd;ilrpq; gpshd;

hPily; nkHrd;ilrH vjpH nfhs;Sk; fbdkhd fhhpak; vd;gJ ve;j

mstpw;F kw;Wk; ve;j tifahd ruf;fpid ifapUg;gpy; itj;jpUg;gJ
vd;W jpl;lkpLtJjhd;. nkHrd;ilrpq; gphptpd; ntw;wp Njhy;tp
vd;gJ ,e;j jpl;lkpLjiy nghWj;Nj mikAk;

hPilHq; EfHNthH nghUis thq;Fk; jpwd; kw;Wk; Cf;fk;

gw;wpa fhuzpfis fz;bg;ghf mwpe;jpUg;gjd; %yk; cz;ikahd
tpw;gidapy; msit ftdpf;f KbAk;. Mdhy; EfHNthHfs; gy
fhuzj;jpdhy; mtHfs; thq;Fk; Nghf;fpy; khw;wk; Vw;glhJ.

tpw;gid jpl;lk;

 nrd;w tUl khje;jpu tpw;gidia Fwpf;fTk;

 Nghl;bfs;> nrd;w tUlk; tpw;gid rhpj;jpuk;> elg;G ehfhPf

vjpHghHg;Gfs; mbg;gilapy; tUk; tUlj;jpw;fhd khjhe;jpu
tpw;gid jpl;lj;ij cUthf;fTk;

 nrd;w tUlj;ij tpl ,e;j tUlj;jpw;fhd vjpH Nehf;Fk; tpw;gid

Vw; ,wf;fj;jpd; tpw;gid nkhj;j mstpd; rjtpfpjkhf jpl;lkplTk;

jpl;lkpl;l tpw;gid rjtpfpjk;

,e;j tUlk; jpl;lkplg;gl;l tpw;gid nrd;w tUl cz;ik tpw;gid

 100

nrd;w tUl cz;ik tpw;gid jpl;lkpl;l tpw;gidia vjpH nfhs;s khj

Muk;gj;jpy; vd;d ifapUg;G Njit vd;gij nkHfd;ilrH fzf;fpl Ntz;Lk;.
hPily; nkHfd;ilrHfs; jpl;lkpl;l tpw;gidf;Fk; itj;jpUf;f Ntz;ba
ifapUg;Gf;Fk; ,ilapy; eLepiyik Vw;gl fPo;fz;lthW jpl;lq;fs;
jPl;Lfpd;wdH.

mit

 mbg;gil ifapUg;G Kiw

 ifapUg;G kw;Wk; tpw;gid rjtpfpj Kiw

mbg;gil ifapUg;G Kiw

mbg;gil ifapUg;G vd;gJ xU nkHrd;ilrH ];Nlhhpy;

tpw;gidf;fhf itj;jpUf;Fk; Fiwe;j gl;r ifapUg;G MFk;. khj Muk;g
ifapUg;G vd;gJ me;j khj tpw;gidiaAk; jhz;b> rw;W
mjpfkhd ];lhf; itj;jpUg;gjhFk;. BOM vd;giJ mbg;gil ifapUg;G
kw;Wk; jpl;lkpl;l tpw;gid Mfpa ,uz;L kjpg;gpd; $l;Lj;njhif MFk;.

i) khj Muk;g ifapUg;G = jpl;lkpl;l tpw;gid + mbg;gil ifapUg;G

ii) mbg;gil ifapUg;G = ruhrhp ifapUg;G – ruhrhp khj tpw;gid

rPrDf;Fhf jpl;lkpl;l tpw;gid msT

iii) mbg;gil ifapUg;G =
rPrDf;fhf vj;jid Kiw ];lhf; thq;fg;gl;lJ

rPrDf;Fhf jpl;lkpl;l tpw;gid msT

iv) ruhrhp khj tpw;gid =
rPrdpy; cs;s khj vz;zpf;if
cjhuzk;

xU nkh;rd;ilrh; 4 Kiw ];lhf;Ffs; thq;fp MW khj rPrdpy;

&.1>60>000/- tpw;gidf;F jpl;lkpLfpwhh;fs;. Vg;uy; khj
jpl;lkpl;l tpwgid &.20>000/- vd;why; khj Muk;g ifapUg;ig
fzf;fplTk;.

rPrDf;fhd tpw;gid 160000

i) rPrDf;fhf ruhrhp ];lhf; = = = 40000
];lhf; thq;fpa Kiw 4

rPrDf;fhd tpw;gid 160000

ii) khjhe;jpu ruhrhp tpw;gid = = = 26667
rPrdpd; nkhj;j khjq;fs; 6

iii) mbg;gil ifapUg;G = ruhrhp ];lhf; - ruhrhp khj tpw;gid

= 40000 – 26667 = 13333

iv) khj Muk;g ifapUg;G = khj tpw;gid + mbg;gil ifapUg;G

= 20000 + 13333 = 33333

rhpahd nghUis fz;lwpe;J mjd; nfhs;Kjy; kw;Wk; tpw;gid

msit Kd;$l;bNa jpl;lkpLtJld;> ];Nlhhpd; Kf;fpa nkh;rd;ilrpq;
Jiwia tif thhpahf gphpf;f Ntz;Lk;. cjhuzkhf xU Ngkpyp Maj;j
Mil ];Nlhhpy; Mz;> ngz;> Foe;ijfs; kw;Wk; Jiz gphpTfs; nra;a
Ntz;Lk;. mJ kl;Lk; my;yhky; Mz;fs; gphpit NkYk; mYtyf cil>
tpUe;J cil> ];Nghh;l;]; cil vd cl;gphpTfshf gphpg;gJ mtrpak;.

c) nkh;rd;ilrpq; Jiwapd; Nghf;F Ma;T

 Maj;j Mil njhopy; Jiwapd; Nghf;F kw;Wk; khwg;NghFk;
ehfhPfk; gw;wpa Kd;$l;ba fUj;J fzpg;G gw;wpa jfty;fs;
nkh;rd;ilrpq; gpshdpw;F Njit. ,e;j jfty;fs; tpahghu ntspaPLfs;>
nkl;Bhpay; rg;isah;fs;> Nghl;bahsh;fs; kw;w ];Nlhh;fs; kw;Wk;
ekJ mDgtq;fspy; ,Ue;J ngw;W Muha Ntz;Lk;.

d) Kf;fpa rg;isah; (ntz;lhh;) Ma;T

thq;Fk; Mh;lh; Fwpj;J rg;isah;fs; msit Fiwj;Njh> ,y;iy

Njitahd nghUl;fis rg;is nra;ahky; NghdhNyh> rPrDf;fhd
tpw;gid ghjpf;fg;gLtJld;> tpw;fhky; Nghd ifapUg;G ruf;F
kw;Wk; KjyPl;bd; Nkyhd yhg tUkhdk; Fiwe;J NghFk;. vdNt
nkh;rd;ilrpq; gpdshdpd; rg;isah; Ma;T Kf;fpakhdjhFk;.

e) tpsk;gu rPuha;T

Vw;fdNt cs;s Efh;Nthiu ];NlhUf;F kPz;Lk; tu itf;f nra;Ak;

tpsk;gu nryit tpl> GJ Efh;Nthiu tu itf;f nra;a Ntz;ba tpsk;gu
nryT> gy klq;F mjpfk; MFk;. epiwa Efh;Nthh;fs; tUif vd;gJ
epiwa tpw;gidf;F top tFf;Fk;. vdNt> rPrDf;F jFe;j tpsk;gu
kw;Wk; tpw;gid Nkk;ghl;L jpl;lq;fs; NjitgLtij Muha Ntz;Lk;.

f) tp\_ty; gpurd;Nlrd; Ma;T

ngUk;ghyhd Efh;Nthh;fs; nghUis ghh;g;gjd; %yk; kdk;

fpsh;r;rp mile;J mJNt me;j nghUspd; tpw;gidf;F Kf;fpa ce;Jjyhf
mikAk;. vdNt> tpw;gidf;fhd nghUs;fis ];Nlhhpy;
fhl;rpg;gLj;Jk;NghJ Gjpa tpraq;fshd gpf;rh;];> vq;F kw;Wk;
vg;gb tpw;gid nghUl;fhl;rpg;gLj;jg;gl Ntz;Lk;. epWtd
FwpaPLfs; vq;F itg;gJ Nghd;wit Muhag;gl Ntz;Lk;. ,jw;F
tp\_ty; nkh;rd;ilrpq;> kw;w JiwfSld; ,ize;J rPrDf;F Vw;wthW
Ntiy nra;th;.

rpf;]; kd;j; nkh;rd;ilrpq; gpshd;

Njjp :
Jiw :

rPrd; :

nrg;lk;g mf;Nlhg etk;g

nkh;rd;ilrpq; jpl;l mstPL Mf];l;
h; h; h;
Planned
khj Muk;g ifapUg;G
Actual
Planned
nfhs;Kjy;
Actual
Planned
tpw;gid
Actual
Planned
- khh;f;nlhd; (tpw;gid kPjp)
Actual
Planned
- njhopyhsh; tpiy Fiwg;G
Actual
Planned
- mope;J NghFk; ];lhf;
Actual
Planned
khj ,Wjp ifapUg;G
Actual
Planned
ifapUg;G tpw;gid tpfpjhr;rhuk;
Actual
Planned
nkhj;j yhgk;
Actual

PART-A

1. Define Merchandising
 nkHrd;ilrpq; vd;gJ EfHNthhpd; NjitfisAk;> tpUg;gq;fisAk;
Kd;$l;bNa mwpe;J nfhz;L> me;j nghUl;fis Njitahd tbtq;fs;
kw;Wk; tz;zq;fspy; nfhs;Kjy; nra;J> Fwpg;gpl;l fhy fl;lj;jpw;Fs;
tpw;gid nra;J yhgk; fhZk; xU tpahghu fiy MFk;.

2. List out skills required for Merchandisers

Efh;Nthuhy; tpUk;gg;gLk; nghUl;fis> mjd; msT kw;Wk;

juk; Fiwahky; jahhpj;J re;ijgLj;Jk; nghWg;gpw;F Njitg;gLk;
nkhj;j jpwd;fspd; njhFg;G nkh;rd;ilrhpd; jpwd;fs; vdg;gLk;.

3. What do you mean by product planning?

tUq;fhy rPrDf;F Efh;Nthh; vjph;ghh;f;Fk; Maj;j Milfspd;

ehfhPf Nghf;fpid Kd;$l;bNa jpl;lkpl;L> Njitahd tz;zq;fs;> tiffs;
kw;Wk; tbtikg;G kw;Wk; Jfpy; tiffis Njh;e;njLj;J> re;ijapy;
tpUk;gp thq;fg;gLk; tifap y; Milfis jpl;lkpLtJ fhh;nkz;l; Guhlf;l;
jpl;lkply; vdg;gLk;.

4. What is product development?

jw;NghJ re;ijapy; tpw;fg;gLk; MilfSf;F xU GJtpj ghpkhzk;>

kw;Wk; Efh;Nthh; Vw;Wf; nfhs;Sk; tifapyhd juk; kw;Wk;
cah;j;jg;gl;l tpw;gid Nritfs;> tpiyiag; nghUj;jtiuapd;
Nghl;bahsh;fis tpQ;Rk; tz;zk; cUthf;fg;gl;L> tpw;gidapy;
ntw;wp ngWk; tifapy; Milfs; cUthf;fg;gLjy; Garment Product
nltyg;nkz;l; vdg;gLk;.

5. What is Retail merchandizing?

 epiwthf Efh;Nthhpd; jdpg;gl;l Njitfs; kw;Wk; mth;fsJ
FLk;gj;Njitfis G+h;j;jp nra;Ak; tifapy; Njitg;gLk; nghUl;fisAk;
NritfisAk; cUthf;fp> mth;fSf;F tpw;gid nra;a Nkw;nfhs;Sk;
midj;J rpWtzpf nray;ghLfis hPily; nkh;rd;ilrpq; vd;W miog;gh;.

6. What is off-price retailing? Give examples:

Maj;j Mil tpw;gidapd;NghJ> nghUspd; tpiyapy; js;Sgb

my;yJ thq;Fk; tpiyf;F $Ljyhd nghUs; jug;gLk; rpWtzpfk; Off-
Price retailing vdg;gLk;. ,J tpiy js;Sgb> Fwpj;j tpiyf;F $Ljy;
nghUs;> ghpR $g;gd;> ,ytrg;nghUs;fs; vd gytifg;gLk;.

7. Explain Non-Store retailing.

,q;F nghUl;fis tpw;f tpw;gid epiyak; vd;W jdpNa VJk;

fpilahJ. Mh;liu ngw;W tPl;bw;F tPL nrd;W tpw;Fk; Neub
tpw;gid> jghy;> nlypNghd;> <nkapy;> ,izajsk;> v];.vk;.v];.
vd;w FWQ;nra;jp> tpw;gid gpujpepjpfs;> kw;Wk; fhR
Nghl;lhy; nghUs;jUk; jhdpaq;fp tpw;gid ve;jpuq;fs; Mfpait Non-
Store Retailing vdg;gLk;.

8. What is Television Shopping?

Ngrj;njhpe;j gpugyq;fs; %yk;> nlyptp\d; Nrdy;fspd;> xU

nghUspd; nray;Kiw rpwg;Gfis tpsf;fp> Efh;Nthhpd; kdj;ij
fth;e;J> Fwpg;gpl;l njhiyNgrp vz;fs; kw;Wk; ,izajs Kfthpapy;
mth;fis nghUl;fSf;fhd Mh;lh;fis nfhLj;J> mitfis nlypthp
ngw;Wf;nfhz;L tpiyia nfhLg;gJ nlyp\hg;gpq; vdg;gLk;.
 UNIT - III

1. Merchandising plan vd;why; vd;d?

‘cyfj;jpd; ntw;wpfukhd Nghh;fs; vy;yhk; Nghh;fsq;fspy;

n[apf;fg;gl;lit my;y> mitfs; Nghh;fs $lhuq;fspy; Nghlg;gl;l
jpl;lq;fspdhy; n[apf;fg;gl;lit”.

xU nghpa hPily; ];Nlhhpy;> ek; clYf;F Njitahd cilfs;> tPl;L

myq;fhu nghUl;fs;> FLk;gj;jpdhpd; kfpo;r;rpf;fhd nghUl;fs;
Mfpait gy tz;zq;fspy;> gy msTfspy; gy tbtq;fspy; epiwe;J
fplf;Fk;. ,e;j tpw;gid nghUl;fis ntw;wpfukhf xUq;fpizj;J epiwa
Ml;fs;> Jiwfs;> epjp MNyhrfh;fs;> Nfh nlyp Ntiy Ml;fs; kw;Wk;
];Nlhh; nray;ghLfs; Njitg;gLfpd;wd. ,Ue;jhYk; nghUl;fs; thq;fp
xU Fwpg;gpl;l yhgj;jpw;F tpw;Fk; nkh;rd;ilrpq;> me;j
hPily; ];Nlhhpd; midj;J nray;ghl;by; ,Ue;jhy; kl;LNk me;j
epWtdk; ntw;wp ngWk;. ,e;j nkh;rd;ilrpq; gpshdpq; nray;ghL
vd;gJ tpw;gid nra;gth; tpw;gidf;fhd nghUspd; msT kw;Wk;
mjid tutiof;Fk; Neuk; gw;wp Jy;ypakhf Kd;$l;bNa
KbntLg;gjhFk;. ,jd; %yk; epWtdk; Fwpg;gpl;l tpw;gidapid
elj;jp> xl;L nkhj;j yhg Fwpf;Nfhis mila KbAk;. ,jw;fhf
nkh;rd;ilrh;fs; fle;j fhy tpw;gid Gs;sp tpguq;fs;> nrhe;j mDgk;
kw;Wk; khwptUk; re;ij epiy gw;wpa mDkhdk; Mfpatw;iw
cgNahfg;gLj;j Ntz;Lk;. ,jw;fhd mbg;gil MWkhj nkh;rd;ilrpq;
jpl;lk; MFk;.

nkh;rd;ilrpq; gpshd; vd;gJ ehd;F fl;lq;fshf thpir

gLj;jg;gLfpwJ.
Kjy; fl;lk;:

xt;nthU hPily; epWtdKk; jdJ Efh;Nthh; kdjpy; fPo;f;fz;l

tpw;gid kw;Wk; tpahghu tpraq;fis epiyepWj;jf;$ba njhiyNehf;F
ghh;it nfhz;bUf;f Ntz;Lk;. mit>

 jw;Nghija kw;Wk; tUq;fhy Efh;Nthh;fs; gw;wpa

tho;tpay; #o;epiy Gs;sp tpguq;fs;

 Efh;Nthh; kdjpy ; ];Nlhhpd; kjpg;G epiy

 nkh;rd;ilrpq; ju msTfs; kw;Wk; epiyfs;

 tpiy eph;za nfhs;if

 re;ijapay; fz;Nzhl;lk;

 Efh;NthUf;fhd Nrit epiyfs;

 vjph;ghh;f;Fk; yhg msTfs;

,jd; %yk; xU njspthd nkh;rd;ilrpq; nfhs;if kw;Wk; mjd;

%yk; mila Ntz;ba Fwpf;Nfhs;fs; cUthf;fg;gLfpd;wd.

,uz;lhk; fl;lk;

MWkhj nkh;rd;ilrpq; jpl;lj;jpd; Fwpf;Nfhs;fs; vd;gJ xU

epWtdk; vd;d kjpg;gpy; tpw; gjw;fhd nghUis thq;f Ntz;Lk;
vd;gij khj thhpahd fhy ml;ltizia cUthf;FtJ. ,e;j fhy ml;ltiz gpwF
Jiwthhpahf ];Nlhh; thhpahf nra;ag;gl Ntz;Lk;.
 ,jw;fhd Kjy;gb vd;gJ ,J rk;ge;jkhd fle;j tUl khjhe;jpu
tpw;gid> yhgk;> kPjp ruf;F ifapUg;G Nghd;w Gs;sp tpguq;fis
Muha;e;J nray;gl Ntz;Lk;.

%d;whk; fl;lk;

ngUk;ghYk; nkh;rd;ilrh;fs; jq;fsJ ];Nlhiu rpwe;j

Efh;Nthh;fis nfhz;L nray;gLj;Jth;. mth;fSf;F vd;d Njit vd;gij
fz;lwpe;J mij G+h;j;jp nra;a Kidth;. nkh;rd;ilrpq; gpshdpd; ju
Muha;r;rp fPo;fz;l fyitapdhy; MdJ.

a) Efh;Nthh; gw;wpa Ma;T

- ekJ Efh;Nthh;fs; ahh;? mth;fs; nghUs; thq;Fk; elj;ij kw;Wk;

kdghq;if mwpjy; Ntz;Lk;.

- ekf;F ahh; Efh;Nthuhf Ntz;Lk; vd;w tpUg;gk;.

- ekJ ,uz;lhk; fl;l Efh;Nthh;fs; ahh;? mth;fSf;F tpw;gjw;fhf ehk;

vd;d thq;f Ntz;Lk;?

b) Efh;Nthh; gw;wpa Ma;T

 APPAREL MERCHANDISING
To know about Merchandising we should have to know the followings

 What is Merchandising?

 Who are Merchandisers?

 The qualities a Merchandiser should have

 What are the responsibilities of a Merchandiser?

 What are the responsibilities of a Junior Merchandiser?

 Works involved in Merchandising

 Role & Necessity of a Merchandiser in Garments Trade

What is Merchandising?

 The Word Merchandising came from Merchant.

 The work of Merchant is to buy and sell.

 So Merchandising is to buy and sell products in a reasonable profit i.e.

Merchandising means Trading.

 In common sense in Garments Trade Merchandising is

Buy (Fabrics+ Accessories) Process Sell (RMG)

Who are Merchandisers?

 The Person who deals with Trade, he/she is a Merchandiser.

  The person who deals with the Garments Trade is a Garments
Merchandiser.

The qualities, a Merchandiser should have

 Should be technically sound having clear conception about:

1. Textile fiber, yarn & fabrics

2. Dyeing, printing & finishing

3. Garments Manufacturing, washing and dyeing

4. Garments and other testing.

 Should have knowledge about collection of an order.

 Should have knowledge about Production Planning & Scheduling.

 Should have knowledge about sourcing of material

 Self-motivated and working ability, smart with fluent speaking and

writing ability in English.

 Should have knowledge about costing & commercial activities an so

on.

 Should have knowledge about fabric and thread consumption.

What are the responsibilities of a Merchandiser?

 Sample development.
  Price negotiation.

 Order confirmation.

 L.C. opening. [Import Section].

 Sourcing of materials.

 Material collection.

 Quality checking.

 Production planning and control.

 Arranging final inspection.

 Arranging shipment. [Export Section].

What are the responsibilities of a Junior Merchandiser?

 Quantity: He should check the supplied goods’ quantity from

inventory report.

 Quality: Should check the quality of the supplied goods and get
approval from the concern buying office.

 P.P. (Pre Production) Meeting: the scheduling is done and target is also
fixed up. Meeting is arranged by the Junior Merchandiser but headed
by the Senior Merchandiser. Quality Manager, Maintenance Manage
etc. may be present in this meeting.

 Supplying Order Sheet to individual production unit: After checking

Quantity, Quality and after the Pre Production Meeting, the Junior
 Merchandiser prepares & supplies the Order Sheet to the production
units.

 production Monitoring as per target & report to Senior Merchandiser.

 Arranging final inspection.

 Arranging shipment.

Practically a Merchandiser should do the following works

 Searching the buyer, showing him the company profile and

convince him to place order with the merchandiser’s factory.

 If buyer shows interest, then collect PDM (product Development

Manual) from him.

 Prepare costing according to the PDM and submit with the consent
of the higher authority.

 Make sample and try to get approval.

 When the costing and samples are approved, request the buyer to
confirm the order and to confirm the total order qty. per style along
with lead time.

 Prepare a TNA(Time and Action) plan with the buyer to meet the
shipment without any problem.

 If everything is ok, then place order with the fabric and accessories
supplier.

Works involved in Merchandising

 Request the suppliers to submit sample to get approval from buyer.
Issue B/B L/C in favor of buyer against Sales Contract.

 Request the buyer to provide color and size breakdown and request
the supplier to produce as per this breakdown.

 After getting approval, request the supplier for bulk production and
in house the materials according the TNA.

 Submit the sample according to the sample TNA provided by the

buyer and approve them.

 Arrange PP meeting and go to bulk production.

 Request the buyer to provide PO and to open Master L/C and

adjust the sales contract against the master L/C.

 Make packing list and get approval

 Submit all the documents to the commercial dept. before at least

one week of shipment.

 Arrange final inspection as per consent of the buyer. Final

inspection may be done by the buyer’s representative or any Third
party organization.

 If goods pass the inspection then inform the commercial dept. and
dispatch the goods to the port to hand over to the CNF (Clearer and
Forwarder)

 CNF will forward the goods to the vessel.

  After receiving the goods, if the buyer provides acceptance, collect
payment as per L/C terms and conditions.

Role & Necessity of a Merchandiser in Garments Trade

 A Merchandiser plays vital role in garments trade.

 Basically a Merchandiser is the heart of the trade.

 The collaboration between buyer and factory, the synchronization of

production & quality department is done by the Merchandisers.

 Merchandisers are responsible for the total order and shipment.

Introduction to Garment Manufacturing

 Garment manufacturing is an assembly- oriented activity with a great

range of raw materials, product types, production volumes, supply
chains, retail markets and associated technologies.

 Companies range from small family business to multinationals.

 The clothing industry is labour intensive industry.

Departments in garment manufacturing unit

Process flow in garment manufacturing unit

 MERCHANDISING DEPARTMENT

Process flow in merchandising department

Responsibilities of a merchandiser

Fashion forecasting is a global career that focuses on upcoming

trends. A fashion forecaster predicts the colors, fabrics, textures, materials,
prints, graphics, beauty/grooming, accessories, footwear, street style, and
other styles that will be presented on the runway and in the stores for the
upcoming seasons. The concept applies to not one, but all levels of the
fashion industry including haute couture, ready-to-wear, mass market, and
street wear. Trend forecasting is an overall process that focuses on other
industries such as automobiles, medicine, food and beverages, literature, and
home furnishings. Fashion forecasters are responsible for attracting
consumers and helping retail businesses and designers sell their brands.
Today, fashion industry workers rely on the Internet to retrieve information
on new looks, hot colors, celebrity wardrobes, and designer collections.

1. Short-term forecasting:

Short-term forecasting focuses on current events both domestically

and internationally as well as pop culture in order to identify possible trends
that can be communicated to the customer through the seasonal color palette,
fabric, and silhouette stories. It gives fashion a modern twist to a classic look
that intrigues our eyes. Some important areas to follow when scanning the
environment are: current events, art, sports, science and technology. Short-
term forecasting can also be considered fad forecasting.
2. Long-term forecasting:

Long-term forecasting is the process of analyzing and evaluating

trends that can be identified by scanning a variety of sources for information.
It is a fashion which lasts over two years. When scanning the market and the
consumers, fashion forecasters must follow demographics of certain areas,
both urban and suburban, as well as examine the impact on retail and its
consumers due to the economy, political system, environment, and culture.
Long-term forecasting seeks to identify: major changes in international and
domestic demographics, shifts in the fashion industry along with market
structures, consumer expectations, values, and impulsion to buy, new
developments in technology and science, and shifts in the economic,
political, and cultural alliances between certain countries.

Product Development Process

The purpose of the product development process is to certify that the
supplier understands and adheres to the specifications established for a
specific product. Typically, a retailers objective is to provide their customers
with the highest level of quality and service at the most competitive price.
Clothing stores can meet this objective most successfully when their supplier
fully understands the product development process.
The development process is critical to ensuring customers satisfaction and
minimizing customer returns. Most retailers approach to product
development consists of a multi-step process that must be completed before
finished goods are produced. Here are a few common steps in the 1. product
development process.
2. Product Review Meeting
3. Submission of Trimming & Components
4. Fit Testing
5. Photo Samples
6. Performance Testing

1. Product Review Meeting :

Apparel buyers, merchandise managers, quality assurance personnel,

or other members of the retailers staff can schedule a product review
meeting with the supplier. This meeting should be conducted directly after
the merchandise manager approves the concept for development. The
purpose of the meeting is to review the preliminary product and package
specifications and to ensure that the supplier is aware of the companies
quality and product development procedures. The meeting should be of a
technical nature. Therefore, the supplier should bring to the meeting the
appropriate representation from their staff. Expect to discuss the
manufacturing process in detail and address any potential manufacturing
concerns or limitations in regard to manufacturing the particular item being
discussed. In this meeting, the supplier should be provided a
preliminary specification files with details of the garment that is to
be manufactured. The supplier should be requested within a short period of
time to formally acknowledge their understanding of the requirements. It is
a good idea to obtain this in writing.

2. Submission of Trimming:

Before apparel production begins, it is critical that the buyer approves

all components that will comprise the finished product. Some buyers will
require review of all trimming and others will require the approval of major
trim components only. However, others may not require to view the
thread. It is important to understand what the buying company wishes to
review prior to production. Here are a few examples of items that may need
to be submitted for review.

 Lab dips, strike offs (screen printed swatches), reeling of yarn in all
colours.

 Production fabric, knit downs, handlooms, etc. Most often required in

a large enough size to contain full pattern repeat.

 Care labels & main labels

 Clothing Components: Buttons, lace, zippers, interlinings, shoulder

pads, elastics, hangers, hangtags, price tickets, etc.

 Packaging: ASN labels, chip board, jet clips, tissue paper, polybags,
etc.

 In addition to trimming, you will most likely be required to submit Fit

Samples, pre-production garment samples, testing samples, TOP
Samples (Top of Production Samples), etc. You may also be required
to submit documents during this phase such as flammability
documents etc.

3. Fit Testing:

Some fashion companies will require fit testing as part of the product
development process. In order to ensure proper fit, steps must be taken to
evaluate the garments comfort. This process is to both monitor the
manufacturer, but also to make sure the original size
specifications developed was proper. Even if the manufacturer follows the
spec file perfectly, during the fit process the fit technician may discover that
adjustments may be needed. Some companies will conduct the fit testing on
live fit models and others will do the testing in fit forms (mannequins). The
merchandisers should advise the supplier regarding which size garments
they wish to review for fit. Some companies will review only one size, and
others like to review the smallest and largest size. For example, if
production will be ordered in a scale including small thru double XL, they
may require one sample in size small and one in XXL for the fit review.
Again, the retailer (or company purchasing your product), should advise you
regarding the sizes they require for review.

4. Photo Samples:

Some retailers will require photo samples. These samples are utilized
for developing catalogs or advertising. Photo samples typically do not
require all final trimming such as brand labels, but the outside appearance of
the garment must be in correct silhouette and color. The photos must
represent exactly what the finished product will look like when shipped (the
outside visual appearance; does not need price tickets, hangers, (etc.).

Unfortunately, retailers can not wait for bulk production samples

because catalog photos and advertising photos are needed far before the
finished garments are ready to ship from the factory. Again, not all retailers
need photography samples. By the way, some companies use digital fabric
printing to make samples more quickly if they have an urgent photo shoot
pending.

5. Performance Testing:
 This is a very important aspect of the product development process.
All products developed must pass performance testing requirements. It is
the suppliers responsibility to ensure that all products produced meet or
exceed the buyers performance standards. Before entering into an
agreement to manufacturer apparel, be certain to fully understand the quality
standard requirements requested by your buyers. It is normal practice to
have both fabric and garments tested before product is delivered. Typically,
the testing is done at a third party testing facility such as SGS,ITS, etc.
Often times the buyer is the one to assign the testing lab. Some times the
retailer (buyer) will submit the garments for testing. However, often the
buyer will require that the supplier submits the fabric and garments directly
to the testing laboratory and then provide them with copies of the test
results. Testing will be done prior to production and after final production is
complete. Many retailers will also do surprise testing on garments after they
arrive into the stores. This technique is used to discourage suppliers from
submitting garments for testing that are not actually the same quality as final
production.

SAMPLING DEPARTMENT

Responsibilities of sampling department

 Getting clarifications about style details from merchandiser.

 Checking pattern’s workability.

 Preparation of different samples and getting the buyer’s approval.

 Informing quality related problems, encountered during preparing
samples, to QC.

 Minimizing operations and consumption.

Types of sample prepared

SEWING DEPARTMENT

Sewing process flow

Sewing department

Sewing department

Production system: Make through system

 It is the traditional method of manufacture in which an operator

makes right through

one garment at a time.

Sewing department

Production system: Conventional bundle system

 Sewing machines are arranged in lines.

 The work flows from the central (store) area to the first machine, from
the first machine back to the store, and then on to the next machine,
and so forth.

 A distributor stationed at the store is responsible for receiving and

dispatching the work.

 The work in progress is in the form of bundles.

 These bundles may be put on to a tray, a box, or a bag, or the garment

parts may be wrapped and tied.

Production system: Clump system

 A worker collects a clump of materials from the worktable and carries

out the first operation.
  After he has completed his part of the work, he returns it to the table.

 A worker for the second operation then continues the work and so on.

 The process is ' collection - work -return' continues until the whole
garment has been assembled.

Production system: Progressive bundle system

 Sewing operations are laid out in sequence.

 Each operator receives a bundle, does his work, reties the bundle and
passes it to the next operator.

 There is a storage facility such as rack, bin or table for storing the
inter-process work between each operation.

 The work is routed by means of tickets.

 This system is the most widely used system in the garment industry
today. It is used in shirt factories, jeans factories, jacket factories, etc.
Production system: Flexible flow system

 A section of sewing operators, each with a supply of work in a rack at

the side, work at an engineered work place.

 The machines are laid out in such a way that a flow of work can be
planned using the correct number of operators in sequence.

 For style A garments, the work distributed after operation 1 can be

distributed to the two operators performing operation 2. On
completion, the work from both workers is then sent to operator 3.
After operation 3, the work is continued by the two operators
performing operation 4 and so on.

 When a new style is to be loaded on to the system, the number of

operators needed for each operation must be planned in detail to
ensure a balanced output.

Production system: Straight line system

 The manufacturing process is broken down into several operations,

which take the same time to complete.

 Groups of operators are required to handle only individual garments.

  The garment parts pass from one operator to the next, until the
garment has been completely made up by one group of operators.

 The central distribution unit may be a fixed table or a a conveyor belt

(its speed will be set to suit the cycle time).

Production system: Synchro flow system

 Garment parts of the same size and color are processed separately.

 Different garment parts can be processed simultaneously for

assembling.

 At the same time, collars, sleeves, cuffs, pockets, etc., from other lines
also go down a central line.

 The different garment parts are then processed together to form

completed garments.
Production system: Unit production system

 A unit production system (UPS) is a computer-controlled production

line.

 It is a type of line layout that uses an overhead transport system to

move individual units from work-station to work station for assembly.

 All the parts for a single garment are advanced through the production
line together by means of a hanging carrier that travels along an
overhead conveyor.

 Production operations are completed without removing the parts from

the carrier.

 Automated materials handling replaces the traditional system of

bundling, tying and untying, and manually moving garment parts.

 Electronic data can be collected from workstations, which provides

payroll and inventory data, immediate tracking of styles, and costing
and performance data for prompt decision.
Production system: Modular manufacturing system

 Modular manufacturing groups operators into teams, or modules.

 The team works on one/a few garment at a time instead of a bundle of

garments.

 The operators stand /sit at their stations and rotate to different

machines as they work, becoming familiar with multiple steps in
producing the garment.
 RETAIL MERCHANDISING

MANAGEMENT PROCESS

MERCHANDISE & MERCHANDISING

The various types of goods that can be bought and sold for profit

or

The wholesale purchase & retail sale of goods for profit

or

The stock of goods in a store

The activity of promoting the sale of goods & services at retail.

 Merchandising means "planning involved in marketing the right
merchandise or service at the right place, at the right time, in the right
quantities, and at the right price."

WHO IS A MERCHANT ?

 A wholesaler or retailer who buy goods from various sources for

resale to anyone and everyone for profit. A Merchant is held to a
higher standard of duty of care than a non-merchant because he
is deemed to have expert knowledge about the goods he deals in.

MERCHANDISING MANAGEMENT

Merchandising management is the science of evaluating human

behavior and buying habits in order to determine the best way to stock,
display, and sell goods at retail stores.

It is a process where in you arrange a group of products that highlights

those that you want to sell fast or those that you want people to get noticed.

Therefore the increased visibility and appeal of products leads to

increase in sale ability . It includes product packaging, placement, promotion
etc.

Example : The ice-filled tubs of soda, next to the cash register at the
convenience store on a hot summer's day -- a merchandise manager
determined that more product would be sold by doing it.
BASIS OF RETAIL MERCHANDISING

 Merchandising management is the key activity in managing the retail

business

 The primary function of retailing is to sell merchandise

 Merchandising mgmt can be termed as planning, buying, & the selling

of merchandise

RETAIL MERCHANDISING MGMT PROCESS

 Retail merchandising management process involves analysis,

planning, acquisition, handling and control of merchandise
investments of a retail operation.

 ANALYSIS : The retailers must be able to correctly identify their

customers before they can ascertain consumer desires & requirements
for making a good buying decision

 PLANNING : It is more important because merchandise to be sold in

future must be bought now. It involves marketing the right
merchandise at right place at right price in right quantities at right
time.

 ACQUISITION : It is because the merchandise needs to be procured

from others, either distributors or manufacturers.

 HANDLING : It involves to see where merchandise is needed and to

be sold in a proper condition.
  CONTROLLING : It is required since the function of merchandising
involves spending money. So it is necessary to control the amount
spent in this process.

RETAIL MERCHANDISING

MERCHANDISING

 Termed as the planning, buying and selling of merchandise

 It is an integral part of retailing and is also one of he most challenging

functions

 Retailers often say, “GOODS WELL BOUGHT ARE HALF SOLD”.

MERCHANDISE MANAGEMENT

 Termed as the analysis, planning, acquisition, handling and control of

merchandise investment of retail operation

ANALYSIS

 Analysis is required because a retailer needs to understand the needs

and wants of his target audience

PLANNING

 It is necessary to plan since the merchandise to be sold in future must

be bought in advance

ACQUISITION
  Merchandise to be sold in retail store, needs to be procured from
others – either from distributors or manufacturers

HANDLING

 It is necessary to determine where merchandise is needed and ensure

that the merchandise reaches the required stores at he right time and
the right condition

CONTROL

 As the function of retailing involves spending money for acquiring of

products, it necessary to control the amount of money spent of buying

Process of merchandise management includes

 the developing of strategies to ensure that the right product

 Is bought at the right price

 Is available at he right place

 At the right time

 In the right amount

 In order o satisfy he needs of the target customer

No one in retail can avoid any contact with merchandising activities

Merchandising is the day-to-day business of all retailers

As inventory is sold, new stocks need to be purchased, displayed and sold

Hence merchandising is often said to be at the core of retail management

RETAIL MERCHANDISING

Factors affecting the merchandising functions

 Merchandising does not function in isolation

 It is affected by various factors, like

 The size of the retail organization

 The type of store

 The merchandise to be carried and

 The organization structure

The size of the retail organization

 Function of retailing varies depending on the size of retail business

 Needs of an independent retailer varies considerably from those of

large chain operation

 In case of a single store the owner or manager assisted by the sales

person may perform he buying function

 As the single store grows in terms of business functional

departmentalization may occur and number of persons involved in
buying process may increase
  In case of a chain store, the buying process may be centralized or
decentralized geographically depending on the organization

 The buyer for a chain store may have a fair amount of say in buying
price, as quantities are much larger than the single store

 As chain store exists across regions and at times, across nations, buyer
has to keep regional preferences in mind

The type of store

 The buying for a mail order catalogue or for direct marketing or for an
e-tail venture would be completely different

 Mail order buyer needs to plan well in advance, as the production of

catalogues takes a long time

 In addition the large variety of merchandise needs a fair amount of

market works

 Buyers for an e-tail venture need to have a clear understanding of the

type of product that consumers would buy on the net

 Very often in direct marketing or in e-tail ventures, it is the uniqueness

of the product or the competitive price, which makes the difference

 Thus the nature of the organization is an important factor affecting the

function of merchandising

The merchandize to be carried out

 It largely determines the responsibilities of the retailer

  The buying for basic merchandise is different from that of fashion
merchandise

 This is primarily because these products are always in demand

 Examples of basics : white shirts in clothing or items like pulses, oil

etc.

 Fashion products are those that may sell very well in one season or
year and may not be in demand in the next season

 Fads are products which have a smaller life cycle, and when sales are
very high initially, the demand also dies down soon

 Merchandiser handling fashion products will need to spend more time

in the market

 He will also need to be aware of the fashion forecasts and trends in

international markets

The organization structure

 The organization structure that the retail organization adopts, also

affects the merchandising function

 Some organizations may demarcate the role of the buyer and the role
of the merchandiser as separate functions

 While in smaller organization, one person may carry out all the duties

FUNCTIONS OF A MERCHANDISE MANAGER

  The merchandise manager is responsible for particular lines of
merchandise

 In a department store there may be separate merchandise managers

 Men’s wear, women’s wear, children’s wear etc.

 They would be in charge of a group of buyers and their basic duties

could be divided into four areas : planning, directing, coordinating and
controlling

PLANNING

 Merchandise managers formulate the policies for the areas for which
they are responsible

 Forecasting the sales for the forthcoming budget period is required

 This involves the estimating of the consumer demand and the impact
of the changes occurring in retail environment

 The sales forecasts are then translated into budgets , to help the buyers
within the financial guidelines

DIRECTING

 Guiding and training buyers as and when the need arises, is also a
function of he merchandise manager

 Many a times, the buyers have to be guided to take additional

markdowns for products which may not be doing too well in stores
  Inspiring commitment and performance on the part of the buyer is
necessary

COORDINATING

 Usually, merchandise managers supervise the work of more than one

buyer

 Hence they need to coordinate the buying efforts in terms of how well
it fits in

 with the store’s image and

 with the other products being bought by other buyers

CONTROLLING

 Assessing not only the merchandise performance, but also the buyer’s
performance, is a part of the merchandise manager’s job

 Buying performance may be evaluated on the basis of the net sales,

mark up percentages maintained, markdown percentages, the gross
margin percentages and the stock turn

 This is necessary to provide control and maintain high performance

results

MERCHANDISE PLANNING

 Analysis is the starting point of merchandise planning

 The person who is to take buying decisions for retail organization,

must be aware of the consumer’s needs and wants
  An understanding of the consumer buying process is necessary

 A clear understanding is also necessary as to what products are

actually selling and where

 Information is obtained from the sales record

 Interaction with he sales staff also provides valuable insights as to

what product is selling

 Surveys , magazines and trade publications also provide external

source of information

 The information thus gathered needs to be analyzed

 The analysis forms the basis of sales forecast

 The first stage in merchandise planning is sales forecast

STAGE I : DEVELOPING SALES FORECAST

 Forecast may be made by the merchandiser , based on targets given

by the top management

 Sales forecast is the first step in determining the inventory needs of

the product or category

 Forecasts are typically developed to answer the following questions:

 How much of each product needs to be purchased?

 Should new products be added to the merchandise assortment?

 What price should be charged for the product?

  A sales forecast is usually made for a specific period of time, this may
be weeks or a season or a year

 The person who is to make forecasts for the product group or

category needs to be aware of

 The changes in tastes and attitudes of consumers

 The size of the target market

 And the changes in their spending pattern

PROCESS OF DEVELOPING SALES FORECASTS

1. Reviewing past sales

 Review of past sales is necessary

 It helps establish a pattern or trend in sales figures

 Sales of the past year for a period will give an indication of the sales
in the current year for the same

2. Analyzing the changes in economic conditions

 Necessary to consider the changes happening in he economic front

 It has a direct link consumer spending patterns

 Economic slowdowns, increase in unemployment levels, etc. all effect

business

3. Analyzing the changes in the sales potential

  It is now necessary to relate the demographic changes in the market to
that of the store and the products to be sold

PROCESS OF DEVELOPING SALES FORECASTS

4. Analyzing the changes in the marketing strategies of the retail

organization and the competition

 For forecasting sales the marketing strategy to be adopted by the

organization and that of the competition is to be considered

 Is there any line of merchandise to be introduced ?

 Any new store to be opened?

 An existing store to be renovated?

 All the above factors need to be taken into consideration

5. Creating the sales forecast

 After considering he above mentioned points an estimate of the

projected increase in the sales is arrived at

 This is then applied to the various products/categories to arrive at he

projected sales figures

STAGE II : DETERMINING THE MERCHANDISE REQUIREMENT

Planning in merchandising is at two levels

 The creation of the merchandise budget, and

 The assortment plan

There are two methods of developing the merchandise plan

 Top down planning, and

 Bottom up planning

 In top down planning , op management works on the sales plan and

passes it down to the merchandising team

 In bottom up planning , the individual department managers work on

the estimated sales projections

 The are then added to arrive at the total sales figures

STAGE II : DETERMINING THE MERCHANDISE REQUIREMENT

After the sales forecasting has been completed, the inventory levels need to
be

planned

 The merchandise budget is the first stage in the planning of

merchandise

 It is a financial plan

 It indicates how much to invest in product inventories, stated in

monetary terms

The merchandise budget usually comprises five parts:

 The sales plan: how much of each product needs to be sold

department wise
 division wise or store wise

 The stock support plan, which tells us how much inventory or stock, is
needed to achieve those sales

 The planned reductions, which may need to be made in case the

product does not sell

 The planned purchase levels, ie., the quantity of each product that
needs to be procured from he market

 The gross margins that the department, division or store contributes to

the overall profitability of he company

METHODS OF INVENTORY PLANNING

Any one of the four methods given below can be used for planning

the inventory levels needed

 The Basis Stock Method

 The percentage variation Method

 The Weeks’s Supply Method

 The Stock/Sales Ratio Method

1. The Basic Stock Method

 This method is used when the retailer believes that it is necessary to

have a given level of inventory on hand at all times
  Basic stock is the minimum amount of inventory that needs to be
maintained for a product, category or store, even during times of low
sales

Basic Stock = Average stock for the season – average monthly sales

for the season where

Average monthly sales for the season = Total planned sales for the season

Number of months in the season

Average stock for the season = Total planed sales for the season

Estimated Inventory Turnover Rate for the season

Beginning of Month (BOM) stock = Planned Monthly Sales + Basic Stock

Illustration : Using the basic stock method, calculate BOM inventory for
the

month of January, given the following information

Planned sales for January : 30,000

Average monthly sales : 25,000

Average monthly inventory : 40,000

Basic stock = 40,000 – 25,000 = 15,000

BOM stock = 30,000 + 15,000 = 45,000

2. The Percentage Variation Method

  This method is used when the stock turnover rate is more than six
times a year

 The basic premise is that this method of inventory planning is that

inventory levels should reflect the actual sales

 It is calculated as under :

BOM Stock = Avg stock for the season x ½ [ 1 + (Planned Sales for the
month /

Avg monthly sales)]

Illustration: Using the Percentage Variation Method, calculate the BOM

inventory for the month of January, given the following information

Planned sales for the month of January : 30,000

Average monthly sales : 25,000

Average monthly inventory : 40,000

BOM Stock = Avg stock for the season x ½ [ 1 + (Planned Sales for the
month /

Avg monthly sales)]

BOM stock = 40,000 x ½ [1 + 30,000/ 25,000)]

= 40,000 x ½ (1 + 1.2)

= 40,000 x ½ x 2.2

= 40,000 x 1.1
 = 44,000

3. Stock to Sales Ratio Method

 This method is very easy to use, but it requires the Retailer les ratio.

 It involves the maintaining of the inventory levels at a specific ratio to

the sales

 This ratio tells he retailer how much inventory is needed at the

beginning of the month, to support the month’s estimated sales

Stock-Sales ratio = Value of Inventory / Actual sales

Planned BOM inventory = Stock-Sales Ratio x Planned Sales

Illustration: Using the ales Ratio Method, calculate the BOM inventory for
the month of January, given the following information

Stock to sales Ratio = 1.4

Planned sales for the month of January : 20,000

Planned BOM inventory = 1.4 x 20,000

= 28,000

Stock Turnover Rate

 An effective measure of the speed with which products or

merchandise moves in and out of a retail store for a given period

 It is a measure of efficiency and is usually calculated for a period, of

six months or a year
  It is calculated using the following formula

Planned Sales (for a period)

---------------------------------------------------- = Stock turnover

Planned average Inventory (for the period)

 The stock turnover rate is a measure of efficiency

 Every department usually has its own stock turnover rate as different
merchandise need different speeds of selling

 From the management’s perspective, the stock turnover indicates the

level of capital usage ie.

 Turning money into inventory, inventory into money and then

repeating the process again
 VISUAL MERCHANDISING

VISUAL MEANING

Relating to the sense of sight.

MERCHANDISING MEANING

Merchandising is a marketing practice in which the brand or image

from one product or service is used to sell another

 Coordination of physical elements in place of business, so that its

project the right image to its customers

 Change a “passive looker into active buyers”

 Responsible for total merchandise

 Overall business image

 Placements of design elements

 It is the activity and profession of developing the floor plans and three

dimensional displays in order to maximize their sales

  The display of products which makes them appealing and attractive

 It utilizes displays, colors, lighting ,smells and sounds

PURPOSE OF VISUAL MERCHANDISING

 The purpose is to attract ,engage, motivate the customers towards

making a purchase

 Both goods and services can be displayed to highlight their features

and benefits

PRINCIPLES OF VISUAL MERCHANDISING

 Make it easier for the customer to locate the desired category and
merchandise

 Make it easier to self select

 Make it possible to coordinate and accessorize

 Educate about the product in an effective and creative way

 Make proper arrangements in such a way to increase the sale of

unsought goods

IMPORTANCE OF VISUAL MERCHANDISING

 Purposes are to sell products and promote store image

  Should always try to be different, new, and creative

 Change a “passive looker” into an “active buyer”

 Enhances brand image

 Generates impulse sales

 Overall business image

VISUAL MERCHANDISINGSUCCESS FACTORS

ERRORS TO AVOID IN VISUAL MERCHANDISING

 Too much signage

 Confusing traffic patterns

 Too much propping

 Disconnection between exterior window and store contents

 Poor lighting

 No point of view

 Inconsistency in visual executions

OBJECTIVES OF A GOOD STORE DESIGN

Design should:

 be consistent with image and strategy

 positively influence consumer behavior

 consider costs versus value

 be flexible

 recognize the needs of the disabled – The Americans with

Disabilities Act

OBJECTIVES OF THE STORE ENVIRONMENT

 Get customers into the store (store image)

 Serves a critical role in the store selection process

 Important criteria include cleanliness, labeled prices, accurate

and pleasant checkout clerks, and well-stocked shelves

 The store itself makes the most significant and last impression

 Once they are inside the store, convert them into customers
buying merchandise (space productivity)

 The more merchandise customers are exposed to that is

presented in an orderly manner, the more they tend to buy
APPAREL WALL PRESENTATION OF THE MERCHANDISE

INCORRECT

Fashion apparel wall presentation.

In the correct example, formal balance is achieved by creating a

mirror image of garment on both sides of a center line. This does not occur
in the incorrect example

INCORRECT

In this, Informal balance is achieved because an equal amount of

space is filled on either side of a centre line.

This does not occur in the incorrect example.

MERCHANDISE PRESENTATION

 The ways goods are hung, placed on shelves, or otherwise made

available to customers

 Shoulder-out

 Only one side shows

 Face-forward

 Hanging garment so full front faces viewer

METHODS OF DISPLAY

 Shelving

 Hanging

 folding

 Pegging

 Dumping

DISPLAYED MERCHANDISE

 Should be current

 Represent styles and lines

 Should be well stocked

  In demand

 New (inform customers of what is available)

 Encourage additional purchases

 Promote current theme

 Look good on display

ELEMENTS IN VISUAL MERCHANDISING

1. STORE FRONT

The exterior of a business.

It includes:

 Signs

 Marquee

 Entrances

 Window Display

SIGNS

 There are four different types of signs are:

1.Promotional Signs
 2.Location signs

3.Institutional signs

4.Informational signs

PROMOTIONAL SIGNS

 For off-price events or specials.

LOCATION SIGNS

 For direction to specific departments

INSTITUTIONAL SIGNS

 Signs for the store policies

INFORMATIONAL SIGNS

 For product related benefits/ features/ prices etc.

MARQUEE
  The sign that is used to display the store name

ENTRANCES

 Designed with customer convenience and store security in mind.

 There are several types of entrances each portraying a certain image

TYPES OF ENTRANCES

 Revolving – up scale stores

 Push-Pull – full service stores often with fancy handles

 Electronic – Self-serve stores, with carts such as Wal-Mart, Meijer,

Kroger.

 Climate Controlled – shopping malls.

WINDOW DISPLAYS

 The store’s FIRST IMPRESSION with the customer.

  Begin the selling process even before the customer enters the store.

 Suggests the type of merchandise carried in the store

TYPES OF WINDOW DISPLAYS

 Promotional – promote the sale of one or more items by using special

lighting and /or props. Skiwear with fake snow for accents

 Institutional – promote store image rather than specific items.

Designed to build customer good will, show that the business is
interested in the community

STORE INTERIOR

 Affects the store’s image

 Includes items such as:

 Floor & wall coverings

 Lighting

 Colors

 Fixtures

 It is important to create a relaxing, comfortable place for customers to

shop

 Customers shop longer & are more relaxed and spend more when they
are not pressed by crowds, delays & long lines

FLOOR AND WALL COVERINGS

LIGHTINGS

 Used to direct customer’s attention to the display and creates mood.

-Use more light for dark colors, less light for light colors .

-Beam spread; the diameter of the circle of light.

BEAM SPREAD TECHNIQUES

 Flood lightning: Ceiling lights to direct lights over an entire wide display area.

 Spot lightning: Focuses attention on specific areas or targeted items

of merchandise

 Pinpointing: focuses a narrow beam of light on a specific item

COLORS

 Color selection should be perfect.

 Help to make merchandise look more interesting.

 Color schemes help to create moods.

 Capture shoppers attention.

 Example; in Christmas displays only complementary color scheme

i.e. reds and greens are placed next to each other in setting as no other
scheme can accomplish this

STORE FIXTURES

 To make store’s wall merchandisable, wall usually covered with a skin

that is fitted with vertical columns of notches.
TYPES OF FIXTURES

 Most common types of fixtures:

 Stands

 Platforms and Elevations

 Round rack

 Bin

 T-Stand

 Four way faceout

STANDS

 Used in a variety or assortment window- from glass line to the back of

the display window

PLATFORMS AND ELEVATIONS

 Platforms or Elevations can be tables and other pieces of furniture that

can be used to raise up a mannequin, a form or arrangement of
merchandise

 Circular racks on which garments are hung around the entire

circumference

BIN
  A rimmed table or bin used to hold sale or special merchandise on the
sales floor, especially in discount operations; it has no formal
arrangement

T-STAND

 Freestanding, two-way stand in the shape of a T, that holds clothes on

hangers, sometimes with one straight Arm and one waterfall

FOUR -WAY STAND

 A fixture with four extended arms, that permits accessibility to

hanging merchandise all the way around

2. STORE LAYOUT

 The way the floor space is used to facilitate and promote sales and
best serve the customer

TYPES OF FLOOR SPACE

 Selling Space

 Merchandising Space

 Personnel Space

 Customer Space

SELLING SPACE

 Includes:

 Interior displays
  Sales demonstration areas

 Sales transaction areas

 (wrap desk)

MERCHANDISE SPACE

 Allocated to items that are kept in inventory

 Selling floor

 Stock room area

PERSONNEL SPACE

 Space for employees:

 break rooms

 lockers

 restrooms

CUSTOMER SPACE

 Comfort and convenience of customers:

 Restaurants

 Dressing rooms

 Lounges

 Restrooms
  Recreation area for children

 Stores are competing more & more in these areas

 Allocating more dollars and space for customer convenience than ever
before

 Once the floor space has been allocated, management & visual
personnel spend a lot of time planning the effective use of the space.

VISUAL DECISIONS

 What product are to go where

 Agencies – what products should be next to each other

 Where to put seasonal merchandise such as coats, swimwear and

Christmas items

 Traffic patterns

FLOOR LAYOUT

STRAIGHT FLOOR LAYOUT (GRID DESIGN)

 Best used in retail environments in which majority of customers shop

the entire store

 Can be confusing and frustrating as it is difficult to see over the

fixtures to other merchandise
  Forcing customers to back of large store may frustrate and cause them
to look elsewhere

 Most familiar examples for supermarkets and drugstores

DIAGONAL FLOOR LAYOUT

 Good store layout for self-service type retail stores

 Offers excellent visibility for cashier and customers

 Movement and traffic flow in the store is smooth

ANGULAR FLOOR LAYOUT (CURVING/LOOP –RACETRACK

DESIGN)

 Best used for high-end stores

 Curves and angles of fixtures and walls makes for more expensive
store design

 Soft angles create better traffic flow throughout the retail store

GEOMETRIC FLOOR LAYOUT (SPINE DESIGN)

 Is a suitable store design for clothing and apparel shops.

  Uses racks and fixtures to create interesting and out- of- the –
ordinary type of store design without a high cost.

MIXED FLOOR LAYOUT (FREE FLOW DESIGN)

 Incorporates the straight, diagonal and angular plans

 Helps generates the most functional store design

 Layout moves traffic towards walls and back of the store

3. MERCHANDISE DISPLAYS

 They are part of the general store interior

 Displays generate 1 out of 4 sales

 They enable the customer to make a selection without personal

assistance

KINDS OF DISPLAYS

 Closed Displays

 Open Displays

 Architectural Display

 Point-of-Purchase
  Store Decorations

CLOSED DISPLAYS

 Look but don’t touch

 Require sales person assistance

 Expensive or fragile merchandise

 Jewellery cases

OPEN DISPLAY

 Handle merchandise without a salesperson

 Self-service

 Used for most clothing

ARCHITECTURAL DISPLAYS

 Actual room setting

 Furniture

POINT-OF-PURCHASE

 Promote impulse buying

 Items at the register

 Batteries

 Candy
  Magazines

STORE DECORATIONS

 Decorations for holidays such as Christmas, Halloween and

Valentine’s Day

 Interior displays use fixtures and props to showcase merchandise

 Props are generally classified as decorative or functional

PROPS

 Objects added that support the theme of the display

TYPES OF PROPS

 Functional Props - practical items for holding merchandise such as

mannequins and shirt forms

 Decorative Props -Only purpose is to enhance merchandise. Items

such as trees, tables, cars.

 Structural Props -used to support functional and decorative props

and change the physical makeup of displays. (boxes, rods, stands,
stairways, etc)

FUNCTIONAL PROPS
DECORATIVE PROPS

STRUCTURAL PROPS
IMPORTANCE OF INTERIOR DISPLAYS

 Show the customer what’s new

 Show customer how to put together a total look

 A good display helps create multiple sales

 Customers want to look like the display

 Customers want you to show them what to wear

INTERIOR DISPLAYS

 Often convey a common theme through out the store

 Animal prints, patriotic theme

 Used to tell a color story

 The large display in a store including the mannequins & wall displays
are usually set up by visual department
  Small table displays and fixture top displays are usually set up &
maintained by the individual department staff

 It is important to change departmental displays frequently

INTERIOR DISPLAY LOCATIONS

 Should be chosen to maximize merchandise exposure

 Just inside store entrance

 At entrances to departments

 Near cash/wrap counter

 Next to related items

 By elevators and escalators

 Open-to-mall areas

WHEN TO CHANGE THE DISPLAYS?

 When new merchandise comes in

 Just to change around the pieces of a group that has been on the floor
for awhile

 Gives the group a new look

 The same customers walk through your department every week – you
want it to look fresh
  You want to give them a reason to buy

WHAT TO USE FOR SUCCESSFUL DISPLAYS?

 Mannequins

 Alternatives to mannequins

 Fixtures

 Props

TYPES OF MANNEQUINS

 Realistic

 Semi realistic

 Abstract

 Semi-abstract

 Headless

 REALISTIC MANNEQUIN

Resembles the everyday person rather than a movie star.

 SEMI REALISTIC
Is like realistic mannequin,

But its makeup is more

Decorative and stylized.

ABSTRACT

Is concerned with creating an overall effect rather than reproducing natural

lines and proportions.

Features such as elbows, fingernails are rarely indicated.

SEMI ABSTRACT

Is more stylized than the

semi-realistic mannequin and its feature may be

painted or suggested rather than defined.

HEADLESS:

Has a full-size or

Semi-realistic body with Arms and legs but no Head.

It offers no personality or image.

ALTERNATIVES TO MANNEQUINS

 Three quarter forms

 Articulated artist’s figures

 Dress forms and suit forms

 Drapers

 Hangers

 Lay down techniques

 Pin up techniques

 Flying techniques

THREE-QUARTER FORMS:

Representation of a part of the Human anatomy, such as the Torso, the bust
or the area from Shoulder to waist or from hips to ankles.

ARTICULATED ARTIST’S FIGURES

based on small wooden miniatures used by artists and designers to get

correct proportions and poses for figure drawing when live model is not
available
DRESS FORMS AND SUIT FORMS

INFLATABLES

Are life-sized “balloons”

That stimulate parts of The human anatomy.

Most resembles the

Lower half of the body And is used to show jeans and pants.

DRAPER
Was a simple, uncomplicated and often underused alternative to mannequin

HANGERS

Simple hanger can be an alternative to the mannequin. Hangers can either

be hung by invisible wire from a ceiling grid or it can be hung from a look
that extends from a wall or panel.
PINUP TECHNIQUES

Makes use of a panel, wall Or some vertical surface onto which a Garment
can be pinned, shaped and Dimensional zed.

LAY-DOWN TECHNIQUE

Involves the folding, pleating and placement of garment next to garment

or accessories next to featured garment.

FLYING TECHNIQUES

merchandise is pulled, Stretched or pulled the garment into abstract Shapes

that present an angular and crisp presentation.

ATMOSPHERICS

 The design of an environment via:

 visual communications

 lighting

 color

 sound

 scent
  To stimulate customers’ perceptual and emotional responses and
ultimately influence their purchase behavior

VISUAL COMMUNICATIONS

 Name, logo and retail identity

 Institutional signage

 Directional, departmental and category signage

 Point-of-Sale (POS) Signage

 Lifestyle Graphics

 Coordinate signs and graphics with store’s image

 Inform the customer

 Use signs and graphics as props

 Keep signs and graphics fresh

 Limit sign copy

 Use appropriate typefaces on signs

 Create theatrical effects

SOUND AND SCENT

 Sound

 Music viewed as valuable marketing tool

 Often customized to customer demographics - AIE

 Can use volume and tempo for crowd control

 Scent

 Smell has a large impact on our emotions

 Victoria Secret, The Magic Kingdom, The Knot Shop

 Can be administered through time release atomizers or via

fragrance-soaked pellets placed on light fixtures
Fashion merchandising: time and action calendar

Introduction:

Time and Action (TNA) calendar is one of the most important tools for managing a
project. In garment manufacturing each order is not less than a project to a merchant
because from order receiving to completion of an order it involves a number of tasks of
various timelines and utilization of various resources. Like number of processes, lot of
people are also involved to accomplish an order. Similarly each order is unique in terms
of process and time demand. So, a detailed plan with well-defined responsibility is must
in order to complete each order to get completed on time.A time and action calendar
defines the ideal date/time period within which the major activities of an order should
occur against a scheduled delivery window.

TNA in Garment Industry

Time and Action Calendar or TNA, a popular tool used in apparel manufacturing industry
is a technique for tracking and following up of important milestones in preproduction
processes to ensure timely delivery within stipulated delivery date. Garment pre-
production and merchandising functions are characterized by people in an organization
doing multiple activities. While some of the activities are dependent and follow each
other, a few others are independent. Every garment company takes enormous care during
the planning of an order. Every little detail is interwoven into the planning system.
Making a TNA Calendar is not just entering activity names and duration in tabular forms;
it is also about scientifically working-out the activity duration, logically determining the
preceding and succeeding activities. Time and action calendar consist of the short term
and long term plans so carefully laid out.

A time and action calendar is a most effective communication tool that proves it to be
useful to this task. The chart consists of time frames listed for every action planned
(major ones) and these actions need to be earned out on time. The purpose of TNA is to
cross check at frequent intervals, say, once a week, whether the planning is being
executed satisfactorily. The more frequent the checks, the easier it is to correct deviations.
TNA is especially useful when a buyer wants to know the status of execution of an order.

Structure of TNA
Normally merchandisers prepare a plan of the order in a spreadsheet by listing down the
key processes in first column and planned date of action for each process in the next
column. This planning sheet is popularly known as time and action calendar (TNA). Once
TNA calendar is made, then it can be easy for merchandiser list down their daily ‘to do
list’ and taking it one by one. As per TNA schedule processes can be executed on timely
basis to track whether an order is on track or it will get delayed.

In order to make TNA below mentioned information must be available

– Process flow of an order with the list of task which need to be performed

– Production capacity of cutting, sewing, washing and finishing

– For sewing – batch wise and product wise capacity (production per day per batch)

– Lead time of activities, e.g. raw material lead time, sampling lead time, etc.

– Shipment date or planned ex-factory date

Normally TNA does not depend on fabric used in merchandise like woven or knits. TNA
is largely depends on the particular process flow of an order, machine requirement and
available production capacity. In TNA planned cutting date (PCD) and ex-factory date
these are the two most critical dates.

Sample TNA for formal shirt manufacturing order:

The TNA derived by assuming the order of 10000 pieces of formal shirts, made out of
100% cotton, plain woven solid dyed fabric, with embroidery logo on it. The order is for
SS 2013, delivery date 1stMarch 2013, shipment at New York-USA.
Importance of TNA

The importance of TNA can be summarized.

1. It helps to streamline the pre-production activities.

2. Easy understanding of order processing.
3. Clear understanding of timelines given by buyer.
4. It gives the clear idea about the minor or sub activities that need to perform
during order processing at different level.
5. TNA gives the idea about the status of running order and talks about delay or
deviation, if any
6. TNA gives the dates at which raw material need to be sourced, in a way it
helps to optimize the inventory.
7. TNA also reduces the risk of delivery delay.

Factors need to be considered while preparing TNA:

1. Production capacity of plant

2. Style type of merchandise
3. Festivals of manufacturing country
4. Holidays
5. Shipment details
6. Festivals of country from where raw material is imported
7. Logistics facilities
8. Lead time estimated by buyer
9. Style complications
10. Fabric and trims manufacturing complications
11. Buffer required from each department
12. Political stability of the country
13. Flexibility of freight forwarder
14. Response time from buyer at different stages
 15. Lead times of various activities like L/C payment, custom clearance, etc
16. Cut off dates for shipments

Importance of key activities in TNA

1. Sampling:

Sampling is the most crucial task and hence need to plan in TNA very carefully, some
sampling stages are very important so any deviation or delay in that will affect the whole
TNA.

Proto sample: The submission of proto sample totally depends upon buyers enquiry
date. Any delay in proto submission or approval will affect order conformation date,
which will subsequently affect the submission of fabric development and fit sample, as
without proto approval it’s impossible to proceed further. In sample TNA it is shown that
the planned proto submission date is 09-06-2012 and planned approval date is 27-06-
2012, i.e. 15 working days are kept for proto sample approval.
Fit sample: After approval of proto sample manufacturer starts working on fit sample,
that needs to submit exactly at planned date. Any delay in fit sample submission will
cause the delay in P.O., size set sample submission. Fit sample must submit within 45
days of proto approval as to get the sample of bulk fabric it takes 20-25 working days to
get in-house; hence after approval of proto sample i.e. on 27-06-2012, the planned fit
sample submission date is 27-07-2012. Sometimes fabric suppliers are nominated by
buyer or buyer will supply the fabric in either case it may not take more time. Hence, in
time and action calendar approximate 1 month gap is shown between proto sample
approval and fit sample submission. Buyer must give the comments on fit sample within
7 days. Any delay from buyer side will directly affect the further process. To make fit
sample process to complete within time period, the planned approval date for fit is 22-08-
2012 i.e. 21 days or 3 weeks is kept deliberately between first fit submission and
approval, in order to accommodate failures and re submissions of fit sample.

AD/Photo shoot/Salesman sample: These samples are generally submitted parallel with
fit sample. The same period is allotted to salesman sample i.e. 21 working days in TNA.
These samples mainly used for advertising or for visual merchandising or by sales man to
collect the order from retailers; hence from buyer’s perspective, timely submission of
these samples is very important. Order size mainly depends on this sample and any delay
or quality issue in sample can reduce the order size. Sometimes buyer may ask more
number of samples e.g. 100 pieces, in that case merchandiser must keep in mind the
capacity of sampling room, time required to complete the demand of buyer, style
complexity and buyers submission date while making the TNA.
Size-set sample: This stage of sampling is most important, without size set approval bulk
fabric for production should not be cut in order to accommodate any changes by the
buyer in the bulk production. So, any delay in size set sample will directly affect PCD
and subsequently affect the shipment date. Size set sample need to submit with actual
bulk fabric, hence for timely submission of size set sample merchandiser should make
sure that all bulk fabric should be in-house well in advance of size set submission date.
To avoid the delay, as soon as bulk trims and fabrics are get in-house within 3 days size-
set sample can be produced and submitted to buyer for approval. As per TNA, in table no.
2, planned submission date of the size-set sample is on 08-10-2012 and expected
approval is on 25-10-2012 i.e.15 working days are kept for completion of size set sample
approval process.

GPT sample: Before submission of PP sample it is very necessary that Garment

Performance Test should be cleared from buyer. This sample sent to either third party
inspection or in-house testing lab. While preparing the TNA merchandiser must keep in
mind that test results should get approved from buyer well in advance of PP meeting. For
approval of GPT 20 days are kept in TNA to deal with any delay in the process. Further,
to avoid the delay in submission of PP sample and PCD, GPT is happening along with
Size-set sample i.e. from 08-10-2012 to 30-10-2012.

Pilot-run: Before going for actual production pilot run is carried out, in order to see the
complications in actual production and to give the sufficient time for learning curve of
operator on sewing floor. In TNA preparation one day is kept for pilot run for smoother
and uninterrupted production. As soon as first few lots are cut, make sure that they will
immediately send for embroidery. Hence cut panels are available on time for pilot run. In
sample TNA PCD is on 31-10-2012 while pilot run is planned on 03-11-2012, i.e. one
day gap is kept for embroidery of cut panels for pilot run. Pilot run can be conducted
before or after PP Meeting.

Pre-production (PP) meeting and sample: Preproduction meeting is very necessary

part of any export order processing; hence merchandiser keeps one day only conducting
PP meeting, in order to discuss the expected difficulties during production. Any delay in
this meeting or if more obstacles are there to solve in production will directly affect the
PCD and ultimately results in shipment delay.

PP sample need to submit within 10 days after approval of size-set and GPT samples. As
without approval of PP sample production should not start.To maintain the PCD
merchandiser should be very careful while preparation of TNA for PP sample. PP sample
is normally pooled out from pilot-run, hence submission date for PP sample is 03-11-
2012 and approval date is 12-11-2012 i.e. 6 working days gap is kept for PP sample.

Top of production sample: As soon as production starts and first few pieces are come
out of line TOP sample need to submit to buyer. It’s very crucial stage where
merchandiser must keep in mind that by any reason TOP sample get rejected then
production end date is going to be delayed. This can straight way affects the shipment
date. In sample TNA, it is shown that sample is submitted on 17-11-2012 and planned
approval date is 21-11-2-12.
2. Fabric and trim sourcing:

Fabric and trim sourcing is very time consuming process which includes desk loom and
lab-dip approvals, trim and art work approval, FPT approval. The fabric sourcing itself
will take lead time of 30-60 days depending upon type of fabric. For yarn dyed fabric it
takes approx. 45 day, for piece dyed fabric it take approx. 30 days and for fibre dyed
fabric it takes approx. 55-60 days. In sample TNA, it is assumed that fabric used is solid
dyed hence 30 days lead time is considered while preparing the TNA, trims also takes the
approximate 30-45 days depending upon from where trims are getting sourced. Hence
while designing the TNA for sourcing the following activities need to keep in mind.

Fabric approvals: With approval of proto sample, merchandiser needs to submit lab-dip
for colour conformation. Lab-dip approval itself is a long process, as development of
shade and submission itself will take 10-15 working days for one attempt, hence for after
15 days of proto approval Lab dip is submitted. Hence while preparing the TNA
merchandiser must keep in mind that, complexity of shade, buyer’s specification etc. any
delay in lab-dip submission will end up with fabric production delay, which will results in
delay in; Size-set sample submission. Hence to avoid the delay in TNA 30 working days
buffer is kept from submission date i.e. 14-07-2012 to planned approval date i.e.20-08-
2012.

Trims and art work: Trims and their art work are other important factors of sourcing
department after fabric. Timely approval of trims is very necessary. Trim production and
shipment is also time consuming process, especially if it is imported, hence while
preparing the TNA 25 working days buffer is kept between submission date i.e.14-07-
2012and approval date13-08-2012.

Fabric Performance Test (FPT): Before fit sample submission date FPT report must be
approved by buyer, as fit sample submitted in similar fabric. As without approval of FPT
fabric supplier can’t ship the fabric to garment manufacturer. Any delay in FPT
submission in will cause in fit sample submission and may show impact on fabric in-
house date which will subsequently affect the size-set submission date.

3. Production

The most crucial part of any TNA is actual production. While preparing the TNA for
production following activities need to consider.
Planned Cut Date: The most important date for both sourcing and merchandising
department. Most of the time, TNA is prepared by keeping PCD in mind. To achieve the
PCD on time sourcing department plays important role, as lead time of trims and fabric
production and availability for garment production is controlled by this department.
While preparing the TNA expected lead time and sufficient buffer should keep for
sourcing.

As there is embroidery included on cut panels, hence after cutting the cut panels need to
send for embroidery. Considering that embroidery is in-house then 6 working days after
PCD to complete the embroidery need to be consider in TNA. If embroidery is
outsourced then accordingly more number of days can be included in TNA.
In some merchandise, washing, printing is required hence merchandiser need to take care
of the lead time requirement for the same including necessary buffer.

Productions start and end date: These two dates are purely depends upon shipment
date and production capacity. As soon as PCD is achieved the production should start
immediately after pilot run and approval of PP Sample. Any deviation in this date will
subsequently affect the TOP sample submission date and shipment date. Number of days
required for production is decided by capacity allocated to that particular merchandise or
number of days of available for actual shipment. For mentioned sample TNA, following
assumptions were made while calculating the number of days required completing the
production.

Assumptions:
No. of pieces= 10000
SAM of garment= 28.5 min
No. of M/c= 50
Efficiency = 45%
The calculation for production days can be shown as:

So, if 25 working days needs for production, then production will start on 15-11-2012
and it will end on 15-12-2012, if only one sewing line of 50 machines is allocated for
10000 pieces.

Finishing and packing: As finishing and packing is equally important, hence as soon as
first lot comes out of production, finishing and packing get started. This can be started
parallel along with production. In sample TNA, 17-11-2012 is a starting date of finishing
and packing, while 18-12-2012 is end date. 3 days buffer is kept deliberately between
production date and finishing packing completion date to avoid any consequences.
Apart from these main activities, following constraints merchandiser should keep in mind
while preparing the TNA for production.

1. Actual shipment date

2. Efficiency of production line
3. Style complications
4. Operators skills
5. Start-up loss
6. Learning curve of line
7. Finishing and packing capacity
8. Availability of alternate operators for absenteeism

Any delay in production will directly leads to shipment delay hence for actual production
proper buffer should be allocated in TNA.

Critical Path method for TNA preparation:

Fashion merchandising is a much complicated network of linier and non-linier activities

to perform. Activities performed are interdependent and need of synchronization between
succeeding and preceding activities to make a non-linear process network. The longest
chain of activities considering task dependencies is called critical path. It is a common
practice industry to list activities from order receipt to delivery in linear sequence and
assigning time duration to each activity by backward planning, which is wrong as the
activities are never linear since there are lot of parallel activities. Therefore, the sequence
of activities should be drawn either as PERT network or Gantt chart format.

Even though most of the users are aware of the term ‘critical path method’ (CPM), CPM
may be elaborated as ‘critical’ means ‘possibility of non-conformance is higher’ as per
previous experience; some even link ‘critical’ with cost involving that activity.
Everybody select ‘critical’ activities hypothetically based on intuition or previous
experience or buyer’s milestones and no one actually makes PERT network of activities
and then arrive at CPM.
It was found that in majority of the cases the buyer specifies target dates of key activities
and based on those target dates the manufacturing organization creates their own TNA
adding buffer days (to ensure that buyer target dates are not missed). It was also a
common practice to have two TNA: one with few main important activities (also called
milestone activities) that are suggested by the buyer, and another one with more number
of in-between micro activities (in-house activities) to exercise control over macro
activities PERT network or Gantt chart should be mandatory prepared to decide upon
which all activities should be there in TNA calendar. Merchandiser must prepare either
and the resultant critical path should be the activity chain for TNA calendar, all activities
falling in critical path are critical activities. Critical activities should always be on focus,
a single minute delay in any of the critical activities may lead to final shipment delay.

Conclusion:

Garments manufacturing is not a business of ‘One Man Show’ rather it is a Team-Work

where lot of people, organizations, suppliers, buyer, sub-contractors and manufacturers
are involved. Moreover, all tasks have to be accomplished with in a given time frame to
ship out the garments on time. Buyer will not accept any delay in the garments delivery
and if the garments cannot be shipped out on time then there will be good possibility that
buyer may cancel the order or may ask for air shipment or Buyer may ask for discount.
To avoid all such adverse situation merchandiser need to do proper planning to execute
any order.

TNA is most important activity for timely shipment. If any merchandiser is able to follow
the TNA properly then it will be not a big challenge to ship the garments on schedule.
TNA for any production unit is summery of sampling, sourcing and production activities
and their sub activities. Merchandiser generally makes the TNA on the basis of lead time
mentioned by buyer, shipment date negotiation, order quantity, production capacity. The
milestones and key/critical activities dates are mentioned by buyer while other in-house
activities need to manage by merchandiser by keeping many things in mind. With the
help of TNA merchandisers can ensures satisfaction of each and every step with constant
follow ups and in shortest cycle time possible. Rapidly changing trends of the fashion
industry is making merchandising activities more complicated and so TNA. Merchandiser
has to prepare good and flexible TNA by keeping all facts and facets in mind. If used
effectively, a good TNA can help factory to meet production and shipment deadlines,
increase inventory turns, improve customer service, and enhance profits.