Académique Documents
Professionnel Documents
Culture Documents
Submitted to
(Big Bazaar)
Submitted by
Ms. Shweta S. Germanwala [Batch No. 2015-17]
Ahmedabad
July, 2016
Company Certificate (On Company Letterhead)
This is to certify that Mr. Mayur D. Surti from S.R. LUTHRA INSTITUTE OF
MANAGEMENT, has carried out the research on the subject titled “
th
” at this company / organization under the supervision of Mr. R. K. Shah, from 6
th
June 2016 to 16 July, 2016. I also certify that, the above mentioned student has
carried the research work satisfactorily.
Place: - Surat
th
Date: - _________ (Any date after 16 July,2016)
________________
I, Ms. Shweta S. Germanwala, hereby declare that the report for Summer Internship
Project entitled “A Study of Consumer Image of Big Bazaar in Surat City ” is a result
of my own work and my indebtedness to other work publications, references, if any,
have been duly acknowledged.
Place: Surat
__________________
(Shweta S. Germanwala)
Institute’s Certificate
Certified that this Summer Internship Project Report Titled “A Study of Consumer
Image of Big Bazaar in Surat City” is the bonafide work of Ms. Shweta S.
Germawala (Enrollment No. 157500592024), who has carried out the research under
my supervision. I also certify further, that to the best of my knowledge the work
reported herein does not form part of any other project report or dissertation on the
basis of which a degree or award was conferred on an earlier occasion on this or any
other candidate.
Place: Surat
___________________
(Riddhish Joshi)
Asst. Professor
___________________
The research topic is study of consumer image of Big Bazaar in Surat city.
th th
From 6 June 2016 to 16 July 2016 the research has been conducted.
Firstly, Macro analysis of Retail industry has been analyzed with help of Global level,
national level, state level, PESTEL analysis. Secondly, micro analysis related to
company, its organizational structure and production has been done. Detail literature
review has been done to know the customer image of Big Bazaar.
ACKNOWLEDGEMENT
I wish to express my sincere gratitude to Mr. Samsul Raje (HR Manager) from Big
Bazaar for providing me training in this reputed organization and giving me a chance
to have the experience of actual retail operations.
I would like to thank S. R. Luthra Institute of Management for providing such kind of
opportunity.
I wish to express my sincere gratitude to Mr. Riddhish Joshi from Institute of S.R.
Luthra Institute of Management for providing me valuable guidance in project, right
from the stage of selecting the project till the stage of completion of the project.
Finally, I also express my sincere thanks to all my respondents for their co-operation
and all those people who have directly or indirectly helped me for the completion of
my project work.
This was a great experience for me and would be helpful for me towards my career
prospects.
EXECUTIVE SUMMARY
Perception is the way we all interpret our experiences. Having the right perception is
significant skill
for any effective leadership. It is
important to understand
that perception is
often portrayed through communication
in any organization be it
Big Bazaar is a chain of hypermarket in India, which caters to every family’s needs
and requirements. This retail store is a subsidiary of Future group, and is an answer
to the United States’ Wal-Mart. Big Bazaar has released the doors for the fashion
world, general merchandise like sports goods, cutlery, crockery, utensils, and home
furnishings etc. at best economical prices.
A marketing project has been undertaken to know the Consumer Image toward Big
Bazaar. For the same it is focused mainly on the Customer of Big Bazaar.
Sample Size was 160 customer of Big Bazaar. To get the responses from the
Customer method of structured questionnaire was used. The survey was limited to
Surat city only.
For data analysis of this project various charts are prepared. Using SPSS software
data analysis has been done. Chi-Square is applied to check the dependency of one
variable on other variable.
Today the consumer looks beyond price, and other factor such as quality, employees
behavior, variety have become more important. Big Bazaar is satisfying its customers
with low price, good location and variety of products.
TABLE OF CONTENTS
o
Company’s Certificate
o
Students’ Declaration
o
Institute’s
Certificate
o
Preface
o
Acknowledgement
o
Executive Summary
Sr.
Particulars
Page
No.
No.
1.
Introduction
1-5
2.
Industry Profile
a. Global
7
b. National
9
c.
State
14
d.
PESTEL
15
e.
Current trends
18
f.
Major Players
19
g. Major Offerings
25
3.
Company Profile
26
a. Company Profile
26
b. Organogram
42
c.
Divisions/ Departments
44
d. SWOT
57
e. Market Position
58
4.
Review of Literature
59-66
5.
Research Methodology
67
a. Problem Statement
67
b. Research Objective
67
c. Research Design
67
i.
Type of Design
ii.
Sampling
iii.
Data Collection
iv.
Tools for Analysis
6.
Data Analysis
68-110
7.
Findings
111
8.
Conclusions and Recommendations
112
9.
Bibliography
113
10
Annexure
119
LIST OF TABLES
Sr. No.
Table
Page
Particulars
No.
No.
1.
Top ten Retailers
2.1
8
2.
SWOT Analysis
3.1
57
3.
Cronbach’s alpha
6.1
100
4.
KMO and Barlett’s Test
6.2
101
5.
Total Variance Explained
6.3
101
6.
Rotated Component Matrix
6.4
103
7.
Factor Interpretation
6.5
104
8.
Hypothesis 1
6.6
105
9.
Hypothesis 2
6.7
106
10.
Hypothesis 3
6.8
108
LIST OF FIGURES
Sr. No.
Figure
Page
Particulars
No.
No.
1.
Factors that influence perception
1.1
3
2.
Evolution of India Retail
2.1
12
3.
3B Model of Management
3.1
30
4.
Future Group
3.2
34
5.
Big Bazaar
3.3
35
6.
Organization Structure of Big Bazaar(Operations)
3.4
42
7.
Organization Structure
3.5
43
8.
Store Hierarchy
3.6
43
9.
Line of Business
3.7
50
10.
Home Brand
3.8
53
11.
Other Brand
3.9
53
12.
Scee Plot
6.1
102
CHAPTER 1
INTRODUCTION
What is Perception?
Perception is the way we all interpret our experiences. Having the right perception is
significant
skill
for
any
effective leadership.
It is
important to
understand
that perception is
often portrayed through communication
in any organization be it
big or small and therefore, it is a pertinent tool in leadership.
Previous
experience
and
learning, attitudes and
interests, needs and
feelings, and
the current situation all affect perception.
People’s behavior is based on their perception of what reality is, not on reality itself.
Selective Perception: People selectively interpret what they see on the basis of their
interests, background, experience and attitudes.
Halo Effect: Drawing a general impressions about an individual on the basis of a
single characteristics.
Selection
The world around us is filled with an infinite number of stimuli that we might attend to,
but our brains do not have the resources to pay attention to everything. Thus, the
first step of perception is the (usually unconscious, but sometimes intentional)
decision of what to attend to. Depending on the environment, and depending on us
as individuals, we might focus on a familiar stimulus or something novel. When we
attend to one specific thing in our environment—whether it be a smell, a feeling, a
sound or something else entirely—it becomes the attended stimulus.
Organization
Interpretation
After we have attended to a stimulus, and our brains have received and organized
the information, we interpret it in a way that makes sense using our existing
information about the world. Interpretation simply means that we take the information
that we have sensed and organized, and turn it into something that we can
categorize. For instance, in the Rubin Vase illusion mentioned earlier, some
individuals will interpret the sensory information as "vase", and some will interpret it
as "faces". By putting different stimuli into categories, we can better understand and
react to the world around us.
Factors that influence Perception
Figure 1.1
Importance
Consumer Perception Basics
Marketing
Marketing describes how a company chooses what types of products and services to
offer and how it distributes, prices and promotes those products and
services. Consumer perceptions often determine the types of products and services
companies offer. Businesses create advertisements to make consumers aware of
their products and services and influence how consumers perceive those products
and services.
Branding
Considerations
Businesses often conduct market research to gain insight into consumer perceptions
and preferences. Understanding how and why consumers make
the choices they do is integral to providing products and services that will be in
demand and promoting those products and services effectively.
the same product or service in different
ways. A customer’s perception of an
offering may even deviate from what the
producer or service provider or marketer
Different customers may perceive one and had intended. This may cause serious
problems in today’s attention economy. Everybody is exposed to more and more
diverse information than ever before. It is hard enough for an offering to get a
potential customer’s attention at all. If the customer’s perception of this offering is an
unfavourable one, it probably will not get a second chance to make a better
impression.
Customer perception is dynamic. First of all, with the developing relationship between
customer and company, his perceptions of the company and its products or services
will change.
The more experience the customer accumulates, the more his perceptions will shift
from fact-based judgments to a more general meaning the whole relationship gains
for him. Over time, he puts a stronger focus on the consequence of the product or
service consumption.
Moreover, if the customers’ circumstances change, their needs and preferences often
change too. In the external environment, the offerings of competitors, with which a
customer compares a product or service will change, thus altering his perception of
the best offer around. Another point is that the public opinion towards certain issues
can change. This effect can reach from fashion trends to the public expectation of
good corporate citizenship. Shells intention to dump its Brent Spar platform into the
ocean significantly altered many customers perception of which company was worth
buying fuel from.
CHAPTER 2
INDUSTRY PROFILE
What is ‘retail’?
The word retail is, in fact, derived from the French word RETAILER, which means to
cut off a piece or break bulk. A retailer may be defined as a ‘dealer or trader who sells
goods in small quantities’ or’ one who repeats or relates’. Retailing can hence, be
considered as the last stage in the movement of goods and or services to the
consumers. But simply, any firm that sells products to the final consumer is
performing the function of retailing. It thus consists of all the activities involved in the
marketing of goods and services directly to the consumers, for their personal, family
or household use.
The past century has been witness to many changes occurring in everyday world.
Industrial and technological growth has made a significant impact on lives of
consumers. One such industry, which has made a phenomenal impact on consumer
daily lives, is retail. This industry touches their lives as end consumers, by providing
them with the products or services that they need.
Almost everything that consumer use in their daily lives including the feed they eat,
the clothes they wear, and the things they need for their homes or for themselves,
are bought from retail stores. Goods are manufactured all over the world but are
ultimately sold to them through these retail stores.
India has already proven its mettle as superpower in the area of information
technology. The retail industry offers to bloom to the same level if conductive
environment and support is provided it. India’s one billion populations make the
country the second largest in the world in terms of population which is the very basis
for successful organized retailing.
From the fact that most of the worlds successful retail stories in the developed as
well as developing countries have shaped up in small towns and villages.
Retailing is a green pasture not just for individuals or companies but also comes with
job opportunities in all aspects of the operations. Professionalisms in retail while sti ll
in its infancy does show some promising future for those keen to make a career in
this fascinating world.
2.1 Global level
Retailing is the final step in the distribution of merchandise - the last link in the
Supply Chain - connection the bulk producers of commodities to the final consumers.
Retailing covers diverse products such as foot apparels, consumer goods, financial
services and leisure.
A retailer, typically, is someone who does not affect any significant change in the
product execs breaking the bulk. He/ She is also the final stock point who makes
products or services available to the consumer whenever require. Hence, the value
proposition a retailer offers to a consumer is easy availabilities of the desired product
in the desired sizes at the desired times.
Many retailers did globalize, and some succeeded. Yet many more retailers,
especially U.S.-based retailers, struggled and failed to find the holy grail of
globalization.
Indeed, the retailing industry is littered with the charred remains of investments that
drained cash from the bottom line. Retail behemoths were humbled by poorer,
technically unsophisticated local companies that simply knew their customers better.
They were sideswiped by financial crises in such disparate locations as Argentina,
Indonesia, Russia, and Mexico. So is there still hope for retail globalization?
In the developed countries, the retail industry has developed into a full-fledged
industry where more than three-fourths of the total retail trade is done by the
organized sector. Huge retail chains like Wal-Mart, Carr four Group, Sears, K-Mart,
McDonalds, etc. have now replaced the individual small stores. Large retail formats,
with high quality ambiance and courteous, and well-trained sales staff are regular
features of these retailers.
Top Ten Retailers Worldwide
Rank
Retailer
No of
stores
Sales in FY14-15
owned
US$ Millions
1
Wall-Mart Stores Inc.
4178
$180,787
(USA)
2
Carrefour
Group
8130
$61,047
(France)
3
The Kroger Co. (USA)
3445
$49,000
4
The Home
Depot, Inc.
1134
$45,738
(USA)
5
Royal
Ahold
7150
$45,729
(Netherlands)
6
Metro AG (Germany)
2169
$44,189
7
Kmart Corporation (USA)
2105
$37,028
8
Sears, Roebuck and Co.
2231
$36,823
(USA)
9
Albertson's, Inc. (USA)
2512
$36,726
10
Target
Corporation
1307
$36,362
(USA)
(http://www2.deloitte.com/an/en/pages/aboutdeloitte/articles/consumerbusiness.html)
Broadly the organized retail sector can be divided into two segments, In-Store
Retailers, who operate fixed point-of-sale locations, located and designed to attract a
high volume of walk-in customers, and the non-store retailers, who reach out to the
customers at their homes or offices.
Apart from using the internet for communication (commonly called e-tailing), non-
store retailers did business by broadcasting of infomercials, broadcasting and
publishing of direct-response advertising publishing of traditional and electronic
catalogues, door-to-door solicitation and temporary displaying of merchandise
(stalls).
For Indian retailing, things started to change slowly in the 1980s, when India first
began opening its economy. Textiles sector (which companies like Bombay Dyeing,
Raymond's, S Kumar's and Grasim) was the first to see the emergence of retail
chains. Later on, Titan, maker of premium watches, successfully created an
organized retailing concept in India by establishing a series of elegant showrooms.
For long, these remained the only organized retailers, but the latter half of the 1990s
saw a fresh wave of entrants in the retailing business. This time around it was not the
manufacturer looking for an alternative sales channel. These were pure retailers with
no serious plans of getting into manufacturing. These entrants were in various fields,
like - Food World, Subhiksha and Nilgiris in food and FMCG; Planet M and Music
World in music, crossword and Fountainhead in books.
As of the year ending 2000 the size of the Indian organized retail industry was
estimated at around Rs. 13,000 Crore. The various segments that make up the
organized retail industry along with their size, Retail growth is already gathering
momentum and the organized retail industry is expected to grow by 30 per cent in
the next five years and is expected to touch Rs. 1,00,000 Crore in 2016. Thus, the
growth potential for the organized retailer is enormous.
Retailing in India
The Indian Retail Industry is the largest among all the industries, accounting for over
10 percent of the country’s GDP and around 8 percent of the employment. The Retail
Industry in India has come forth as one of the most dynamic and fast paced
industries with several players entering the market.
Retailing in India is gradually inching its way toward becoming the next boom
industry. The Indian Retailing Sector is at an inflexion point where the growth of
organized retailing growth in the consumption by the Indian population is going to
take a higher growth trajectory. The Indian population is witnessing a significant
change in its demographics.
Retail and real estate are the two booming sectors of India in the present times. And
if Industry experts are to be believed, the prospects of both the sectors are mutually
dependent on each other. Retail, one of India’s largest industries, has presently
emerged as one of the most dynamic and fast paced industries of our times with
several players entering the market
Retailing is the most active and attractive sector of last decade. While the retailing
industry itself has been present since ages in our country, it is only the resent past
that it has witnessed so much dynamism. The emergence of retailing in India has
more to do with the increased purchasing power of buyers, especially post-
liberalization, increase in product variety, and increase in economies of scale, with
the aid of modern supply and distribution solution.
Indian retailing today is at an interesting crossroads. The retail sales are at the
highest point in history and new technologies are improving retail productivity.
Though there are many opportunities to start a new retail business, retailers are
facing numerous challenges.
Figure 2.1
Retail Format in India
Hyper marts/supermarkets
Mom-and-pop stores
They are family owned business catering to small sections; they are individually
handled retail outlets and have a personal touch.
Departmental stores
Convenience store
Are located in residential areas with slightly higher prices goods due to convenience
offered.
Shopping Malls
The biggest form of retail in India, malls offer customer a mix of all type of product
and services including entertainment and food under a single roof.
E-Retailers
Are retailers providing online buying and selling of product and services.
Discount Stores
Vending
It is the relatively new entry, in the retail sector. Here beverages, snacks and other
small items can be bought via vending machine.
Categories Killers
Small specialty stores offer that a variety of categories. They are known as category
killer as they focus on specific categories, such as electronics and sporting goods.
This is also known as Multi Brand
Outlet or MBO’s
Specialty stores
Are retail chains dealing in specific categories are provide deep assortment.
Mumbai’s Crossword Book Store and RPG’s Music World is a couple of example.
Classifying Indian Retailers
Supermarkets
(food World)
Hypermarkets
(Big Bazaar)
Department Stores
(shopper’s Stop)
Specialty Chains
(Ikea)
Kiosks
Street Market
3. Hypermarket
Big Bazaar
Giants
Shoprite
Star
4. Department
Lifestyle
Pantaloons
Pyramids
Shoppers Stop
Trent
5. Entertainment
Fun Republic
Inox
PVR
2.3 State Level
With the recent layoffs at a city-based mall, the retail sector in Ahmedabad and in
Gujarat overall, has begun a reality check. According to industry players, retail sector
is currently witnessing reduction in sales by 30 per cent, apart from layoffs.
The industry is facing a reduction in footfalls by 40 per cent and sales by 30 per cent.
Many retailers outsource their products, especially garments where the order books
have been down.
Also, the footfalls have fallen drastically in Gujarat, especially in Ahmedabad. This
has resulted in a reduction in sales by 30 per cent. Last year, the denim major
launched its retail brand 'Dextase' which is witnessing a decline in footfalls as of now.
However, some are witnessing a steady growth in retail markets of Gujarat. Gujarat
has been a steady market, neither going up nor moving downwards. In fact, apart
from the one store in Ahmedabad which was converted into a Brand Factory outlet,
all existing stores in Gujarat are doing reasonably well, even during recession.
Talking about the current trend in the retail market, the most categories have started
showing strong trends now. Among them are fashion and merchandise as against
food, which had been strong throughout. As for categories like mobiles and furniture,
there is a still a lull but their markets have also started showing an upward trend. As
for recruitments, they happen as and when new stores open.
Experts opine that the while on one hand some retailers are facing a tough time in
Gujarat, there have been others who are still on a hiring spree. The retail scenario
has been bad this season since the number of stores have not gone up. Several
retailers have shelved lot of their plans as well. Yet, there have been others who
have been hiring for the front end which is a good sign. This is a short term
correction which was anyways expected in the retail sector. While there has been a
decline in growth by 30 per cent in the industry in Gujarat, it will take a few months
before the scenario begins to change.
2.4 PESTEL Analysis
Now, in a particular geographic region, the environment there affects the retailers in
the region in various ways. We have studied the effects under the following heads:
Political Factors
Economic Factors
Technological Factors
Environmental Factors
Legal Factors
Political Factor
With the opening up of the economy, more and more MNC's have pervaded the
Indian Business arena, through joint ventures, franchisees or even self-owned
stores. The very first MNC getting into the business was Spencer’s Government uses
regulation to prevent development of monopolies, which results in restricted
competition and fixed prices (MRTPC). Government also propounds price
competition laws and unfair trade practice laws. Retailers must understand what
rights they have in pricing merchandise, what provision they should make for
customer relations, what rights and responsibilities they possess when making a
sales, what rights their employees have and what liabilities they may face while
selling products to the consumers.
2. Economic Factor
The type of economic system (capitalism or socialism etc.) existing in a country has
a direct bearing on the potential for and the development of the retailing industry in
that country. A retailer cannot escape the effects of the factors in the macroeconomic
environment, be it domestic or global that influences the Local Market. Inflation,
unemployment, interest rates, tax levels, the GDP and the rate of real growth in GDP
(Inflation adjusted) are some aspects of the economy which a retailer must cope
with. Real growth makes more income available to people who then tend to spend
more, leading to higher sales and more profits for the retailers. However growth also
leads to higher competition in the long run. As the economy expands, higher demand
levels lead more firms into the market, trying to fulfill the consumers' needs. The
inflation (i.e. increase in price) leads to less goods being bought at higher prices. As
the retailers' cost of goods increases, they attempt to pass on this increase to the
consumers. However, it is often not possible to pass on the entire amount to the
consumer, hence resulting in cuts in the retailers’ profits.
With the increase in Purchasing Power Parity (PPP) and the disposable income of
the Indian consumer, retailing is catching up at a very fast space in the country.
3. Social Factor
The demographic trend and lifestyle patterns, of the society that a retailer intends to
serve, decide the retailer’s strategy. Traditionally, children seldom accompanied their
parents while grocery food shopping. Shopping for children was confined to that
during festivals when dresses were brought for them. But, in the present day, due to
scarcity of time, working parents prefer to spend as much time as possible with their
children and this includes their shopping hours also.
Although desired by a very low percentage of people (only 10%) yet the attribute of
an entertainment center for children has also figured in. That is to say, apart from
quality and range of products, value for money and attractive displays, the human
touch has a vital role to play. Smart, polite and courteous sales people might make
all the difference for a store, which is like any other in terms of its Product offerings.
There is also emphasis on schemes and promotions, which, as the study ratifies, do
pull customers. Further the trend is towards more convenience and flexibility in terms
of exchange/ return policies, which play a vital role in encouraging the purchase.
4. Technological Factor
Technology is probably the most dynamic change agent for the retailing industry. The
computerization of the various operations in a retail store, including inventory
management, billing and payments as well as database (of customers) management,
widespread use of bar coding, point-of-sale terminals and
Management Information System has changed the face of retailing drastically. Apart
from providing the retailers with better and timelier information about their operations,
the technology also does the job of preventing theft, promoting the store's goods and
creating a better shopping atmosphere. These can be done with the help of closed
circuit televisions, video walls, in-store video networks, kiosks and other forms of
interactive applications ranging from CD-ROMs to virtual reality to let customers
select and buy products.
They make the customer's life a lot easier by facilitating the use of developments like
credit cards. Toll free 1800 1027382 numbers have brought about a revolution in
consumer's ordering and feedback mechanisms. Emerging technologies will also
facilitate just-in-time management of certain products within the store. These trends
are already visible in the music and greeting card industries.
5. Environmental Factors
The retailers also use different forms of energy and they also become conscious
about the environmental changes. The products provided in the retail shops are
mostly grown or prepared in this environment and they are also affected with the
changing trend of environment so they can affect the health. Government imposes
Ban on use of various sprays and gases over the food products, which are sold in
these retail stores. The use of some chemicals can cause eruption of various
diseases. The retail business should follow the environmental Laws and regulations,
which are made to protect the lives of the people and ensure the rights of consumer
and employees.
6. Legal Factor
Despite the size and the phenomenal potential that exists, retailing is among the
lesser-evolved sectors of the Indian Industry. Retailing as an industry is yet to be
recognized in India. The policy environment is currently seen to be unfavorable to
organized retailing.
A strong FDI presence in retail sector is expected to not only boost the retail
scenario, but also act as a driving force in attracting FDI in upstream activities as
well. This will be more prominent in food processing and packaging industries
because many large retail chains also promote their own brands by way of backward
integration/contract manufacturing. The status of organized retailing in some South
East Asian countries that allowed FDI in retailing.
Retailing in India is still evolving and the sector is witnessing a series of experiments
across the country with new formats being tested out; the old ones tweaked around
or just discarded Retailers are also trying out smaller versions of their stores in an
attempt to reach a maximum number of consumers.
2. Store design
Irrespective of the format, the biggest challenge for organized retailing is to create an
environment that pulls in people and makes them spend more time shopping and
also increases the amount of impulse shopping.
3. Emergence of discount stores
What does Dhiraj sons at Athwagate, Star Bazar in Adajan and recent entrants like
D-Mart, Big Bazaar at Piplod, what they have in common? Their products are below
MRP. Discount stores have finally arrived in India and they are expected to
spearhead the revolution in organization retailing
To meet the challenges of organized retailing that is luring customers away from the
unorganized sector; the unorganized sector is getting organized.
25 stores in Delhi under the banner of Provision mart are joining hands to combine
monthly buying.
A lot of activity is happening in retail and though we do have may success stories,
not all ventures have been successful. Shoppers' Stop, for example, implemented JD
Edwards ERP, but could not reap much benefit due to less than optimal number of
operating locations.
High population density in the Metropolitan cities and surrounding tier I towns is
driving the geographic penetration of modern retail. Typically, firms are positioning
themselves in one or both of the segments: Lifestyle & value retailing under multiple
retail formats. Retail firms are adopting a combination of formats:-
Pantaloon
Pantaloon is one of the biggest retailers in India with more than 450 stores across
the country. Headquartered in Mumbai, it has more than 5 million sq. ft retail space
located across the country. It's growing at an enviable pace and is expected to reach
30 million sq. ft by the year 2010. In 2001, Pantaloon launched country's first
hypermarket ‘Big Bazaar’. It has the following retail segments:
E-tailing: Futurebazaar.com
Tata Group
Tata group is another major player in Indian retail industry with its subsidiary Trent,
which operates Westside and Star India Bazaar. Established in 1998,
it also acquired the largest book and music retailer in India ‘Landmark’ in 2005. Trent
owns over 4 lake sq. ft retail space across the country.
RPG Group
RPG Group
is
one of the earlier
entrants
in the Indian retail market, when it
came
into
food & grocery retailing in 1996 with its retail Food world stores. Later it
also
opened
the pharmacy and
beauty
care outlets ‘Health & Glow’.
Reliance
Reliance is one of the biggest players in Indian retail industry. More than 300
Reliance Fresh
stores and Reliance Mart are quite
popular
in the Indian
retail
market. It's
expecting its sales to reach Rs. 1,
00,000
crores
by
2016.
AV Birla Group
AV Birla Group has a strong presence in Indian apparel retailing. The brands like
Louis Philippe, Allen Solly, Van Heusen, Peter England are quite popular. It's also
investing in other segments of retail. It will invest Rs. 8000-9000 crores by 2016.
Another big player in the segment will be the Bharti group. Overhauling this part of
the supply chain will be the key to the success of any retail venture in food and
groceries segment.
Wal-Mart, the world’s largest retailer, and Bharti Enterprises have si gned a
Memorandum of Understanding (MoU) to explore business opportunities in the Indian
retail industry. This joint venture will mark the entry of Wal-Mart into the Indian
retailing industry a retail chain like Future Group’s Big Bazaar may be clocking he
ady sales (growing at 100% year- on- year), but the dozen odd shops operating in its
proximity wear a deserted look, giving a somewhat hollow ring to the much- talked-
about retail boom in the country. The key players currently operating in the Indian
retail industry includes Future Group, Trent Ltd, RPG Enterprise, Vishal Retail Ltd,
Shoppers Stop Ltd, Bata India Ltd, Provogue India Ltd, Vdeocon Appliances Ltd, ITC
Ltd, Godrej Agrovert Ltd, and DCM-Hariyah Kissan Bazaar.
Retailers ranging from Pantaloon to RPG to Piramal’s or the Tata’s are working
towards exploiting this model, perceived by consumers as more value enhancing. But
in the long run, what is most likely to succeed is a more balanced multi -format
strategy. Finally, while in the first flush of the retail boom, the elimination of traditional
intermediaries may bring windfall gains (as well as bring welcome and much-needed
relief to the producers), this source will increasingly dry out as competition intencifies
and margins come under pressure a few years down the line. What would set the
survivors apart from those who are forced to sell out or go belly-up will be
differentiators like location, value-added services (convenience), private labels and
customer loyalty programs other than price. The last, a result of retailer-manufacturer
tie-ups, state-of-the-art supply chain infrastructure, global sourcing and scale will be
a key factor. And, if experience in other markets is anything to go by, an uncanny
ability to read shifting trends.
Future Trends
Shoppers Stop has planned to invest 250 crore to open 15 new supermarkets in the
coming 3 years.
Pantaloons Retail India (PRIL) plans to invest US$ 77.88 million this fiscal to add up
to existing 2.4 million sq.ft retail spaces. PRIL intense to setup 155 Big Bazaar store
by 2016, raising its total network to 275 stores.
Timex India will open another 52 stores by march 2017 at an investment of US$ 1.3
million taking its total stores count to 120.
Emerging Areas
Some sectors that occupy a prominent position with the retail industry are:
Apparel Retail
In India the vast middle class and its almost untapped retail industry are the key
attractive forces for global retail giants wanting to enter into newer markets, which in
turn will help the retail to grow faster.
Backed by huge potential and changing lifestyles, the food and beverage retail
market is growing at a robust 30-35 per cent per year.
Pharmaceutical Retail
Driven by therapies like anti-diabetic, vitamin, anti-infectives and dermatology, it
accounted for a robust 15% growth in 2011.
With the advent of e-commerce in the retail industry, retail stores are facing stiff
competition from e-stores.
Key Challenges
Location: “Right Place, Right Choice” location is the most important ingredient for
any business that relies on customers, and is typically the prime consideration in a
consumer’s store choice. Location decision are harder to change because retailer
have to either make sustainable investment to buy and develop real estate or commit
to long term lease with developers. When formulating decision about where to locate,
the retailer must refer to the strategic plan:
Investigate alternative trading areas.
Merchandise: The primary goal of the most retailers is to sell the right kind of
merchandise and nothing is more central to the strategic thrust of the retailing firm.
Merchandising consists of activities involved in acquiring particular goods and
services and making them available at a place, time and quantity that enable the
retailer to reach its goals. Merchandising is perhaps, the most important function for
any retail organization, as it decides what finally goes on shelf of the store.
Key Element:
Target market
Product development
Channel structure
Product management
Channel management
Retailer image
Pricing: Pricing is a crucial strategic variable due to its direct relationship with a
firm’s goal and its interaction with other retailing elements. The importance of
pricing decision is growing because today’s customers are looking for good
value when they buy merchandise and services. Price is the easiest and quickest
variable to change.
Key elements:
Cost mixes
Profitability
Quality
Status
Key elements:
Public relations
Sales promotion
Customer interactions
Service delivery
Scale of Operation: Scale of operation includes all the supply chain activities,
which are carried out in the business. It is one of the challenges that Indian
retailers are facing. The cost of business operation is very high in India.
Key elements:
Advertising promotional
Sales management
Staff capability
Efficiency
Standardization
2.7 Major Offering
Big Bazaar’s offering following goods and Products-
Electronic goods
Lifestyle products
Others
CHAPTER 3
COMPANY PROFILE
Future Group
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of
India’s leading business houses with multiple businesses spanning across the
consumption space. While retail forms the core business activity of Future Group,
group subsidiaries are present in consumer finance, capital, insurance, leisure and
entertainment, brand development, retail real estate development, retail media and
logistics.
Led by its flagship enterprise, Pantaloon Retail, the group operates over 16 million
square feet of retail space in 73 cities and towns and 65 rural locations across India.
Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000
people and is listed on the Indian stock exchanges. The company follows a multi -
format retail strategy that captures almost the entire consumption basket of Indian
customers. In the lifestyle segment, the group operates Pantaloons, a fashion retail
chain and Central, a chain of seamless malls. In the value segment, its marquee
brand, Big Bazaar is a hypermarket format that combines the look, touch and feel of
Indian bazaars with the choice and convenience of modern retail.
In 2008, Big Bazaar opened its 100th store, marking the fastest ever organic
expansion of a hypermarket. The first set of Big Bazaar stores opened in 2001 in
Kolkata, Hyderabad and Bangalore.
The group’s speciality retail formats include supermarket chain – Food Bazaar,
sportswear retailer - Planet Sports, electronics retailer - eZone, home improvement
chain - Home Town and rural retail chain, Aadhaar, among others.
Future Capital Holdings, the group’s financial arm provides investment advisory to
assets worth over $1 Billion that are being invested in consumer brands and
companies, real estate, hotels and logistics. It also operates a consumer finance arm
Other group companies include, Future Generali, the group’s insurance venture in
partnership with Italy’s Generali Group, Future Brands, a brand development and
IPR company, Future Logistics, providing logistics and distribution solutions to group
companies and business partners and Future Media, a retail media initiative.
The
group’s
presence
in Leisure
&
Entertainment segment is led through,
Mumbai-based
listed
company
Galaxy
Entertainment Limited. Galaxy
leading
leisure chains,
Sports
Bar and Bowling Co. and family entertainment centres, F123.
Through its partner company, Blue Foods the
group operates around 100
restaurants
and food
courts through
brands
like Bombay Blues,
Spaghetti
Kitchen, Noodle Bar, The Spoon, Copper Chimney and Gelato.
Future
Group’s
joint
venture
partners
include, US-based
stationery
products
retailer,
Staples
and
Middle
East-based
Axiom
Communications.
The group also operates India’s leading rural retailing chain, Aadhaar that is present
in over 65 locations in rural India. Aadhaar, an agri-service cum rural retail initiative,
provides a complete solution provider for the Indian farmer.
Corporate Statements
‘Future’- the word which signifies optimism, growth, achievement, strength, beauty,
rewards and perfection. Future encourages us to explore areas yet unexplored, write
rules yet unwritten, create new opportunities and new successes. To strive for a
glorious future, it brings to us our strength, our ability to learn, unlearn and re-learn
our ability to evolve.
Future Group, will not wait for the future to unfold itself but create future scenarios in
the consumer in the consumer space and facilitate consumption because
consumption is development. Thereby, Future Group will effect socio-economic
development for their customers, employees, shareholders, associates and partners.
Future Group customers will not just get what they need, but also get them where,
how and when they need.
Future Group will not just post satisfactory results, but will create success stories.
Future Group will not just operate efficiently in the Indian economy, but will evolve it.
Future Group will not just spot trends, Future Group will set trends by marrying
customers understanding of the Indian consumer to their needs of tomorrow.
It is this understanding that has helped us succeed. And it is this that will help us
succeed in the future. And in this process, do just one thing.
Vision
“Future Group shall deliver Everything, Everywhere, Every time for Every Indian
consumer in the most profitable manner.”
Mission
Future Group share the vision and belief that their customers and stakeholders shall
be served only by creating and executing future scenarios in the consumption space
leading to economic development.
Future Group will be the trendsetters in evolving delivery formats, creating retail
realty, making consumption affordable for all customer segment- for classes and for
masses.
Future Group shall infuse Indian brand with confidence and renewed ambition.
Future Group shall be efficient, cost- conscious and committed to quality in whatever
they do.
Future Group shall ensure that their positive attitude, sincerity, humility and united
determination shall be the driving force to make successful.
Core Values
Respect & Humility: to respect every individual and be humble in our conduct.
Simplicity & positivity: Simplicity and positivity in our thought, business and action.
Adaptability: to be Flexible and adaptable, to meet challenges.
The group do not promises more than what it delivers. Their basic attraction
associated with reasonable prices is their Unique Selling Price (USP).
Though, the products Big Bazaar stores stocks might not be advanced, but the
customers are assured to avail the worth of the money spent by them. In 2001, the
group opened its first store on the VIP Road, Calcutta, which was the primary
departmental store offering regulated services of parking, steel vessels, apparel,
electronics etc under the one roof at the competitive prices. Big Bazaar has become
a massive hit with lower middle-class and middle class people as a major client base.
The Big Bazaar has several stores located all over the India…
Discounts: “Hafte ka sabse sasta din” was introduced by the Big Bazaar, wherein
extra and special discounts were offered on Wednesday every week, to attract the
potential buyers into their store.
Security check: At each exit of Big Bazaar, they use alarm systems or Electronic
Article Surveillance system, which detects the products that has attached tags or not.
Though, Big Bazaar was started purely as a fashion format including apparel,
cosmetics, accessory and general merchandise, the first Food Bazaar format was
added as Shop-In-Shop within Big Bazaar in the year 2002. Today, Big Bazaar, with
its wide range of products and service offering, reflects the aspirations of millions of
Indians.
Rajan Malhotra, who is also the first employee of Big Bazaar, joining the
organization in early 2001 adds, “Since beginning, we have kept Big Bazaar as a soft
brand, which reflects the India and the Indianness. We believed in growing with the
society, participating and celebrating all regional and local community festivals,
giving customers preferences above everything else.”
Every Big Bazaar is a small family by its own and the head of the family “Karta” is the
store manager known as “Store Karta”. Mr. Kishore Biyani, the CEO of the Future
Group, has a vast understanding of the consumer’s insight, has inculcated the habit
of observing, understanding customers behaviour, in every employee of the group.
Future Group is confident of the Indian Retail Story. The Group has not slowed down
its expansion plans despite the fiscal woes in the economy present today. Future
Group plans to have 300 stores and is expecting revenues of Rs 13,000 crore by
year 2016.
FOOD BAZAAR
FASHION
Spunk (sports), Buffalo (casuals), DJ&C (fusion), Knighthood (formals), AFL, Shatranj
(Ethnic), NYX (occasion), Shristi (ethnic), Pink & blue, Ctee
PERSONAL CARE
Thinkskin, cleanmate
FOOTWARE
Pink&Blue, Bare
LUGGAGE
Milestone, buffalo SPORTS
Mighty
PLASTICS AND UTENSILS
Future Group
TypeX
PrivateX
Industry
Retail
Founder(s)
Headquarters
Products
35,000
DivisionsX
Websites
www.futuregroup.inX
www.futurebazaar.comX
Figure 3.2
Big
Bazaar
BIG BAZAAR
Type
Public
Industry
Retailing
Founded
2001
Headquarters
Products
Hyper Market
Revenue
Employees
36000 people
Parent
Future Group
Divisions
214
Website
www.bigbazaar.comX
Figure 3.3
Major Competitor of Big Bazaar
Dhiraj Sons Mega Store Pvt. Ltd is a corporate group comprising of a business
activity firms like Mega Store, Super Store, Music Shop, Card Shop, Toy Shop and
now Fashion World.
Dhiraj Sons is in business since last 62 years, starting off with doing small business
in Grocery and Kirana shop in posh area of Athwalines, Surat. It was the firstto start
a Family General Store in 1947, namely R. Dhiraj Sons Ltd.
Subsequently following the overwhelming response from the people, for the first
time in Gujarat, it ventured into a Departmental Store “Dhiraj Sons” in 1984. It
became a pioneer in introducing for the first time in Gujarat the self-service system
and online computerized billing system. Continuing with the successful progress
march, it also added a Greeting Card Shop, a Music Shop, Plastic Corner and a
Stationery Corner to its establishment in the year 1995, which was due to the faith
and love of the people of Surat in them and their management, which made their
stand apart from the rest of their competitors. In 29-04-2000, they inaugurated
Dhiraj Sons - The Mega Store at Chow patty, a 15,000 sq.ft shopping store. Catering
to demands of our valued customers, in 2002 thay unveiled Dhiraj & Sons - The
Super Market, at Parle Point a 15,000 sq.ft shopping store for their shopping ease
and comfort.X
2. STAR BAZAAR
Hypermarkets like Star Bazaar are changing the way people shop for their groceries
and household essentials. People who used to visit the local shops and vegetable
markets frequently are now buying at hypermarkets such as Star Bazaar that offer
customers a variety of products at affordable prices, in a comfortable environment.
But while affordability is a big factor for customers, they also seek value and quality
which they know they will get at Star Bazaar.
The uniqueness of each Star Bazaar store lies in the size and spread of its
merchandise range. Shoppers can select from a large range of staples, fresh goods,
apparel, luggage, consumer durables, household products and much more and also
enjoy the benefit of generous reductions on the market rate.
Star Bazaar is aware that people today look at value as a critical component while
shopping and that the first visit may be put down to curiosity, but customers will keep
coming back only if they are satisfied with the choices, the quality and the value of
the products on sale. So the big focus is on understanding its customers who they
are, what they want, what is relevant to them, and how to package it in a manner that
makes the store more attractive to them.
Regionalism also comes into play in the back end of the retail operation Star Bazaar
has tied up with local and regional vendors for supplies and transportation of goods.
The chain will focus largely on the metros; by year 2014, the chain hopes to have 50-
60 stores across the country.
3. D-MART
D-Mart seeks to be a one-stop shopping destination for the entire family, meeting all
their daily household needs. A wide selection of home utility products is offered,
including foods, toiletries, beauty products, garments, kitchenware, bed and bath
linen, home appliances and much more.
Since D-Mart first opened its doors in the Mumbai region in 2000, it has grown into a
trusted and well-established shopping destination in Maharashtra, Gujarat, Andhra
Pradesh and Karnataka. D-Mart is now looking forward to growing its stores across
India.
Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the
Group Chief Executive Officer of Future Group.
Gopikishan Biyani, is a commerce graduate and has more than twenty years of
experience in the textile business.
Rakesh Biyani, is a commerce graduate and has been actively involved in category
management; retail stores operations, IT and exports. He has been instrumental in
the implementation of the various new retail formats.
Vijay Biyani has more than twenty years of experience in manufacturing, textiles and
retail industry and has been actively involved in the financial, audit and corporate
governance related issues within the company.
Dr. Darlie Koshy, a PhD from IIT Delhi and rank holder in MBA headed NID (Ministry
of Commerce, GOI) as Director for 2 terms of office prior to which he was the
founding Chairperson of Fashion Management at the National Institute of Fashion
Technology (Ministry of Textiles, GOI). He is currently the Director General & CEO of
ATDC Network of 58 Institutes / Centres and two premier campuses of Institute of
Apparel Management under the aegis of AEPC (Sponsored by Ministry of Textiles,
GOI). Dr. Koshy received the Delhi IIT Alumni Award for contribution of National
Development in 2008. Dr. Darlie Koshy was also conferred with the “Star of Italian
Solidarity” one of the highest civilian awards of the Government of Italy. Dr. Koshy is
the author of three pioneering books including the much acclaimed “Indian Design
Edge”.
Bala Deshpande, is Independent Director, Pantaloon Retail (India) Ltd. and also
serves on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India
and Indus League Clothing Ltd, among others.
Mr. Anil Harish, Independent Director
Anil Harish, is the partner of DM Harish & Co. Associates & Solicitors and an LLM
from University of Miami. He also serves on the board of Mahindra Gesco, Unitech,
IndusInd Bank and Hinduja TMT, among others.
Future Generali India Life Insurance Company Limited
Future bazaar India Limited
ConvergeM
A
M
CEO
Store
Mana
ger
D
CEO
HR VM Marketing Finance
Fig 3.5
Store Hierarchy
SM
HR
VM
Marketing
CSD
SCM
AHR
AVM
Executives
TM/TL
Executives
Fig 3.6
Division and Departments of Big Bazaar,Surat
Underground:
Parking.
Food Dept-
Rice
Pulses
Spices
Rava Items
Masala items
Dry Fruits
Exotic vegetables
Ready meals
Breakfast creals
Instant mixes
Noodles
Namkins
Sweets
Soft drinks
Mineral water
Juices
Health drinks
Frozen item
Homecare
Personal car
Men’s grooming
Women’s cosmetics
Home fashion
Chairbags
Curtains
D. Shringar
Bangles
Jewellery sets
Bracelets
Hair accessories
CSD is located nearby cash counter, so that whenever any customers have any
problem related to payments and gift vouchers than they can easily connect to this
desk.
T24 Desk
The desk provides the mobile sim cards (docomo) benefits to customer through the
recharge which gets from the shopping.
Cash Counter
Warehouse
Food court
Ethnic wear
Under garments
Nightwear
Men’s department
Party wears
Under garments
Ethic wear
Girls section
Ethic wear
Co- ordinates
Cotton frocks
Western wear
Infants section
Bibs feedings
Bed items
Baba suits
Frocks
3. Men’s sandals
4. Ladies sandals
Ladies casual
Luggage
Travel bags
Trolleys
Ladies purse
Suitcase
Toys
Soft toys
Educational toys
Dolls
Depot
Office stationery
General book
Children stationery
Electronic Bazaar
Television
Kitchen appliances
Microwave
Plastic
Buckets
Dustbin
Utensil
Nonstick cookware
Kitchen tools
Lunch boxes
Gas stove
Crockery
Crockery cutlery
Casseroles
Dinner sets
Home ware
Beds
Chairs
Desk
Plastic cupboards
Stools
Fun zone
Back Office
Line of Business
Store
Ladies
utensil
Electronics s
Food Bazaar
House
Staples Footw
Electronics are Toys
products Cash keeping
crocker Cabin
Non-Food y
Kid's
Food
Lugga
ge people
Fashion G.M Opera
tions Utensils
office
other Statio
M en's lob's nery
plastic Support Wareh
Service ouse
Fig 3.7
Promotion Activities
Big Bazaar has huge promotion budgets. The biggest idea behind all advertisements
is to make people do bulk shopping. There are 2 types of promotional strategies of
big bazaar. One is the advertisement which promotes the brand and creates
awareness towards people. It is not targeted at promoting each store but only
creates an image of Big Bazaar as low-cost shopping option. Original prices are cut
down and new prices are shown, of which customer takes quick notice. There are
loyalty schemes which reward regular clients.
Promotional Schemes:
Exchange Offer
Weekend Discount
Wednesday Bazaar
The concept of Wednesday Bazaar was promoted as ‘Hafte Ka Sabse Sasta Din’
(Cheapest Day of the Week). Initiated in January 2007, the idea behind this scheme
was to draw customers to stores on Wednesdays, the day when consumer presence
is usually less. According to the chain, the aim of the concept was ‘to give
homemakers the power to save the most’.
SabseSasta Din
Big Bazaar introduced ‘SabseSasta Din’ (Cheapest Day) with the intention of
attaining a sales figure of Rs 26 crore in a single day. The concept became such a hit
that the time period for the offer had to be increased from one day to three days in
2009 (January 24 to 26) and to five days in 2011 (January 22 to 26).
Maha Bachat
The concept of ‘Maha Bachat’ (Mega Saving) was introduced in the year 2006 as a
single day campaign with attractive promotional offers across the company outlets.
Over the years, the concept has grown to become a six-day biannual campaign.
During this campaign, attractive offers are given in all the value formats including Big
Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar.
The Great Exchange Offer
Introduced on February 12, 2009, ‘The Great Exchange Offer’ allows customers to
exchange their old goods for Big Bazaar coupons. The coupons can be redeemed
later for buying brand new goods from Big Bazaar outlets across the nation.
Marketing channel
1. For home brands - One level marketing channel
Fig 3.8
Fig
3.9
Types of Marketing
Loyalty Programs:
1. Payback
Future Group has taken the whole concept of customer loyalty to the next level by
joining hands with PAYBACK. PAYBACK is India’s largest and one of Europe’s most
successful multi-partner loyalty programs. With PAYBACK, customers can shop,
save and get rewarded. This program enables consumers to collect millions of points
across online and offline partners – with just a single card. Customers can
accumulate points across Future Group formats, thereby making “shopping
rewarding”.
Our formats Big Bazaar, Food Bazaar, Central, Home Town, eZone, Brand Factory
and Future Bazaar are a part of the PAYBACK Loyalty program.
10,000 profit club card in this we get 12000 on 10,000 and monthly shopping of
1000. It is valid for 18 months. If in any case we can’t do shopping in any month then
the money will be transfer in other month.
T24
more, talk more’ and ‘Talk More, Shop
More’. Shopping and talking on our mobile
T24 will provide customers with a dual phones are among the two favourite
advantage all 24 hours of the day – ‘shop activities for all of us in India.
With T24, we have been able to develop a unique customer value proposition that
combines these interests of the aspirational Indian. Customers will get shopping
benefits for talking and talk-time benefits each time they shop.
We believe that with our partners, Tata Teleservices Limited, we have been able to
develop a differentiated offering in the crowded telecom space and also increase the
loyalty we enjoy among the millions of customers who patronize our stores.
T24 (Talk 24) tariff plans reflect the competitive per-second rates being offered for
prepaid customers on Tata teleservice Limited’s GSM network. In addition,
customers will be rewarded with free talk-time for every purchase at Future Group
stores starting at Rs. 10 to maximum of Rs. 350. Plans will keep evolving to offer
ever-more attractive options to the customers.
4. Gift Voucher
Gift voucher is a gift or present that is exchangeable for goods in our shops. Gift
vouchers are more personal than simply giving cash or other monetary bonus.
General terms & Regulations for gift vouchers
• The printing right of gift vouchers lie with future E- commerce Infrastructure.
This is new scheme which start in 2015. In this scheme SBI –FBB credit card is
issued to the customer. By that they get flat 10 % discount on the FBB shopping on
each n every clothes of FBB. This card is valid in all FBB stores all over India.
If not, then customer required there identification proof and more than 5000 Rs. Loan
and their monthly income should be more than Rs. 10000.
Benefits of this card:
Welcome Bonus
Earn 2000 bonus reward points when you renew your card.
Shopping on FBB
10x reward
Feel gifted with 10x rewards on all FBB and Big Bazaar purchase.
CSR activities
As a part of Future Group, Big Bazaar is involved in various social activities that
include green initiatives for the community, blood donation camps, Diwali
celebrations with orphanages, visits to orphanages and other NGOs helping
underprivileged children. These activities usually involve all members of the
management as well as staff of Big Bazaar.
In September 2011, Future Group signed a strategic partnership with the Himachal
Pradesh Government to directly source, market and promote the state’s products
and services through its Big Bazaar stores under the brand ‘Himachal’. The aim of
this partnership is to aid the development of various ‘source-to-market’ initiatives to
enhance livelihoods for more than 25,000 families in the state.
Big Bazaar created a platform called Yatra to provide women of self-help groups
across various towns and regions of Maharashtra and Gujarat the opportunity to
market their wide assortment of indigenous food and non-food products. As part of
the programme, women from over 30 regional self-help
groups were invited, encouraged and helped to set up stalls to exhibit their
SWOT Analysis
SWOT Analysis
Strength
1. Big Bazaar offers a truly good shopping experience and customer
2.
Big Bazaar has high-quality products at extremely low prices.
3.
High brand equity as The Future group has a trust worldwide and
4.
Big Bazaar has different groceries, garments, electronic items and
more.
Weakness
1.Only domestic presence in Indian market and that too in limited
cities
2.
Standards should be increased at international level to cop up with
3.
Falling revenue per square feet.
Opportunity
1. Retail sector is high growth potential also FDI coming into it
2.
Rural retail is still unexplored area.
3.
High brand equity in market of Future group so could leverage on
that
Threats
1. There are many competitors for hypermarket nowadays in India
2.
Competition from foreign players will increase due to new FDI
norms
3.
Need to raise standards to compete with international players
Table 3.1
MARKET POSITION
Big Bazaar is holding a strong position in the market and is growing very fast. It
captures the maximum Indian market and with a strong financial background and it
has to go a long way through.
The low price strategy it is successfully running its business all over India and is still
growing bigger and bigger.
It is said that "Cheap prices are a luxury for the rich but a necessity or a need for
the poor."
So Big bazaar has understood the need of a vast population of the upper middle
class and middle class people of the country and in fact no matter how rich a person
is wherever he/she can get good brands at a cheaper rates they will be attracted
towards it whether an average or a rich person.
CHAPTER 4
REVIEW OF
LITERATURE
Martineau (1958) consider that the store “personality” as “the way in which the store
is defined in the shoppers mind partly by the functional qualities and partly by an
aura of psychological attributes”. Lindquist (1974) distinguishes between “functional
qualities” and “psychological attributes” which included both physical (factual, 6
functional, and tangible) and psychological dimensions, (formed as a result of the
experience consumers have when exposed to a store). However, owing to the
interpretative nature of image, this distinction is often seen as artificial and
misleading.
Dupuis and Prime (1996) introduce the idea of business distance, as the gap
between host and home environments in four areas: consumer behaviour; outlet or
store format; networks; and environment. They argue that any retail format has a
grounded history, built up over years of operation in the home environment, and thus
the “fit” within the host environment needs to be fully understood. Without this
understanding, “the decision to export a retail format to another cultural environment
may drastically modify its initial competitive advantage”. Illustrations of the problems
of “fit” are provided by authors such as Tordjman (1988), Shackleton (1996), and
O’Grady and Lane (1997) who discuss how French, British and Canadian retailers
have found cultural and business behaviour differences when operating in the
American market.
Steve Burt (2000) Defining store image is far from easy (eg Sewell 1974). The
mixture of tangible and intangible dimensions, and the complexity of meanings and
relationships attributed to retailers by customers have long been recognised (eg
Myers 1960, Arons 1961, Weale 1961, Rich and Portis 1964, Kunkel and Berry 1968,
Perry and Norton 1970, May 1974, Marks 1976). Martineau (1958) is attributed with
being one of the first to discuss “store personality”, Lindquist (1974) develops the
distinction between “functional qualities” and “psychological attributes”, and
Oxenfeld (1974) argues that store image is a concept which is “more than the sum of
its part, it represents interaction among characteristics and includes extraneous
elements…, it has some emotional content… a combination of factual and emotional
material”. Although originating from an attempt to explain retail identity in an
advertising context, Kapferer’s (1986) identity prism, comprising physical,
personality, cultural, relational, reflection, and customer self interest facets, similarly
combines functional and symbolic elements and stresses the importance of the
customers de-coding of these facets. The interplay of these tangible and intangible
elements and the customers overall interpretation of them, based upon previous
knowledge and experiences, are widely accepted to determine store image
(Hirschman 1981, Marzursky and Jacoby 1986).
Mary Zimmer (1988) considers that The image of a store consists of the way it is
perceived by consumers. An individual’s view is important to the retail manager
because it can ultimately influence patronage behavior; yet, identifying a store’s
particular image can be problematic. The difficulties are of two types;
conceptualization and measurement. Conceptualization describes what the image is
or what the components of image are; measurement is the way the consumer’s
perception is elicited.
Porter and Claycomb (1997) consider that the customers associate their feelings,
thoughts, and impressions with the stores, and these factors affect their patronage
and purchase behavior. This premise is line with that of Sternet al. (2001), who
asserted that the purchase choices of customers are influenced by the store image.
Kim and Jin (2001) reported that the repurchase intention and the satisfaction
derived from shopping at a store are induced during the initial purchasing stage in
which the customers associate their emotions with the store image. Hence, the
perception of customers regarding a store is developed by the store image, and this
perception is signified by their repurchase intention and satisfaction levels. Several
scholars (i.e., Kim & Han, 2000; Birtwistle & Shearer,2001) studied the concept of
store image and suggested various store attributes that contribute to the overall
perception of the store. However, consensus is lacking with regard to the attributes
that increase customer satisfaction based on store image. Hence, this issue of store
image should be further investigated. Retailers and store owners should identify the
effective attributes for enhancing the image of their stores.
Hedrick et al (2005) consider that the store environment and store atmospherics can
influence customer’s expectations on the retail salesperson. They conducted a study
on sales people and store atmosphere, and identified that customer ’ s perceptions of
a salesperson ’ s attributes and relationship building behaviors’ were important
drivers of customer satisfaction. In retail, intentions are usually determined by a
willingness to stay in the store, willingness to repurchase, willingness to purchase
more in the future and willingness to recommend the store to others.
Agarwal and Teas (2001), said that when exposed to extrinsic product cues,
consumers do not just make judgements about product quality and sacrifice, they
also make judgements about uncertainties that may pose potential long-term losses.
Therefore, we extend the basic conceptualization of brand name to include the
dimensions of perceived risk and argue that by relying on a good and credible brand
name as cue, consumers get certain assurances against the various types of risks
involved in choice decisions which in turn effect perception about quality. Possibly,
lowered risk perception brought about by good and credible brand name effect value
perception through higher quality perceptions (Aghekyan-Simonian, Forsythe, Kwon,
& Chattaraman, 2012).
Purohit and Srivastava (2001) consider the results of past researches as equivocal
for the reason that consumers seldom assess these cues in isolation. Rao and
Monroe (1989) also suggest that there is a need to investigate the interactive effect
of various marketing cues on consumers’ value perceptions. In this study, through the
testing of a conceptualized model, we try to understand the way the price and brand
name together influence value perceptions, that is, whether Indian consumers impute
a higher value, assigning better evaluations, when brand name works as a stimulus
along with price information provided for their cognitive decision processes.
Micheal R Solomon (2009) said that today, the evolution of a new managerial class
of women has forced marketers to change their traditional assumptions about women
as they target this growing market. Female influence is found to be strongest for
decisions involving the matching of colors and the mixing /matching of separates.
Parasuraman, Zeithaml and Berry (1988) developed a survey instrument
SERVQUAL to measure the customer’s perception of service quality against
parameters such as Tangibles, Reliability, Assurance, Empathy and Responsiveness.
However, Cronin, J Joseph; Taylor, Steven A (1994) argued that, SERVPERF scale
which provides performance based measurements can provide a longitudinal index
of service quality perceptions to the service managers and the summed overall
service quality obtained can be plotted relative to time and specific consumer
subgroups.
Foxall & Goldsmith (1994) consider that the effective management of marketing
activities of an organization rest on the following two fundaments: First, consumers
act on their perceptions which basically come from the information that they receive.
Second, mangers need to understand the nature of perceptions of their consumers
and potential consumers have of themselves, their social world, and products
available to them.
Sheth and Mittal (2004) consider the Store image, the sum total of perceptions
customers have about a store, is determined by these merchandise, service, and
price factors; it is also determined by atmospherics, advertising, and store personnel.
However, as with the definition of store image, no consensus has been reached on a
set of universal store image dimensions.
O’Connor (1990), said that the primary factual elements or attributes determining a
retailer’s image by forming consumers perceptions, include price, variety, assortment
within product categories, quality, products, service (or lack thereof) and location.
Type of customer, shop location, price levels, service offered, merchandise mix,
advertising and the characteristics of the physical facilities are listed by Terblanche
(1998) as some of the factors determining store related perceptions. Similarly, Peter
and Olson (1990) observed that the most commonly studied store image dimensions
are merchandise, service, clientele, physical facilities, promotion, convenience and
store atmosphere, which closely resemble Lindquist’s proposed dimensions. Sheth
and Mittal (2004) stated that: “Store image, the sum total of perceptions customers
have about a store, is determined by these merchandise, service, and price factors; it
is also determined by atmospherics, advertising, and store personnel.” However, as
with the definition of store image, no consensus has been reached on a set of
universal store image dimensions.
Kaul (2005) consider that Store atmospheric attributes such as color, lighting, interior
decoration or music form the overall context within which shoppers make store
selection and patronage decisions, and are likely to have a significant impact on
store image. Selection of a specific retail outlet involves a comparison of the
available alternative outlets on the evaluative criteria of a consumer. Literature
suggests a range of such criteria, which makes it a challenging task from the retailers
’ point of view and makes store choice a matter of concern to retailers.
Chowdhary (1999) consider that the customers build a perception of the store based
on their numerous visits to the store, and that the final impression is a combination of
all of the aspects of the store that have affected them. Several researchers (i.e.,
Bloemer & De Ruyter, 1998; Jin & Kim, 2003) indicated that customer views of a
store image are derived from the overall outstanding features of the store.
Piyali Ghosh (2009) said that Customer’s choice of a particular store depends on
shopping orientation as well as satisfying experience. In addition, a customer ’ s
attitude towards the store may result from his / her evaluation of the perceived
importance of store attributes, molded and remolded by direct experiences with the
store ’ s overall offerings. An attempt has been made in this study to analyze
purchase patterns of customers towards organized retail outlets in terms of
merchandise categories purchased; time spent within the store; number of
merchandise purchased on each visit; and store switching behavior. Besides, we
have also made an effort to identify store attributes that drive store selection process.
Newman and Patel (2004) consider that the store atmosphere as another critical
determinant of the store choice of customers. Meanwhile, Richardson et al. (1996)
contended that store aesthetics can enhance customer perception of the quality of
the products in the store. The interior décor of a store is viewed differently by
customers and management (Samli et al., 1998). Samli et al. reported that compared
to the customers, the management regards store image as less important, and
suggested that the retailers can enhance this attribute easily to please the customers
and increase their satisfaction and repurchase levels.
Patrick Buckley consider that A store's atmosphere has both affective and cognitive
components. The affective components are pleasure (i.e.contented, happy, satisfied),
arousal (i.e. stimulated, excited, jittery), and dominance (i.e. controlling, dominant,
influential); the cognitive component is the information rate (i.e. novelty, variety,
density, size) (Donovan and Rossiter 1982; Mehrabian and Russell 1974). Research
evidence points to the concrete stimuli of color, music, and crowding as influencing
the affective dimensions of a store's atmosphere; and to displays and signs as
influencing the cognitive dfineiisions and, to a lesser extent, the affective dimensions
of a store's atmosphere.
Subhadip Roy and Lopamudra Ghosh (March 2014) consider that The role of
store image to attract and retain customers becomes very important (Du Preez et al.,
2008). Store image has been found to influence customer satisfaction (Hackl etal.,
2000; and Theodoridis and Chatzipanagiotou, 2009). Moreover, researchers have
also suggested that store image may vary depending on the cultural context because
of the impact of national and regional culture on consumer behavior (Theodoridis and
Chatzipanagiotou, 2009). Lastly, researchers have also pointed out the need for a
comprehensive scale to measure store image was lacking in research (Du Preez et
al., 2008). Moreover, there are closely similar scales in the western context but there
is lack of a comprehensive scale to measure store image in a developing country
context such as India. The present study aims to fill in this gap by constructing and
validating a comprehensive scale to measure store image.
Johannes Stolz(2013) said that Retailers with their own private label can build up a
sustainable competitive advantage through differentiating their offerings from those
of competitors (Groeber, 2008). A contribution of their own private label can be
demonstrated through eco-design activities such as offering products with special
consideration for the environment through responsible care during the product’s
whole lifecycle. Furthermore, environmental labels can be used to raise the
consumer’s attention. Finally, retailers can improve their environmental performance
through banning those products from the shelves with important environmental
impacts.
CHAPTER 5
RESEARCH
METHODOLOGY
5.1. Problem Statement
To know store expectation from customer of Big Bazaar, what is the image of store in
the mind of customer of Big Bazaar and to identify the different parameter of the
store.
To study the impact of demographic factors on customer image towards Big Bazaar
in Surat city.
5.3.2 Sampling
Sample size
Sample size taken in the study is 160 customer of Big Bazaar, Surat.
Sampling Method
For the purpose of data analysis tools used are statistical tools. For the purpose of
graphs Microsoft Excel is used. And for the purpose of test SPSS is used.
Due to limited number of respondents, the finding may not be same for the whole
population.
The Study is limited to particular time period only that is year 2016.
CHAPTER 6
DATA ANALYSIS
Respondent Responses
1. Age
Age
Frequency
Percent
18-25
79
49.4
26-40
51
31.9
41-60
28
17.5
More than 60
2
1.3
Total
160
100.0
Age
1%
18%
49%
18-25
32%
26-40
41-60
More than 60
Interpretation:
From the above data it can be seen that 49% of respondents age lies between 18 to
25, 32% of respondents age lies between 26 to 40, 18% of respondents age lies
between 41 to 60, and only 1% of respondents age lies in more than 60 age group
who have visit Big Bazaar.
2. Gender
Gender
Frequency
Percent
Male
79
49.4
Female
81
50.6
Total
160
100.0
Gender
49%
51%
Male
Female
Interpretation:
From the above chart it can be seen that 49% respondents are Male and
Occupation
Frequency
Percent
Student
48
30.0
Salaried
45
28.1
Self-employed
33
20.6
Housewife
33
20.6
Retired
1
.6
Total
33
100.0
Occupation
1%
21%
30%
Student
20%
Salaried
Self-employed
28%
Housewife
Retired
Interpretation:
From the above data it can be seen that 30% respondents were student, 28%
respondents were salaried, 20% respondents were self-employed, 21% were
housewife and 1% respondents were retired.
4. Education
Education Under
Frequency 32
Percent 20.0
Graduate
Below HSC
22
13.8
Graduate
64
40.0 40%
Post Graduate
38
23.8
Other
4
2.5
Total
160
100.0
Education
2% Below HSC
Other
From the above data it can be seen that
14% respondents were below HSC, 20%
Inter respondents were under Graduate, 40%
preta respondents were Graduate, 24%
tion: respondents were Post graduate and 2%
respondents were others.
5. Monthly Family Income
<15000
41
25.6
15000-30000
52
32.5
30001-50000
47
29.4
>50000
20
12.5
Total
160
100.0
2
6
%
13%
2
9 1
32% I
a a re
s
From the p
Q-1 How many times have you visited Big Bazaar in last 3 months?
Option
Frequency
Percent
1 time
40
25.0
2 times
38
23.8
3 times
37
23.1
4 times
20
12.5
Total
160
100.0
How many times have you visited Big
Bazaar in last 3 months
12%
16%
25%
1 time
23%
24%
2 times
3 times
4 times
Interpretation:
From the above data it can be seen that 25% of respondents had visited 1 time, 24%
of respondents had visited 2 times, 23% of respondents had visited 3 times, 12% of
respondents had visited 4 times and 16% of respondents had visited more than 4
times in last 3 months at Big Bazaar.
Big Bazaar has well spaced merchandise.
Option
Frequency
Percent
Strongly Disagree
14
8.8
Disagree
17
10.6
Neutral
64
40.0
Agree
44
27.5
Strongly Agree
21
13.1
Total
160
100.0
45.0
40.0
40.0
35.0
30.0
25.0
27.5
20.0
15.0
10.0
8.8
10.6
13.1
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 9% respondents strongly disagree, 11%
disagree, 40% respondents were neutral, 27% respondents agree and 13%
respondents strongly agree that Big Bazaar has well spaced merchandise.
Big Bazaar is a bright store.
Option
Frequency
Percent
Strongly Disagree
9
5.6
Disagree
12
7.5
Neutral
54
33.8
Agree
63
39.4
Strongly Agree
22
13.8
Total
160
100.0
45.0
40.0
39.4
35.0
30.0
33.8
25.0
20.0
15.0
13.8
10.0
5.0
5.6
7.5
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 6% respondents strongly disagree, 7%
disagree, 34% respondents were neutral, 39% respondents agree and 14%
respondents strongly agree that Big Bazaar is a bright store.
Big Bazaar ads are frequently seen by you.
Option
Frequency
Percent
Strongly Disagree
12
7.5
Disagree
30
18.8
Neutral
57
35.6
Agree
50
31.3
Strongly Agree
11
6.9
Total
160
100.0
40.0
35.0
35.6
30.0
31.3
25.0
20.0
18.8
15.0
10.0
5.0
7.5
6.9
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 7% respondents strongly disagree, 19%
disagree, 36% respondents were neutral, 31% respondents agree and 7%
respondents strongly agree that Big Bazaar ads are frequently seen by them.
Big Bazaar provides low quality products.
Option
Frequency
Percent
Strongly Disagree
31
19.4
Disagree
57
35.6
Neutral
34
21.3
Agree
27
16.9
Strongly Agree
11
6.9
Total
160
100.0
40.0
35.0
35.6
30.0
25.0
20.0
19.4
21.3
15.0
16.9
10.0
5.0
6.9
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 19% respondents strongly disagree, 36%
disagree, 21% respondents were neutral, 17% respondents agree and 7%
respondents strongly agree that Big Bazaar provides low quality products.
Big Bazaar has unorganized layout.
Option
Frequency
Percent
Strongly Disagree
32
20.0
Disagree
42
26.3
Neutral
40
25.0
Agree
26
16.3
Strongly Agree
20
12.5
Total
160
100.0
30.0
25.0
26.3
25.0
20.0
20.0
15.0
16.3
10.0
12.5
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 20% respondents strongly disagree, 26%
disagree, 25% respondents were neutral, 16% respondents agree and 13%
respondents strongly agree that Big Bazaar has unorganized layout.
Big Bazaar provides high price products.
Option
Frequency
Percent
Strongly Disagree
27
16.9
Disagree
34
21.3
Neutral
48
30.0
Agree
31
19.4
Strongly Agree
20
12.5
Total
160
100.0
35.0
30.0
30.0
25.0
20.0
21.3
19.4
15.0
16.9
10.0
12.5
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 17% respondents strongly disagree, 21%
disagree, 30% respondents were neutral, 19% respondents agree and 13%
respondents strongly agree that Big Bazaar provides high price products.
Big Bazaar provides good sales on products.
Option
Frequency
Percent
Strongly Disagree
15
9.4
Disagree
16
10.0
Neutral
28
17.5
Agree
70
43.8
Strongly Agree
31
19.4
Total
160
100.0
50.0
45.0
40.0
43.8
35.0
30.0
25.0
20.0
19.4
15.0
17.5
10.0
9.4
10.0
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 9% respondents strongly disagree, 10%
disagree, 18% respondents were neutral, 44% respondents agree and 19%
respondents strongly agree that Big Bazaar provides good sales on products.
Big Bazaar is an unpleasant store to shop in.
Option
Frequency
Percent
Strongly Disagree
31
19.4
Disagree
49
30.6
Neutral
45
28.1
Agree
24
15.0
Strongly Agree
11
6.9
Total
160
100.0
Big Bazaar is an unpleasant store to shop in
35.0
30.0
30.6
25.0
28.1
20.0
19.4
15.0
15.0
10.0
5.0
6.9
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 19% respondents strongly disagree, 31%
disagree, 28% respondents were neutral, 15% respondents agree and 7%
respondents strongly agree that Big Bazaar is an unpleasant store to shop in.
Big Bazaar is a bad store.
Option
Frequency
Percent
Strongly Disagree
42
26.3
Disagree
44
27.5
Neutral
32
20.0
Agree
26
16.3
Strongly Agree
16
10.0
Total
160
100.0
30.0
27.5
25.0
26.3
20.0
20.0
15.0
16.3
10.0
10.0
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 26% respondents strongly disagree, 28%
disagree, 20% respondents were neutral, 16% respondents agree and 10%
respondents strongly agree that Big Bazaar is a bad store.
Big Bazaar is at convenient location.
Option
Frequency
Percent
Strongly Disagree
5
3.1
Disagree
15
9.4
Neutral
42
26.3
Agree
62
38.8
Strongly Agree
36
22.5
Total
160
100.0
45.0
40.0
38.8
35.0
30.0
25.0
26.3
20.0
22.5
15.0
10.0
9.4
5.0
3.1
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 3% respondents strongly disagree, 9%
disagree, 26% respondents were neutral, 39% respondents agree and 23%
respondents strongly agree that Big Bazaar provides is at convenient location.
Big Bazaar is a big store.
Option
Frequency
Percent
Strongly Disagree
8
5.0
Disagree
19
11.9
Neutral
50
31.3
Agree
39
24.4
Strongly Agree
44
27.5
Total
160
100.0
35.0
30.0
31.3
25.0
24.4
27.5
20.0
15.0
10.0
11.9
5.0
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 5% respondents strongly disagree, 12%
disagree, 31% respondents were neutral, 24% respondents agree and 28%
respondents strongly agree that Big Bazaar is a big store.
Big Bazaar is an unattractive store.
Option
Frequency
Percent
Strongly Disagree
37
23.1
Disagree
47
29.4
Neutral
44
27.5
Agree
27
16.9
Strongly Agree
5
3.1
Total
160
100.0
35.0
30.0
29.4
25.0
27.5
23.1
20.0
15.0
16.9
10.0
5.0
3.1
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 23% respondents strongly disagree, 29%
disagree, 28% respondents were neutral, 17% respondents agree and 3%
respondents strongly agree that Big Bazaar is an unattractive store.
Salesmen at Big Bazaar are helpful.
Option
Frequency
Percent
Strongly Disagree
24
15.0
Disagree
18
11.3
Neutral
51
31.9
Agree
43
26.9
Strongly Agree
24
15.0
Total
160
100.0
Salesmen at Big Bazaar are helpful
35.0
30.0
31.9
25.0
26.9
20.0
15.0
15.0
15.0
10.0
11.3
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 15% respondents strongly disagree, 11%
disagree, 32% respondents were neutral, 27% respondents agree and 15%
respondents strongly agree that salesmen at Big Bazaar are helpful.
Big Bazaar provides good service.
Option
Frequency
Percent
Strongly Disagree
19
11.9
Disagree
13
8.1
Neutral
49
30.6
Agree
52
32.5
Strongly Agree
27
16.9
Total
160
100.0
35.0
30.0
32.5
30.6
25.0
20.0
15.0
16.9
11.9
5.0
8.1
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 12% respondents strongly disagree, 8%
disagree, 31% respondents were neutral, 32% respondents agree and 17%
respondents strongly agree that Big Bazaar provides good services.
Big Bazaar employees are friendly.
Option
Frequency
Percent
Strongly Disagree
24
15.0
Disagree
17
10.6
Neutral
46
28.8
Agree
50
31.3
Strongly Agree
23
14.4
Total
160
100.0
35.0
30.0
31.3
25.0
28.8
20.0
15.0
15.0
14.4
10.0
10.6
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 15% respondents strongly disagree, 11%
disagree, 29% respondents were neutral, 31% respondents agree and 14%
respondents strongly agree that Big Bazaar employees are friendly.
It is hard to return purchases at Big Bazaar.
Option
Frequency
Percent
Strongly Disagree
30
18.8
Disagree
33
20.6
Neutral
51
31.9
Agree
32
20.0
Strongly Agree
14
8.8
Total
160
100.0
35.0
30.0
31.9
25.0
20.0
18.8
20.6
20.0
15.0
10.0
8.8
5.0
0.0
Interpretation:
From the above chart it can be seen that 19% respondents strongly disagree, 20%
disagree, 32% respondents were neutral, 20% respondents agree and 9%
respondents strongly agree that it is hard to return purchases at Big Bazaar.
Big Bazaar has limited selection of products.
Option
Frequency
Percent
Strongly Disagree
34
21.3
Disagree
37
23.1
Neutral
41
25.6
Agree
33
20.6
Strongly Agree
15
9.4
Total
160
100.0
30.0
25.0
25.6
20.0
23.1
21.3
20.6
15.0
10.0
9.4
5.0
0.0
Strongly DisagreeNeutral Agree Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 21% respondents strongly disagree, 23%
disagree, 26% respondents were neutral, 21% respondents agree and 9%
respondents strongly agree that Big Bazaar has limited selection of products.
Big Bazaar is a messy store.
Option
Frequency
Percent
Strongly Disagree
28
17.5
Disagree
48
30.0
Neutral
42
26.3
Agree
27
16.9
Strongly Agree
15
9.4
Total
160
100.0
Big Bazaar is a messy store
35.0
30.0
30.0
25.0
26.3
20.0
15.0
17.5
16.9
10.0
9.4
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 18% respondents strongly disagree, 30%
disagree, 26% respondents were neutral, 17% respondents agree and 9%
respondents strongly agree that Big Bazaar is a messy products.
Big Bazaar is a spacious shopping centre.
Option
Frequency
Percent
Strongly Disagree
12
7.5
Disagree
18
11.3
Neutral
55
34.4
Agree
43
26.9
Strongly Agree
32
20.0
Total
160
100.0
40.0
35.0
34.4
30.0
25.0
26.9
20.0
20.0
15.0
10.0
11.3
5.0
7.5
0.0
From the above chart it can be seen that 8% respondents strongly disagree, 11%
disagree, 34% respondents were neutral, 27% respondents agree and 20%
respondents strongly agree that Big Bazaar is a spacious shopping centre.
Big Bazaar attracts upper class customers.
Option
Frequency
Percent
Strongly Disagree
29
18.1
Disagree
35
21.9
Neutral
43
26.9
Agree
34
21.3
Strongly Agree
19
11.9
Total
160
100.0
30.0
25.0
26.9
20.0
21.9
21.3
15.0
18.1
10.0
11.9
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 18% respondents strongly disagree, 22%
disagree, 27% respondents were neutral, 21% respondents agree and 12%
respondents strongly agree that Big Bazaar attracts upper class customers.
Big Bazaar is a clean store.
Option
Frequency
Percent
Strongly Disagree
14
8.8
Disagree
16
10.0
Neutral
43
26.9
Agree
57
35.6
Strongly Agree
30
18.8
Total
160
100.0
40.0
35.0
35.6
30.0
25.0
26.9
20.0
18.8
15.0
10.0
8.8
10.0
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 9% respondents strongly disagree, 10%
disagree, 27% respondents were neutral, 35% respondents agree and 19%
respondents strongly agree that Big Bazaar is a clean store.
Big Bazaar has bad displays.
Option
Frequency
Percent
Strongly Disagree
32
20.0
Disagree
56
35.0
Neutral
31
19.4
Agree
26
16.3
Strongly Agree
15
9.4
Total
160
100.0
40.0
35.0
35.0
30.0
25.0
20.0
20.0
19.4
15.0
16.3
10.0
9.4
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 20% respondents strongly disagree, 35%
disagree, 20% respondents were neutral, 16% respondents agree and 9%
respondents strongly agree that Big Bazaar has bad displays.
Big Bazaar has fast checkout.
Option
Frequency
Percent
Strongly Disagree
15
9.4
Disagree
37
23.1
Neutral
61
38.1
Agree
31
19.4
Strongly Agree
16
10.0
Total
160
100.0
45.0
40.0
35.0
38.1
30.0
25.0
20.0
23.1
19.4
15.0
10.0
9.4
10.0
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 9% respondents strongly disagree, 23%
disagree, 38% respondents were neutral, 19% respondents agree and 10%
respondents strongly agree that Big Bazaar has fast checkout.
Prices at Big Bazaar are value for money.
Option
Frequency
Percent
Strongly Disagree
8
5.0
Disagree
19
11.9
Neutral
52
32.5
Agree
57
35.6
Strongly Agree
24
15.0
Total
160
100.0
Prices at Big Bazaar are value for money
40.0
35.0
35.6
30.0
32.5
25.0
20.0
15.0
15.0
10.0
11.9
5.0
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it is seen that 5% respondents strongly disagree, 12%
disagree, 32% respondents were neutral, 36% respondents agree and 15%
respondents strongly agree that prices at Big Bazaar are value for money.
At Big Bazaar it is hard to find items you want.
Option
Frequency
Percent
Strongly Disagree
18
11.3
Disagree
44
27.5
Neutral
33
20.6
Agree
34
21.3
Strongly Agree
31
19.4
Total
160
100.0
At Big Bazaar it is hard to find items you want
30.0
27.5
25.0
20.0
20.6
21.3
19.4
15.0
10.0
11.3
5.0
0.0
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Interpretation:
From the above chart it can be seen that 11% respondents strongly disagree, 28%
disagree, 21% respondents were neutral, 21% respondents agree and 19%
respondents strongly agree that at Big Bazaar it is hard to find items they want.
Reliability Statistics
Cronbach's Alpha
No of Items
.868
25
Table 6.1
Interpretation:
Table 6.2
Comp
Initial Eigenvalues
Extraction Sums of
onent
Squared Loadings
Loadings
Total
% of
Cumula
Total
% of
Cumula
Total
% of
Cumula
Varianc
tive%
Varianc
tive%
Varianc
tive%
1
6.567
26.269
26.269
6.567
26.269
26.269
4.566
18.262
18.262
2
3.468
13.87
40.14
3.468
13.87
40.14
2.934
11.736
29.998
3
1.636
6.543
46.683
1.636
6.543
46.683
2.664
10.657
40.655
4
1.381
5.523
52.206
1.381
5.523
52.206
1.851
7.405
48.06
5
1.25
5.001
57.207
1.25
5.001
57.207
1.78
7.119
55.179
6
1.201
4.803
62.011
1.201
4.803
62.011
1.708
6.831
62.011
7
0.897
3.588
65.599
8
0.83
3.32
68.92
9
0.756
3.024
71.944
10
0.723
2.891
74.835
11
0.653
2.612
77.448
12
0.65
2.6
80.048
13
0.619
2.475
82.523
14
0.537
2.147
84.67
15
0.526
2.103
86.773
16
0.489
1.957
88.731
17
0.459
1.837
90.567
18
0.405
1.619
92.186
19
0.36
1.441
93.628
20
0.329
1.315
94.943
21
0.306
1.224
96.167
22
0.279
1.117
97.284
23
0.243
0.97
98.254
24
0.23
0.922
99.176
25
0.206
0.824
100
Table 6.3
Scree Plot
Figure 6.1
Rotated Component Matrix
a
Rotated Component Matrix
Component
.838
.651
.742
.694
.604
.536
.815
.529
.790
.622
Table 6.4
Interpretation:-
Factor 1
Big Bazaar is a bad store.
Shopping
Factor 2
Big Bazaar employees are friendly.
Employee Service
Factor 3
Big Bazaar is a spacious shopping centre.
Sales & hygiene
Factor 4
Big Bazaar has well spaced merchandise.
Advertisement
Factor 5
Big Bazaar is at convenient location.
locality & Checkout
Factor 6
Big Bazaar is an unattractive store.
Unappealing
Table 6.5
Chi Square
Hypothesis 1
Cases
Valid
Missing
Total
N
Percent
N
Percent
N
Percent
160
100.0%
0
0.0%
160
100.0%
convenient location.
Total
Strongly
Disagree
Neutral
Agree
Strongly Agree
Disagree
Male
1
10
22
28
18
79
Gender
Female
4
5
20
34
18
81
Total
5
15
42
62
36
160
Chi-Square Tests
Value
Df
sided)
Pearson Chi-Square
a
4.118
.390
Likelihood Ratio
4.278
.370
Linear-by-Linear Association
.079
.779
N of Valid Cases
160
2 cells (20.0%) have expected count less than 5.
Table 6.6
Interpretation:-
Case Processing Summary table gives the summary information (number of cases
and missing values) of the variables.
Cross tabulation of Gender and Convenient Location is in the second table. It shows
that out of 79 Males 1 is strongly disagree, 10 are disagree, 22 are neutral, 28 are
agree and 18 are strongly agree. Out of 81 Females 4 are strongly disagree, 5 are
disagree, 20 are neutral, 34 are agree and 18 are strongly agree. This shows that
there is association between Gender and Convenient Location.
The third table provides information of Chi-square test. The value of Pearson Chi-
square is 4.118 and associated significance value is 0.390(which is more than 0.05).
Therefore null hypothesis is accepted and it can be said there is no association
between Gender and Convenient Location.
Hypothesis 2
H0:- There is no association between Monthly Family Income and High price
products.
H1:- There is association between Monthly Family Income and High price products.
Cases
Valid
Missing
Total
Percent
N
Percent
N
Percent
160
100.0%
0
0.0%
160
100.0%
products.
Monthly Family Income * Big Bazaar provides high price products. Crosstabulation
Total
Strongly
Disagree
Neutral
Agree
Strongly
Disagree
Agree
<15000
7
15
41
Monthly
15000-30000
11
11
13
8
9
52
Family Income
30001-50000
3
12
13
13
47
>50000
6
20
Total
27
34
48
31
20
160
Chi-Square Tests
Value
df
Asymp. Sig. (2-sided)
Pearson Chi-Square
a
12.819
12
.382
Likelihood Ratio
13.551
12
.330
Linear-by-Linear Association
.207
1
.649
N of Valid Cases
160
Table 6.7
Interpretation:-
Case Processing Summary table gives the summary information (number of cases and
missing values) of the variables.
Cross tabulation of Monthly Family Income and High price products is in the second table. It
shows that out of 14 respondents having less than 15000 Monthly Family Income from that 7
are strongly disagree, 7 are disagree, 15 are neutral, 8 are agree and 4 are strongly agree.
Out of 52 respondents having Monthly Family Income between 15000-30000 from that 11
are strongly disagree, 11 are disagree, 13 are neutral, 8 are agree and 9 are strongly agree.
Out of 47 respondents having Monthly
Family Income between 30001-50000 from that 3 are strongly disagree, 12 are
disagree, 13 are neutral, 13 are agree and 6 are strongly agree. Out of 20
respondents having Monthly Family Income More than 50000 from that 6 are strongly
disagree, 4 are disagree, 7 are neutral, 2 are agree and 1 are strongly agree. This
shows that there is association between Monthly Family Income and High price
products.
The third table provides information of Chi-square test. The value of Pearson Chi-
square is 12.819 and associated significance value is 0.382(which is more than
0.05).
Hypothesis 3
Cases
Valid
Missing
Total
Percent
N
Percent
N
Percent
160
100.0%
0
0.0%
160
100.0%
is hard to find items you
want.
Education * At Big Bazaar it is hard to find items you want. Crosstabulation
Total
Strongly
Disagree
Neutral
Agree
Strongly
Disagree
Agree
Below HSC
5
4
5
22
Under Graduate
3
8
12
4
32
EducationGraduate
9
18
15
13
64
Post Graduate
0
13
10
8
38
Other
1
1
0
1
4
Total
18
44
33
34
31
160
Chi-Square Tests
Value
Df
16
.295
Likelihood Ratio
22.310
16
.133
Linear-by-Linear Association
.780
.377
N of Valid Cases
160
Table 6.8
Interpretation:-
Case Processing Summary table gives the summary information (number of cases and
missing values) of the variables.
Cross tabulation of Education and Hard to Find items is in the second table. It shows that out
of 22 respondents having Education Below HSC from that 5 are strongly disagree, 4 are
disagree, 4 are neutral, 4 are agree and 5 are strongly agree. Out of 32 respondents are
Under Graduation from that 3 are strongly disagree, 8 are disagree, 12 are neutral, 5 are
agree and 4 are strongly agree. Out of 64
respondents are Graduated from that 9 are strongly disagree, 18 are disagree, 9 are
neutral, 15 are agree and 13 are strongly agree. Out of 38 respondents are Post
Graduated from that 0 are strongly disagree, 13 are disagree, 7 are neutral, 10 are
agree and 8 are strongly agree. Out of 4 respondents are Others from that 1 is
strongly disagree, 1 is disagree, 1 is neutral, 0 are agree and 1 is strongly agree.
This shows that there is association between Education and Hard to Find items.
The third table provides information of Chi-square test. The value of Pearson Chi-
square is 18.511 and associated significance value is 0.295(which is more than
0.05).
FINDINGS
Most of the respondents have visited 1 time in Big Bazaar in last three months.
It was found that the respondents are satisfied with respect to bright store, quality
of products, store layout, price, sales on products, convenient location, attractive
store, provides good service, employees are friendly, good displays, value for
money, clean store and easy to find items.
It is found that the respondents are neutral with respect to well spaced
merchandise, fast checkout, attracts upper class customers, spacious shopping
centre, limited selection of products, hard to return products, salesmen are
helpful, big store and high price products.
Today the consumer looks beyond price, other factor such as quality, employees
behavior, variety have become more important. Big Bazaar is satisfying its
customers with low price, good location and variety of products.
o Shopping Experience
o Employee Services
o Advertisement
Unappealing
It can be said there is no association between Education and Hard to Find items.
It can be said there is no association between Monthly Family Income and High
Price Products.
CONCLUSION AND
RECOMMENDATION
Recommendation
Following are some recommendation for Big Bazaar which should be consider in
Big Bazaar should focus on their ads so that customer sees more ads and gets
attracted.
Big Bazaar should not provide high price which is difficult for middle men to
purchase.
Big Bazaar should improve their displays so that customer gets what they want.
Big Bazaar should improve their music so customer can shop with pleasant.
Big Bazaar should provide good services to customers so that they can build good
image of Big Bazaar in mind of customers.
There should be more billing counters so that customers don’t have to stand in
queue.
Conclusion
From the analysis it is know that customer find somewhat difficult in finding the
products, it is also know that salesmen are not helpful, it is said there is no
association between Education and Hard to find items, it is said there is no
association between Monthly Family Income and High price products, and it is
said there is no association between Gender and Convenient Location.
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I, Shweta S. Germanwala, student of M.B.A. from S.R. Luthra Institute of Management from
Surat, am conducting survey on “A study of Consumer Image of Big Bazaar in Surat City
” as a part of my curriculum. I request you to please spare few minutes of your valuable time
to fill up this questionnaire. I ensure that information provided by you will be kept confidential
and used for academic purpose only.
QUESTIONNAIRE
Q-1 How many times have you visited Big Bazaar in last 3 months?
1-
Strongly Disagree
2- Disagree
3- Neutral
4- Agree
5- Strongly Agree
Sr.
Statements
Strongly
Disagree
Neutral
Agree
Strongly
No
Disagree
(2)
(3)
(4)
Agree
(1)
(5)
1.
merchandise.
2.
3.
by you.
4.
5.
Big
Bazaar
has
unorganized
layout.
6.
products.
7.
products.
8.
to shop in.
9.
Big
Bazaar
is at
convenient
location.
Big Bazaar is a big store.
Bazaar.
Personal Information:-
Name:
Contact No:
Gender:
Male
Female
26-40
41-60
More than 60
Occupation:
Student
Salaried
Self-employed
Housewife
Retired
Education:
Below HSC
Under Graduate
Graduate
Post-Graduate
Other