Kairos Krimson Pvt. Ltd.

(Long Industry attachment)

UGFLBM-A (2015-2018)

Project Report on

MODULE NAME: ‘Long Industry Attachment’

Submitted by: Anushka Singh

UG-FLBM SECTION-A
2015-2018

Submitted on: 28TH April 2017

Submitted to:
Mr. Bhaskar Das
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DECLARATION
This is to certify that Project Report titled “Kairos Krimson”, submitted by the
student mentioned below, in partial fulfilment of the requirement for the award of
degree in UG - Fashion and Lifestyle Business Management, is my original work
and due acknowledgment has been made in the text to all other material used.

Date: ____________

Name of student:

Anushka Singh _________________

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ACKNOWLEDGEMENT
I am thankful to my classmates for continuous support extended towards the result-
oriented approach for the completion of this project.

I am extremely thankful and pay my gratitude to Mr. Bhaskar Das whose

contribution in stimulating suggestions and encouragement helped me to
coordinate my project especially in writing this report.

A special thanks to Kairos Krimson’s merchandisers and Vice president Mrs.

Rachna Bhutani for giving an insight into the working structure of the company. I
extend my gratitude to Pearl Academy of Fashion, New Delhi for giving me this
opportunity.

Lastly, it is a genuine pleasure to express my deep thanks and gratitude to my

parents and friends for their constant love and encouragement. Their persistent
cooperation and support accompanied me throughout this journey.
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CHAPTER 1:

1. Overview of the Buying House: KAIROS KRIMSON PRIVATE LIMITED

1.1. About Kairos Krimson

Kairos Krimson is a boutique buying agency started by Aarti Bartholomew 30 years ago with
representation of US retailer Pier1. Since its establishment in 1986, Kairos Krimson has become
a key player in sourcing products out of India. Through the years, Kairos Krimson has achieved a
reputation of being a service-oriented company, emphasizing on the product development,
right sourcing and timely execution for the international home market.

Specialized in all home categories, with special emphasize on home textiles and home
decorative products, it provides clients with highly focused and customized solutions in both
areas. Through proactive thinking and diligence, Kairos Krimson is providing product
development, quality control and logistics services to its customers.
(Source: HR krimson, 2017)

1.2 Company Structure

Kairos Krimson has four offices across India, head office is in New Delhi and three field offices in
key production centres. There are 106 people in the company split across functions. Kairos
Krimson’s departments are structured to contend with the needs of customers in all home
products from any part of India. The key departments are:

 Design
 Merchandising
 Quality & Compliance
 Logistics
 Packaging
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1.3 To be a merchandiser with Kairos Krimson, one should have a complete knowledge of
the software: DOCS and KOMS. A proper training of these two softwares is given at
the joining of the firm. All the work of the buying house is done with the help of these
two softwares.

 DOCS is a software made by Pier1. All the three parties has access to it; the
buyer, the merchandiser and the vendor.

[Fig. 1]
Source: docs.pier1.com
 KOMS is software of Pier1 and only the merchandisers at Pier1 has
access to it.
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[Fig. 2]
Source: krimson-oms.com

1.4 Product Lines & Customers

Kairos Krimson sources products right from fashion accessories to accent furniture from India.
The product coverage is quiet diverse as well as has good depth of vendors catering all business
segments be it retailers, wholesalers, catalogues or designers.

1.5 Customers – Pier1 Imports (USA)

1.6 Policies
 Policy on Appointment
 Policy on Joining Formalities
 Policy on Work Timing and Weekly Holidays
 Policy on Probation & Confirmation and Notice Period
 Policy on Transfer, Resignation, Retirement & Termination
 Policy on Full & Final Settlements
 Leave Policy
 Compensation Policy
 Policy on Reimbursement & Business Expenses
 Computer Policy
 Code of Conduct
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 Confidentiality Agreement
 Policy on Workplace Violence
 Policy on Sexual Harassment
 Policy on Misconduct
(Source: HR krimson, 2017)

2. Environment analysis: Process Culture

Kairos Krimson follows process culture. This type of office culture provides a set of
regulations and procedures that the employees follow. It’s different than the
normative culture as the regulations are not a bullet-pointed list of do’s and don’ts so
much as it is an ideology that the employees adhere to. Employees know what they
are getting into when they sign-up and are often self-starters. The employees are not
micro-managed and they rarely are given performance reviews. If they are given
reviews it’s annually and it’s to assess their work on a large scale, their aspirations
within the company and potentially a discussion about salary. (Sponaugle, 2014)

3. Kairos Krimson only caters to Pier1.

3.1 Marketing mix for Pier1:

a) Product mix:

Pier1 offers an eclectic selection of home goods from countries around the world.

The Merchandise
Pier1 merchandise assortment ranges from home accessories such as candles, vases and
picture frames to full-sized, upholstered furniture, hand-carved armoires, large-scale vases and
eclectic wall decor.

From initial product development to store display, Pier 1 Imports merchandise makes a long
and interesting journey. The process begins with the buyers, who import goods from many
countries around the world.

All merchandise is carefully selected in order to offer customers exclusive, one-of-a-kind

products that reflect excellent quality at a great value. The buyers also work with designers
abroad and with Pier 1 Imports’ Trend and Product Development team to create the
proprietary designs found in stores.
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The Trend and Product Development team focuses on forecasting merchandise trends and
developing product design. Pier 1 Imports’ Visual Merchandising team works to create
merchandise displays that appeal to Pier 1 Imports customers through easy-to-navigate store
layouts and idea-generating vignettes.
(Source: Pier1.com, 2017)

1. OUTDOOR:
 Patio Furniture
 Sectionals
 Chairs
 Papasans, Swingasans & Sunasans
 Coffee & Accent Tables
 Patio Furniture Collections
[Fig. 3] Source: pier1com
 Patio Furniture Sets
 Cushions & Pillows
 Dining Furniture
 Patio Umbrellas
 Dinnerware & Entertaining
 Patio & Garden Decor

2. FURNITURE
 Living Room [Fig. 4] Source: pier1com
 Home Office
 Dining Room & Kitchen
 Entryway & Mudroom
 Papasans & Swingasans
 Bedroom
 Outdoor Furniture

3. RUGS AND CURTAINS:

 Rugs
 Rug Pads
 Curtains [Fig. 5] Source: pier1com
 Curtain Rods & Hardware

4. DINING AND ENTERTAINING

 Dinnerware
 Serveware
 Flatware & Serving Utensils

[Fig. 6] Source: pier1com

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 Glassware & Bar

 Canisters & Kitchen Accessories
 Table Linens & Accessories
 Outdoor Dinnerware
 Dining Furniture

5. PILLOWS AND CUSHIONS:

 Pillows
 Throws & Blankets
 Cushions [Fig. 7] Source: pier1com
 Bean Bags & Poufs

6. BED AND BATH

 Bedding
 Decorative Pillows
 Throws & Blankets
 Bath
 Hampers & Laundry Baskets
 Bedroom Furniture
[Fig. 8] Source: pier1com
7. DÉCOR:
 Mirrors
 Seasonal Decor
 Decor & Accessories
 Floral & Plants
 Outdoor Decor
 Baskets & Storage

8. LIGHTING AND CANDLES:

Lighting
 Table Lamps [Fig. 9] Source: pier1com
 Floor Lamps
 Lamp Shades
 Pendants & Ceiling Lights
 Lanterns
 Decorative & String Lights
 Glimmer Strings®
Candles & Candle Holders
 Candle Holders

[Fig. 10] Source: pier1com

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 Candles
 LED & Flameless Candles

9. FRAGRANCES
(Source: Pier1.com, 2017)
b) PRICE: [Fig. 11] Source: pier1com

Pier1 product price ranges from low to high. DEPT 450- BARWARE
ACCESSORIES.

Pier 1 products study basis on retail price: Dining and entertaining

 Wine glasses- Min retail price: $2.98, Max retail price: $16.00
 Tumblers- Min retail price: $3.98, Max retail price: $24.95
 Cocktail and beer glasses- Min price: $6.95, Max retail price: $67. 80
 Mugs-Min retail price: $4.00, Max retail price: 39.95
 Bar tools and accessories- Min retail price: $9.95, Max retail price: $69.95
 Pitchers, Decanters, Dispensers- Min retail price: $19.95, Max retail price: $79.98
 Coasters- Min retail: $3.50, Max retail price: $14.95
 Wine racks- Min retail price: $16.95, Max retail price: $69.95

CUSTOMER PO GROWTH COMPARISON FOR DEPT 450- BARWARE ACCESSORIES:

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c) PLACE:

Pier 1 Imports operates more than 1,000 Pier 1 Imports stores in North America today,
including stores in all 50 states and across Canada. Pier 1 Imports also offers products at select
Sears de Mexico “boutique locations” in Mexico. Each store team is comprised of
knowledgeable, friendly associates led by experienced management eager to help all of our
customers with their home décor needs. Currently, we employ approximately 23,000 people
worldwide. (Source: Pier1.com, 2017)

[Fig. 12]
Source: slideshare.com

d) PROMOTION:
Promotional strategies offered by Pier1.
Pier1 rewards:
 College student receive 15% discount on showing student id
 E-newsletters and mobile marketing
 Pier1 catalogue
 High in store sales and seasonal promotions up to 50%
e) PACKAGING

The Brand Packaging Team is responsible for ensuring that packaging and labeling in stores
meets all U.S. and Canadian regulations. Brand Packaging is also responsible for providing
accurate, useful, and interesting information to our customers as well as ensuring brand
consistency throughout the store. Pier 1 Imports does not accept substandard packaging
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The Brand Packaging Team’s group mailbox is BrandPackaging@pier1.com. This email is used
for all communication relating to Packaging, including:

 Approval on Pier 1 Imports template brand packaging hangtags, labels, etc.

 Submission of dielines for new packaging that will be created or modified by Pier 1
Imports’ Packaging Team
 Preliminary questions regarding new packaging that will be created by Pier 1 Imports’
Packaging Team.
 Pre-production sample/Final sample approvals
 Packaging costs
 French translations
 Any additional comments or questions for the Brand Packaging Team.
The vendor is responsible for accuracy of text content (including any weights, ingredients,
etc.), warning statement requirements, and U.S. and Canadian packaging regulations. It is
also the vendor’s responsibility to ensure there are no toxins used in the manufacturing or
printing of packaging or labeling produced for Pier 1 Imports. Penalties for incorrect or
mislabeled merchandise, not following procedures, printing packaging before receiving
approval, using substandard packaging, etc., will be enforced by the Vendor Claims
department. (Source: Pier1.com, 2017)

[Fig. 13]
Source: docs.pier1.com
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[Fig. 14]
Source: docs.pier1.com

f) POSITIONING

However, Pier 1 has developed a position where the brand is known for being moderate quality
at a moderate price. The choice of competitor strongly influences how Pier 1 ranks in terms of a
cheapest retailer.

When Pier 1 is compared to Crate & Barrel, Pier 1 ranks higher because Crate & Barrel focuses
on providing high-quality timeless more expensive pieces, with just a few less expensive pieces
that are seasonal in nature.

Pier 1 imports ranks as above par, In order to be a best retailer, stores need to be experts in
the products they carry, passionate about sharing their expertise, and sell customers on the
latest – most fashionable products. The retailer needs to have strong organizational structure,
distribution systems, strategic product timing, and sophisticated promotional strategies.
(Source: slideshare.com, 2015)

g) PEOPLE

Code of Vendor Conduct

Compliance with Laws

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Vendors must comply with all applicable national and/or local laws and regulations which
govern their operations, including, those governing labor, health, safety, the environment,
corruption and bribery.

Employment

No Child Labor: Vendors will not use child labor. A "child" refers to a person under the
minimum age for employment established by local law, or the age at which compulsory school
has ended, whichever is greater, but in no case under the age of 14.

Voluntary Labor: All labor must be voluntary. Forced, bonded, prison, or indentured labor is not
allowed. Workers must be allowed to maintain control over their identity documents.

No Harassment or Coercion: Each worker will be treated with dignity and respect. Corporal
punishment, threats of violence or other forms of physical, sexual, psychological or verbal
harassment, intimidation, or abuse will not be used.

Association: Vendors must respect the right of workers to choose whether to lawfully and
peacefully form or join associations of their choosing, as allowed by local law.

Nondiscrimination: Workers should be hired on the basis of their ability and qualification to do
the job, and not on the basis of personal characteristics or beliefs. Vendors will not, in violation
of applicable local law, discriminate with regard to hiring and employment practices on the
basis of race, religion, age, nationality, social or ethnic origin, gender, sexual orientation,
political opinion or disability.

Wages and Benefits: Vendors must compensate all workers with wages, overtime premiums,
and benefits that meet or exceed applicable local law, local industry standards, or collective
agreements, whichever are higher.

Hours of Work/Overtime: Vendors will maintain reasonable employee work hours in

compliance with applicable law, provide workers with rest periods and ensure that working
hours consistent with applicable law are not excessive. Generally, workers should not be
scheduled for more than forty-eight (48) regular hours per week and 12 hours overtime. Except
for extraordinary business circumstances, workers should be permitted to at least one (1) day
off in every seven (7) day period, or the rest period required by applicable law if greater than
one (1) day a week.

Health and Safety: Vendors will provide workers with a safe and healthy workplace in
compliance with applicable law, ensuring at a minimum, reasonable access to potable water
and sanitary facilities, fire safety, and adequate lighting and ventilation.
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Environment

Applicable laws regarding protection and preservation of the environment in the vendor's
country should be complied with. All input materials and components must be obtained from
permissible sources as allowed by applicable law.

Supply Chain

Vendors will comply with and adhere to the applicable supply chain security criteria contained
in the US Customs and Border Protection's "Customs – Trade Partnership Against Terrorism" (C-
TPAT) Program or the equivalent criteria contained in an applicable World Customs
Organization accredited security program. C-TPAT Guidelines are available on the Connect
Portal for review by Vendors.

Anti-Corruption

Vendors must comply with and adhere to the local laws and regulations concerning bribery,
corruption, or unethical practices whether in dealings with public officials or individuals in the
private sector.

Monitoring, Documentation and Compliance

Vendors will permit Pier 1 Imports and its designated representatives to engage in the
assessment of vendor activities to confirm compliance with this Code of Vendor Conduct,
including unannounced onsite inspections of production facilities, reviews of books and records
relating to labor matters, and private interviews with workers. Vendors will maintain on site all
documentation that may be needed to demonstrate compliance with this Code of Vendor
Conduct.

Communication of Standards

Vendors will take appropriate steps to ensure that the provisions of this Code of Vendor
Conduct are communicated to workers, and any subcontractor, and its workers, including the
prominent posting of a copy of this Code of Vendor Conduct, in the local language and in a
place readily accessible to all such workers, at all times.

 Pier1 offer flexible work schedules, competitive pay and benefits, and a 25% associate
discount that starts immediately upon hire. It provides opportunities for the growth and
development of their valued associates.
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 Customer Relations associates bring the Pier 1 Imports brand to life by providing
outstanding service, support and online shopping assistance to our customers. They
understand customers’ concerns and are able to overcome service challenges to achieve
customer satisfaction. They help customers make purchases and quickly identify other
customer service opportunities. By engaging our customers via several channels—
phone, email, social media and live chat—Customer Relations associates surprise and
delight our customers, helping them reflect the diversity of their personalities and
styles. (Source: Pier1.com, 2017)

4. SWOT FOR PIER1:

Strengths:
 Handcrafted products
 Diverse selection of unique
imported global items.
 Online customers have options
of in store pickups.
Opportunities:
 New target audience
 Improved customer service
 E-commerce platform: enhance
and engage
Weaknesses:
 Low customer in-store presence
 Perception that products are
high priced
 No established brand identity in
products
 Less control over products
quality from other countries.
Threats:
 Competitive home furnishings
market
 Improved customer service by
others.
 Narrow target audience
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CHAPTER 2:

1. Rationale

Internship program really offers an excellent chance to introduce with the environment of a
particular organization and every intern gets the chance to match his or her theoretical
knowledge with the real life scenario. During this program, I will also be able to expand and
filter my theoretical knowledge gained during my first three semesters at Pearl Academy. This
curriculum also offers an exciting opportunity to experience and learn merchandising process,
sample approvals, production processes, vendor management, organizational structures, buyer
management, etc which will bridge the gap between theoretical and real practical experience.
An ideal consideration among theory and practice is vital in the context of contemporary
business world. Therefore the Pearl academy arranges the internship program.

This initiative brings students closer to the business theory and practical and thereby helps
them to substantiate their knowledge so that they can prepare themselves to start a productive
and successful career. As I am a student of Fashion Lifestyle and Business management and I’m
more inclined towards merchandising, that’s why I wanted to do my internship in a well
renowned and recognized buying house, Thereby, I’m doing my internship at Kairos Krimson
Pvt. Ltd. in the Merchandising Department under the supervision of Mrs. Rachna Bhutani
Malhotra.

The internship aims to allow me to fast track my career and give me a job experience before I
actually get a job. It’ll help me gain exposure to real-world problems and issues that perhaps
are not found in textbooks. The internship furthermore helps me to practice the skills needed
to be better equipped for future goals and cultivate adaptability and creativity in a dynamic
world.

It will also facilitate the development of professional contacts. These contacts may be able to
help me in the future by acting as a reference for another company, or assist me in securing
full-time employment within the company.

Internships are designed to be learning experiences for students, so not only do I get to
participate in multiple tasks, but I am given the hands-on training and feedback that would
empower me to leave my internship with the confidence to tackle any task at my next job.

2. Project Scope:
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During the internship I’m getting many opportunities to visit various vendor factories, supervise
production process, checking buyer samples with counter samples and a lot more which is done
in a buying house. Internship is my first opportunity to apply my knowledge to the real world.
The experience will not only help me to develop the skills needed to work in the industry;
working on real projects for a real organization will also give me the interpersonal skills that I
need to work effectively with others — and confidence in my own abilities, and help me
identify problems faced by a merchandiser and a buying house in dealing with the buyers and
the vendors. It will allow me to work on projects from start to finish and give me a more in-
depth experience of an organization. It will also help me decide if a particular career or area is
or isn’t for me, and narrow down the (often long) list of careers that I am interested in.

3. Problem Statement:
 Merchandisers determine what the store/buyer buys and in what assortments -- sizes,
colors and styles, for example -- and sets prices. They collaborate with colleagues from
the buying, marketing and logistics departments, and pitch their proposals before the
buyers. They’re in constant touch with the vendors before the buyer visits for new
product developments according to the buyers taste and preferences. Externally, they
negotiate purchase orders with suppliers and manufacturers. Keeping all parties
informed on the status of each phase of each product line's development, and avoiding
miscommunication that could result in costly errors, can be daunting.
 The problem they face is that when the buyer visits the vendor factories, sometimes the
new developments are not yet made and the buyer has to only see the old products or
products in developments. This way the buyer visit goes waste and a lot of time of the
buyer is wasted.

 Multiple projects along different stages involving different buyers and vendors across
the globe make juggling account details a time management challenge for
merchandisers. Coordinating sourcing decisions, production deadlines and finished-
product deliveries with development of visual and sales playbooks and marketing
promotions for each line of merchandise to ensure in-store availability on a specific
often tests a merchandiser's organizational skills.
 Merchandisers leave their fingerprints on a store's profit and loss statement: Their
decisions on which shipment could be realized and which shipment to be put on hold
depending upon the variations from approved samples determines profitability.
Products that may not be delivered on time or products not being up to the mark,
means lost sales and could push shoppers to competitors. Accurate forecasting and cost
analyses are critical and challenging, especially as millions of dollars may be at stake.
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 The main problem the merchandiser faces is meeting the shipment deadlines.
The merchandiser has to be in constant touch with the vendors to keep them
updated about the cancel dates. They have to keep in mind that the shipment
reaches on time so that it can be on shelves according to the planned season so
that none of the parties (vendor and buyer) loses on profits.

 Sometimes there is also a delay in shipment of PP samples. As most the vendors

are located in Murdabad and Jodhpur, they have to send the samples from these
places to Delhi head office for approval so that they can shipped to the buyer. At
times there is some variation or defects in the PP samples sent by the vendor as
compared to the counter samples so the samples are sent back to factory to be
corrected or the merchandisers asks them to make new samples. This way a lot
time is wasted and shipment of PP samples is delayed.

 The merchandisers face problems with the vendors during the buyer-vendor
meetings as the vendors are from small towns like Moradabad, the vendors
hesitate and find it difficult to communicate with the buyers and sometimes they
may over say something or provide the information not needed.

4. Project Objectives:

The objective of the project is to develop the concept about various aspects of the
merchandising department, success and marketing process of the buying house. To understand
and analyze the various concepts of marketing, standardized export policies and rules,
organizational network, various types of approaches to production processes, decision making
in stable and unstable situation, problems faced by a merchandiser, how to improve the quality
of products and the production process which will enrich my experience for my future career.

5. Methodology

This part talks about the methodology of this study. Methodology defines how we go through
all the processes of research and how we proceed on. Here includes the steps of conducting
research and the explanation of the sources of data. So, for describing it the part has
highlighted the time period was required to conduct the study.

 Primary data- I have collected all the primary data by conducting focus group discussions
within the buying house and self observation.
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 Secondary data- On the other hand, the secondary sources which refer the published journals,
articles, internet, and books and so on are used by me for extra information which has
enhanced my knowledge on the topic. (Sakib, 2013)

6. Limitations

In every program or activities, one has to face numerous constraints. During preparing the
report, I’m also facing some limitations. These areas are-

 The main limitation of the study is the collection of information, because most of the
information is confidential. Kairos Krimson cannot provide me all information related to
the report because it has to maintain the privacy of the company, which can’t be
exposed to short term interns or outsiders. That’s why I have to rely on the provided
data.
 Time constraint is also a biggest challenge for preparing the report given by the
organization because besides preparing the report as an intern I have to work like an
employee.
 Due to narrow down scope this report may not provide the whole picture.
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CHAPTER 3:

Project Proposal: Training program manual for Vendors to prepare them for attending Buyers
Meet.

1. Understanding the requirement:

 Upon having an informal conversation with the merchandisers at
Krimson, I realized that some problems the merchandisers face during
the vendor-buyer meetings are as follows:
 The vendors are not dressed formally.
 Vendors hesitate in expressing their views on certain topics.
 Vendors don’t know what to say and when to say.
 Vendors usually ask the merchandisers to convey their messages or
answers to the buyers rather than directly answering buyer questions
during the meetings.

Based on the literature review and my findings and observation during my internship at Kairos
Krimson, I realized that there are no proper guidelines for the vendors to follow during the
vendor-buyer meetings. So, based upon this below is a proposed manual to guide vendors for
meetings with the buyers:

First of all, after the exchange of greetings, following things should be taken care of:

[Fig. 15]
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BODY LANGUAGE UGFLBM-A (2015-2018)

DO’S  DON’TS 
 Mirrored body language  Crossed arms
 Feet pointed toward you  Feet pointed away or constantly shifting
 Leaning in  Putting objects between them and you
 Open posture  Raised hands
 Steady eye contact  Limited eye contact
 Still hands  Fidgeting

HANDSHAKE ETIQUTTES

[Fig. 16] [Fig. 17]

Source: 123.rf.com, 2017 Source: 123.rf.com, 2017
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DRESS CODE FOR MEN UGFLBM-A (2015-2018)

DO’S  DON’TS 
Shirts: Shirts:
1. Solid color shirts 1. Solid bright pastel colors
2. Vertical pin stripes 2. Half sleeves or short sleeves
3. Full sleeves only 3. Tight fitted shirts
4. Checks patterns/ Bold stripes

Trousers: Trousers:
1. Dark colored trousers: Dark blue, dark 1. Same color trousers as of shirt
grey, dark brown and black. 2. Print or stripes on trousers
3. Jeans or Denims

Ties: Ties:

The tie’s color should be of a darker shade of the Avoid distracting patterns and colors
shirt color to continue the color theme of your shirt.

Belts and shoes: Belt and shoes:

1. Shoes and belt should be of the same 1. Pointed shoes
color. ( Black or brown) 2. Boots and sport shoes
2. Neatly polished shoes.

DRESS CODE FOR WOMEN

DO’S  DON’TS 

1. Kurti & Salwar in gentle pastel colors. 1. Glitter

2. Lights colors for lipstick and nail paint. 2. Gaudy sequins or embroidery
3. Simple earrings with no bling (preferably 3. High heels
studs)
4. Minimum make-up
5. Formal shirt and trousers
6. Skirts ( knee length)
 Kairos Krimson Pvt. Ltd.
(Long Industry attachment)
GENERAL GROOMING TIPS UGFLBM-A (2015-2018)

A clean-shaved look, complemented with

short haircut is preferred for men although
individual religious sentiments are always
taken into consideration.

[Fig. 18]
Source: tutorialspoint.com, 2017

Avoid open hair. Avoid pigtails too, as they

present an immature look. Wear hair in a
bun or a ponytail so as to not draw any
unwanted attention to your hair.

[Fig. 19]
Source: tutorialspoint.com, 2017
 Kairos Krimson Pvt. Ltd.
(Long Industry attachment)
UGFLBM-A (2015-2018)

 THINGS TO KEEP IN MIND:

BE ON TIME.
Make sure you come on time and prepare for the meeting ahead of time. You don't want to waste
anyone else's time by not being punctual as there is a saying that "Leaders need to start on time so
people can depend on that”

MAKE INTRODUCTIONS.
 If everyone doesn't know one another in the meeting room, you need to make introductions.
You should do this by starting with the person of the highest rank first.
 For example, "Ms. Greater Importance, I would like you to meet Mr. Lesser Importance."

HAVE A STRONG AGENDA.

This is part of being prepared, but you should have a good, strong agenda so that you can stay on track.
If you do get off track, you should have a strong facilitator to get you back on track.

SIT APPROPRIATELY.
If it's a sit-down meeting, you need to adjust your chair so that you're at equal height with everyone else
at the table.

SPEAK UP.
When people speak in meetings they need to speak loudly enough so that everyone hears what they're
saying. "Many men and women, especially women, do not speak loudly enough. And speaking softly is a
subtle nonverbal action that can affect your professionalism.

UNDERSTAND THE UNWRITTEN SPEAKING RULES.

It's not polite to interrupt others, but in some meetings, you have to interrupt at some point or you
won't be heard. Understand the rules so that you can have a productive meeting.

DO NOT HAVE YOUR PHONE OUT.

 A lot of people keep their phones on the table during meetings. Don't do this. Even if you aren't
looking at your phone, it can get distracting if it starts lighting up or making noises.
 Put it in your pocket, keep it on vibrate, and leave the room if you have to take the call or return
a text.

CLEAN UP AFTER YOURSELF.

This is especially true if you were drinking or eating during the meeting. You need to clean up after
yourself and leave things the way you found them.

DON'T SAVE ALL YOUR QUESTIONS FOR THE END.

Ask your questions at the appropriate time. Do not be the person who starts "asking questions and
adding stuff that doesn't need to be added" when everyone's getting ready to go.
 Kairos Krimson Pvt. Ltd.
(Long Industry attachment)
UGFLBM-A (2015-2018)

ORGANIZE YOUR MATERIALS.

 No later than two weeks before a meeting, set up a temporary file or location to organize and
set aside all information needed for this meeting.
 Make sure you include a pad and pen, samples of the selected or critical products by the buyers
and get a list of call outs that could be there in that product during the production so that the
buyer is prepared in advance.

A professional appearance is important anytime that you come in contact with the buyers. Vendors
should be well groomed and dressed appropriately for the business and for their position in particular.

CHAPTER 4: Feedback from the vendors on the manual and recommendation.

Vendor Feedback:

Vendor: The Turners lamps and lamp parts.

Location: Greater Noida.

We feel that the above said guidelines will be definitely helpful in making the meeting with the
buyers successful. Rather this would help us in all the business meetings because while in a
meeting your conduct is very important and in this manual it has been very clearly and
comprehensively explained.

Vendor: HS Exports
Location: Faridabad

We feel that the manual would be very helpful during the meetings for not only us but for our
workers too. This manual clearly states the code of conduct which would give a clear picture to
the vendors that what the buying house wants us to do.

Recommendation:
A one day briefing for all the vendors should be done at Krimson head office before the buyer
meetings.
When the vendors would have the guideline and the updated training manual before every
buyer meeting, it will give them sufficient time to prepare for the meeting according to the
manual and extra time to prepare for any discussions or decisions that will occur during the
meeting. This will also save time during the meeting. If vendors come to the meeting prepared,
less time will be spent in settling and managing things as well as answering background
information questions and more time for discussing the important issues.
 Kairos Krimson Pvt. Ltd.
(Long Industry attachment)
UGFLBM-A (2015-2018)

After the meeting is over, the training manual should be sent to all the vendors. The notes and
manual should be provided by e- mail later on but photocopied hand-outs should be given
during the meeting.

Another training manual meeting should be addressed after the buyer meetings for the
meeting process itself. The meeting should be done to discuss what the vendors did well during
the meeting and which areas are needed to improve.
 Kairos Krimson Pvt. Ltd.
(Long Industry attachment)
UGFLBM-A (2015-2018)

REFERENCING:

DOCS.PIER1, 2017. Packaging [Online] Available from:

https://docs.pier1.com/
[Accessed: 2nd Feb 2017]

DOMINI LENOIR, 2014. Positioning. [Online] [Viewed: 2nd February 2107]

Available from:https://www.slideshare.net/DominiArtis/pier-1-imports-marketing-strategy-
51649847

DOCS.PIER1, 2017 People. [Online] [Viewed: 2nd February 2017]

Available from: https://docs.pier1.com

Pier1 (2017) Product Mix: The merchandise. [Online] Available from:

http://www.pier1.com/about_us.html?icid=footer-nav-about_us
[Accessed: 1st February 2017]

PIER1, 2017 Place. [Online] [Viewed: 1st February, 2017]

Available from: http://www.pier1.com/about_us.html?icid=footer-nav-about_us

SIMON CLARK ,2012, Body language. [Online] [viewed 2nd March 2017]
Available from: http://nyintl.net/2012/12/american-business-etiquette/

SPONAUGLE, 2014 Environment Structure. [Online] [Viewed: 27th January 2017]

Available from: https://searchenginereports.net/matchtext

SAKIB, 2013 Methodology, [Online] [Viewed: 4th February 2017]

Available from:
http://dspace.bracu.ac.bd:8080/xmlui/bitstream/handle/10361/3669/09104006.pdf?sequence
=1

TUTORIAL POINT, 2015 Dress Code. [Online] [Viewed: 5th March 2017]
Available from: https://www.tutorialspoint.com/business_dress_code/quick_guide.html
 Kairos Krimson Pvt. Ltd.
(Long Industry attachment)
UGFLBM-A (2015-2018)
 Kairos Krimson Pvt. Ltd.
(Long Industry attachment)
UGFLBM-A (2015-2018)